Business

5 TIPS TO HELP YOU BREAK INTO THE VFX INDUSTRY

Hey, guys! If you don’t know me, my name is Paul H. Paulino and I recently started working in the VFX industry. I am a Texture Painter/Look Development artist at Scanline VFX in Vancouver, Canada and in the past year and a half I had the opportunity to work on projects such as Independence Day: Resurgence, Miss Peregrine’s Home for Peculiar Children, Justice League, Guardians of the Galaxy Vol. 2 and Power Rangers.

Last year I began to write articles and tutorials sharing a bit of my experience and how I got here. If you have missed my past content, check this link

7  THINGS  I  LEARNED  DURING  MY  FIRST  YEAR  in  VFX  INDUSTRY  by  PAUL  H. PAULINO

Hey, guys! My name is Paul H. Paulino and I recently completed my first year working in the VFX industry. I am a Texture Painter/Look Development artist at Scanline VFX in Vancouver, Canada. In the past year I had the opportunity to work on big projects such as Independence Day: Resurgence, Miss Peregrine’s Home for Peculiar Children, Justice League, Guardians of the Galaxy Vol. 2 and Power Rangers.

I thought it would be a good idea to share my personal “soft skills” which I learned throughout the past year at Scanline and I hope this may come useful for some of you. These tips might sound generic but I would have loved for someone to have shared this knowledge with me when I was starting my journey. Some people focus too much on the technical side of this industry and forget that it is also about working as a team.

GETTING READY FOR THE VFX INDUSTRY #01: ORGANIZATION

Hey, guys! My name is Paul H. Paulino, and I am a Texture Painter/Look Development artist at Scanline VFX in Vancouver, Canada and I recently wrote an article talking about my first year in VFX industry. After the article was published, I was amazed to see so many positive reviews and feedback.

I realize that most of the students who are trying to break into visual effects are still a bit uncertain whether they are prepared enough for the industry. Not long ago when I was a student, I remember having the same feeling.
That’s why I decided to write a series of articles talking about some specific topics that might help prepare you for your vfx career, such as organization, problem-solving, networking, time management, etc. Like I said in the previous article, I still have a lot to learn, so keep this in mind while reading. This is just an opinion from my own experience.

Quitting Time

creative_roller_coaster

15 Critical Habits Of Mentally Strong People

Changing Education Paradigms

Nobody Tells This To Beginners

“I’m Doing Work”

Watch People in Other Industries React Hilariously to Being Asked for Free Spec Work  Advertising, we have a problem 

Thoughts on the Creative Career

Arnold Schwarzenegger – Mindset of a champion

Interview with Lois Randall:  embracing diversity in film making.  An Arts Manager and Screen Producer with over 20 years of industry experience working at national, state and regional levels. Randall recently produced a short film, Nan and a Whole Lot of Trouble, which had a strong female story, crew and cast. We caught up with her to talk about producing the film and asked for her thoughts on developing more strong female practitioners, characters and stories.

Candy Bowers: Ability is of little account without opportunity – Lucille Ball:  An award winning writer, hip hop artist, educator, director, arts worker, theatre maker and social activist. This month she wrote a powerful article Junkee calling for more diversity in the screen industry. We caught up with her for thoughts on the positive announcements over the last few weeks.

“Stage 32 is Lynda.com Meets LinkedIn For Film, Television And Theater Creatives.” — Forbes is a place to discuss, share content and offer advice and tips on anything and everything related to the craft and business of film, television and theater. With tens of thousands of discussions, all searchable through the search bar above, the Stage 32 Lounge is active, lively and essential.

HOW TO SAVE MONEY FOR TRAVEL and YOU DON’T NEED TO STOP DRINKING $5 COFFEES!  The real problem we encounter when trying to save up money for travel isn’t actually our inability to save — it’s how good we are at spending.

Will Your Job Be Done By A Machine?

Creative jobs not immune from automation

Are you an artist, creative or maker and unsure about your government obligations?

EVENTBRITE:  Event Planning 101:  The Ultimate Toolkit for Successful Events

Hollywood Salaries Revealed, From Movie Stars to Agents (and Even Their Assistants)

Golden Rules of Game Development

Build a Personal Brand in 2016!

Refold’s Portable Cardboard Standing Desk

Jungle update: Operation Sheena – female creative talent initiative

Marketing:  Why agency relationships should never start with a wedding dress

IBM’s Watson Supercomputer May Soon Be The Best Doctor In The World

CHARLIE’S  is open for business. Your business:  is the hub for the Australian screen practitioners in Los Angeles, offering a unique creative workspace for conducting business, collaborating and networking.  Managed by Australians in Film (AiF), is located within the historic Raleigh Studios, the oldest working lot in Hollywood, where Charlie Chaplin and Douglas Fairbanks made films and frequently played cards. Screen NSW has access to two hot desks at Charlie’s. Any NSW based creative who is visiting LA for professional development or screen industry related business, can apply for access to one or two Screen NSW hot desks, free of charge.  For more information about this opportunity visit: www.screen.nsw.gov.au/charlies

Gender Matters

The Not so Fun Stuff:  Getting your life in order. iiNet eNewsletter Posted on 

Have you ever thought about death? You’d be forgiven if you haven’t – it’s a scary thought, after all. It’s not an easy subject to bring up in conversation, yet they say the only true certainties in life are death and taxes, so it has to come up eventually. As a society, we’d often rather put off having a proper talk about ‘the end’ with our loved ones until another day, but the problem with that is that it could happen at any time. It’s far more responsible to get your affairs in order sooner rather than later to prevent any unnecessary pain for your loved ones.

AUSTRALIAN  TAXATION  OFFICE

ISSUNG  TAX  INVOICES..

ATO Employee or Contract and Employee/Contractor Decision Tool

AUTHORISATION RELEASE FORMS and PRE- TO POST- SHEETS

Media production and education services for Film & TV from Joe Nasr

Blogging and Social Media

HUSTLE  &  HEART with Brook McCarthy.  Business has changed.  The old ways of marketing don’t work anymore.  Twenty-first century business is values-based, generous-spirited, lean and agile.  Twenty-first century business leaders need to be bold.

Online Marketing, Magnified – blogging for Business or Social Media Savvy

Creative + Business: freelance success with Monica

Resources 

NSW Business Connect

monica-headshots-2-683x1024

Freelancing for Australians for Dummies

Books

How GST Works

How Much does 3D Animation and 3D Illustration Cost?

Copyright or Wrong?

Creative + Business: Get Started Here

Creative + Business: Resources

Downloads + Freebies

Blogging for Creative Business

Copyright or Wrong

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Mondo Marketing

Performing a Cos-Benefit Analysis

Procrastination?  I’ll Do That later

Make Works Work for You

Guidelines for Setting up a Business

The Business Plan is Dead

LinkedIn:  Ten Tips for Creatives

What Clients Want

Four Rules for Grants

COPYRIGHT

Under the provisions of the Copyright act 1969, a copyright owner is entitled to take legal action against an institution or individual who infringes copyright.  Under the Act, you are permitted to make a copy for the purpose of research or study.  This is called fair dealing for the purpose of research or study.

AUSTRALIAN  COPYRIGHT  COUNCIL  Do I Need Permission.  The Australian Copyright Council is an independent, non-profit organisation. Founded in 1968, we represent the peak bodies for professional artists and content creators working in Australia’s creative industries and Australia’s major copyright collecting societies.

SMARTCOPYIN the official guide to copyright issues for Australian Schools and TAFE

DIGITAL  READY

Digital Ready

Digital Business Kit for the Arts, Recreation & Education sector

Do Creative Businesses Need A Business Plan?

Digital Ready | Introduction

FUNDING

Spotting Talent and Selling Ideas – Masterclass w/ Nik Powell

Four Rules for Grants

FUNDING

CROWDFUNDING

PITCHING  TIPS  with  LIBBIE from CHILDREN’S ABC TV

organised by Sydney Animation Production Group

THE DARK ART OF PITCHING with Libbie Doherty,  Commissioning Editor at ABC Children’s 

What do commissioning editors want to know, what do they say once you leave the room and how to leave an impression without wearing a character suit and making everyone feel awkward!  We’ll be taking a rare look behind the doors of Australia’s most prolific children’s TV commissioning team.

Libbie Doherty is a passionate advocate for Children’s content and brings a wealth of experience from the animation and live action worlds to the position of Commissioning Editor. Libbie is focused on nurturing new Australian talent, reflecting Australian kids’ lives and creating pathways for Australian kids’ content to cut through into the international market.

Michel Carrington Head of Children’s and Education

Libby Doherty Commissioning Editor Children’s

Chris Rose Commissioning Editor, Children’s

Emma Mungavin Acquisitions Manager

Lisa Fagan Commissioning and Development Coordinator, Children’s

http://www.abc.net.au/tv/independent/childrens_about.htm

surname.firstname@abc.net.au

Libbie:  Sticky Pictures, Cheeky Little, Hackett Films, Blink Films, Sixty40, ABC Children’s

Libbie:  Loves hearing what kids have to say about content, talking about favourite shows, characters and things.  Content formulates those create touch points that children take onto their future lives.  The shows that make a difference in people’s lives.

Australian children’s content travels all over the world.

Lisa Fagan manages the submission process, government organisation and we all pay tax, is their duty of care to read all submissions and respond.  Acquisitions for pre-made content. Have to be seen to be objective.

Multiple ways of pitching – with the commissioning editor and have a chat, in front of your piers and could be 500 people, speed pitching.  Never going to walk away with an answer in the moment.  Need to know it is on the short list, they have not said they do not want that idea, they want to take it to their colleagues and have a chat. People are not selected in a pitch.

ABC CHILDREN

http://www.abc.net.au/children/

KIDS ABC

http://www.abc.net.au/abcforkids/

http://www.abc.net.au/abcforkids/games/

http://www.abc.net.au/abcforkids/video/

http://iview.abc.net.au/channel/abc4kids

COMMISSIONING  ABC  KIDS

0 – 6 years channel, most successful ABC channel and has a 40% reach.  The best of Australian and International shows.

Absolutely do your RESEARCH:

  • know who you are pitching to
  • know the children’s landscape
  • know the channels you are talking to
  • every channel has its own brand, values and identity
  • who will be the best partner for my brand – ABC Me, disney, nickelodeon, stan, net flicks, channel 7, 9, 10
  • do not shoe horn the idea into something it is not

ABC ME is the dedicated channel for primary school audiences, to represent Australian children on the screen, reflected in the content.  A dedicated app iView where children can do things such as creating their own profile, curate their own favourites, news generated content, music video challenges of making a trailer, tell jokes, doing diaries.

Content genres – G and PG with scripted drama, comedy, animation, high end factual formats, for a younger or older child.  Age groups of 6 – 9, move traditional storytelling and 10 – 12 age group, move to the online space though need to be 13 to be on many social media platforms.  Age groups 0 – 6, 6 – 9, 10 – 12.

Shoulder programs to run across age groups, consider focusing on an age group.  With the digital content it is easier for the audience to move around and different choices.

Durations like 11 min and half an hour.  Pre-made content from 1 to 26 minutes

IDEAS

  • australian stories
  • diverse voices, non-english speaking background, cultural authentic base
  • creativity and innovation
  • primary school focus
  • accessibility, access to tablets, phones, how the content will travel with children during the day and want 1, 2 and 3 min, how the content will work across multiple platforms.  Children have access to a lot of content and parents are the gatekeepers
  • some projects lend themselves more towards adaptation
  • age appropriate
  • Everything has an underpinning of an educational feeling, thinking about your idea in an entertaining way
  • What is the question that you are exploring, what is the hypothesis.
  • 100% audience reach – Libbie’s goal 

WORK  OUT  YOUR  TARGET  AUDIENCE

Today’s children are born into a fully functional digital, content world how we could never have imagined as children.  They can all have devices, have computers, no longer have tv in the bed room and not interested in fighting over the remote control. Think about how they consume content. They are quite brutal, looking at content for 10 or 15 sec and if not hooked they are gone. Not longer having long extended set ups. Really savey, good narrative education and looking for intelligent, smart and clever story telling. Kids are interested in the environment, worried about the world and need to be doing topics under the right frame.

Work out who is the core audience, that one child and think about:

  • age
  • sex
  • appropriate
  • content of what might like

and convey in the context of their bigger life

KNOW  YOUR  COMMISSIONING  EDITOR

  • Stories that come from the child’s point of view.  Is the main protagonist a child, if not if they are an adult do they have a child’s sensibility, are they thinking like children, how will the children access this content and connect with it on a deep level
  • Honour children’s intelligent and their point of view
  • No brand related, toys or merchandise
  • Uniquely creative, not necessarily following a trend or pattern, identify it and know that it has been done.  Think outside the box, own stories and angle.
  • Do not be tempted to create a fantastic folio
  • What is the core idea, what is the key story, who is the main character – like to get in earlier than an extended beautiful work of art
  • Business requirements, the business of making television is taken seriously
  • Articulate the idea in one page, short document
  • Partner with an Australian Producer, established company

THE TEAM

  • Never make a show on your own, find the people early on and partner up and start collaborating together
  • Is a creative collaboration, bring different things to the project
  • Define the roles you haven how going to split the deal
  • What your contributing, sweat equity
  • Know your part in the project to help as you go along in the process, can formalise in a document
  • What to know who the team is, especially the key heads of department roles.  ABC has all right of approval of these people.  Do not promise something to someone you cannot deliver on at the other end
  • Well matched teams

HOW  DO  YOU  CHOOSE  A  PRODUCER

  • Creative alignment, do they love the show as much as you do
  • Gets your ambition, able to represent you at a market in the same way you feel.  Look around and need to meet them more than once. Might be someone you worked with and liked working with them on their shows, this can be a good place to start
  • Looking for people with good track records, have delivered a show. Are they reliable, good business people and deliver what they say they will deliver.  Do not promise something to someone they cannot deliver
  • What is the size of their network, how well connected, travel to international markets, international distributes, meet with broadcasters regularly
  • In house production capacity, resources to develop up the show
  • Help people realise an idea and see it right through to on screen
  • The best version that it can be

HOW  ARE  SHOWS  FUNDED

Pitch to a Broadcaster first and they do not pay for everything. The  ABC  is involved in co-productions. Then go to different players in the market Overseas such as Canada, Britain and USA,  Screen Australia, Angel Investors, Amazon in America, Netflix.

EDITORIAL  GUIDELINES

  • Stereotypes, how they are represented, avoid stereotyping children
  • Relevant to children rather than imposing adult concerns and expectations about children’s behavioural standards
  • Gender balance
  • How women are represented

Humans come in all shapes and size, sexual orientation, colour, disabilities. Cultural diversity needs to be authentic.  Open our creativity to include their stories. What is your life like. Know structure, know how to create a story, bringing those people together and working openly, Accurate, representative, funny and humour.

Geena Davis Media Foundation, representation of Women and Girls in the Media.  The statistics of how girls are represented, crowd scenes 17% were women, beyond lead characters, think about behaviours and habits. This needs to be considered seriously.

https://seejane.org/research-informs-empowers/

CLASSIFICATION

http://www.abc.net.au/tv/classification/

PITCHING

  • No costumes
  • No puppets
  • No bands
  • Never pitch 100 episodes, standard is 13, 26, 52 maybe become 10, 20
  • Do not tell them they are doing really bad things, really hate that show, not a good look
  • Research, know the audience, know your editor
  • No pornographic poses
  • Do not follow into the toilet and give pitch under the door
  • Your really not going to like it, love it and want you to succeed in the pitch
  • Be enthusiastic, be excited
  • Be prepared
  • Practice, notice what they hook onto
  • Have 3 or 4 lines to start with
  • Video pitch, instead of documents, depends on the project and where the team is at

HOW  EARLY  IS  TOO  EARLY

  • Good one pager outline, can keep to 3 or 4 pages.  Explaining the story, what the narrative is.  Articulate the story of characters, their journey, the hurdles, the dramas, their laughs in the 4 pages to get a good idea of what trying to achieve
  • Good stories and rich, complex worlds that the characters are going to be put in
  • Not necessarily every story
  • Bio, half page
  • One page outline for Ep 1, 2 and 3 can be helpful, though not essential.  Can usually tell from the story, a couple of pages
  • Can do pencil sketches, rough art if not send in references
  • What kind of shows do you like
  • Your aspirations, your sense of aesthetic, trailer of past experience
  • Do not need to spend a lot of money
  • No budgets, multi-platform extensions, one minute teaser
  • What the characters look like comes later

DEVELOPMENT  MONEY

To take to the next stage, start with story, what the series are, brainstorming what the show is about in a bigger way, initial character, backgrounds.

Starting out in their careen and getting a break, encourage every team to have a young.  For the project to move on in a meaningful way will what experienced people who can help guide the process.  More experienced people to give you the space to do what you need to do, to fulfil your creative ambition for the show. Early career people to be open to the experience, not feel threatened by it, make it work for you and have an open mind. Never their intention to take your idea and make the show.

ABC has approval over everything, have the final say on all scripts, on everything, they have paid for it.  All through scripting, pre-production, design for every episode, character, prop, background, storyboards, animatics, animation passes, effects passes, cuts, mixes. When there are multiple funding bodies the intention is for a collaborative decision, some funding bodies rely on the ABC for the creative process, other times who ever puts in the biggest money has the biggest say.

LAW

ARTS LAW CENTRE OF AUSTRALIA:  The national community legal centre for the arts

Arts Law is Australia’s independent national community legal centre for the arts, a not-for-profit company limited by guarantee. We provide free or low cost specialised legal advice, education and resources to Australian artists and arts organisations across all art forms, on a wide range of arts related legal and business matters. Arts Law’s Artists in the Black program delivers targeted services to Aboriginal and Torres Strait Islander artists nationally.

Small businesses seeking to fine tune their digital marketing strategy to take full advantage of the opportunities in the market place.  We are all conscious of costs and time while being constantly overwhelmed with information. What is happening with the digital, marketing and technology overload and where do we start.

insanity-einstein-quotesBe prepared to learn, the luxury to learn new concepts, strategies and language and not rely on ‘hope’ marketing.  Give yourself time to discover new strategies, understand new words and concepts.   There are five marketing tactics and customers will find you along the path to purchase. You need to put in time and effort and know who your customer is.

Google switched its algorithms, changes on the internet and looking at how this works we need to grow our enquires building trust, reputation and authority in the eyes of Google.  A business that Google trusts enough to present to the people searching for a particular product or business. An algorithm is a process or set of rules to be followed in calculations or other problem-solving operations, especially by a computer.

It is about building your trust reputation and authority in the eyes of Google so that it trust you enough to present your business in a user search. How does a business come up in a search result?  Google says: I know your previous search history, where you are geographically locally at the time, your IP address, knows your social media behaviour, what you comment on, what you like etc.  Google says: I want to return the best possible search results and web pages relevant to the person doing the search, using the machine learning algorithms and semantic search to return the best possible answer on the internet, the best possible user experience when we are searching.  What appears on page one of a Google search is different for everyone.  If you want to be presented in a search then build trust, reputation and authority in the eyes of Google to be the best possible solution for that query.  It is ongoing, needs consistency and semantic search has changed how potential customers are going to find our business and has changed how we manage our marketing, publishing content. Before it would return the same to everyone the same pages whether it was relevant or not.

Need two key things in place for this to work:

  • need to be very clear on who the customer is
  • branding in check, a strong brand which includes tone of voice, visual identity including logo, colour, imagery, video, words, language

Need to be searchable, if Google does not trust you then you have no hope. We have two customers, Google and Humans = we need to be searchable.  Because of Machine Learning, if you have different things it confuses the Machine Learning and the algorithms cannot figure you out and trust you in a search.  It is all about Machine Learning.

Machine Learning algorithms can read photos.  Google trusted photographers, paid service, will take photos which can be 360º views and then will upload to Google My Business profile in their preferred way.

Much better off to use your own domain name and build your own digital assets, not living on rented property and own your own domain.  Off the shelf website, a free build that you do yourself.  All about the domain name, all the activity associated with the domain name and your web presence and does not matter what platform you are using.  Web sites and blogs are now better to all be in one spot.  Go where your customers are hanging out, hang out there, it could be linkedIn and posting your commentary.

Reviews, can never have an off day in customer service, need to respond to all reviews as people have taken the time to write it. Responding positively to negative reviews, maybe need to go for a walk, be objective and it can be the best form of PR, do not be scared of it and it can lend some legitimacy to your business. People are pretty savoy and maybe the customer is having a bad day.

The customer may not always be right but they are never wrong.

Google are investing in the long term, have a strategic vision and recognise that domination means that they recognise the need for a customer centric view.  They built Semantic Search because their brand was on the line when you do your search. They will only have world domination if we let them have it, because we will make the trade for the convenience they give us. The vision is grounded in what we want, the experience and delivering that.  Always start from the customer perspective, the target market, then speak about benefiting the customer and if you have not done that you will confuse people and the Google search.  How are you benefiting the customer, be consistence.

Organic search, not paid for

FIVE  STEP  methodology

No one part works in isolation, doing them all at the same time, commit to the five steps.

Step One

Google My Business – is free   https://www.google.com.au/business/

Optimising your page with up-to-date and accurate information, have as much content as possible such as written words, photos, video, reviews. Show people you’re open for business.  Get your opening hours, phone number and directions on Google Search and Maps.  When people search for you, does your phone number show up? Is the right address and website listed?  Control how you appear on Google Search and Google Maps.

Google + page https://plus.google.com

You automatically get when you sign up for Google My Business.  Post directly into Google +, is Google’s answer to social media.  Google will index and is learning about you, your business.  Is another way to be posted in a search, # tag, it which helps Google index and identify it, key words.

Semantic Search Algorithms Engines (Google, Yahoo, Bing), Google owns 70% of the search market.  Register your business on Bling and all of the search engines then you control the content and look at the semantic web check list with things you need to do to get it out there.  Write your own Search Engines listing otherwise it will draw information form other sources, it is attempting to find photos of your business and the risk is that they will put bad photos in when you do not post your own content.

Step Two

Mobile, need to be google mobile friendly, mobile first, desk top second.  Google will give preference to a site that is mobile friendly, it is about user experience.

Mobile-Friendly Test Link

Step Three

Content, Google needs content for their algorithms to figure you out, can they trust your business enough to present your business in a search. Google needs original content on an ongoing basis, post content as often as you can so Google can figure out if they can trust you.

Now you are publishes of content which are blogs, video, images and not just about your product and services, it can be about local things happening, other products you use.  When posting commentary consider talking about the region you service, refer to it in places other than contact information, it is about projecting your image.  It can be things related around your business, DIY information, best practice, markets, festivals, local stuff, local theatre and things happening around your business and where you are.

Step Four

Visuals, Google wants them, they want to build their images and they do not want thumbnails, the tiny images, you will be penalised for them, they want quality and original content.  Uses images to figure you out, original, relevant and beautiful content that comes up in search results, can read what is in the image.  Consider using people to bring them alive such as your target market.  Think about how people search for your product or service, break that down and execute that into your website.

Google owns youTube.

Step Four

Social Media, is now Social SEO.  Distribution for your content, for sharing and loving your content.  When you sign up for an account use the same URL, because the Algorithms pick up on the activity associated with those URLs, it is all about Machine Learning.

With the social media it is all about engagement, if it is liked, shared, commented on then it builds the natural back links which is links from other sites to your web site.  It also tells Google they must be good at what they do because people like their content. Need engaged people rather then lots and lots of people that it is not relevant to. The back links could be associated businesses that relate to and point to your business.  Builds a community, working together as a business community and when people engage with your content it will happen automatically.  If you get published, is good for your web site because they are authorities, builds your trust reputation and authority with Google. Google is telling us we need to focus on back linking and content.

Like provides content for the search engine, sharing positions you as a leader about knowing other things, not only your business. Giving them Link Juice, a back link and always provide some commentary, why would they read the article why are you posting it and put my spin on it.

Social SEO, search engine optimisation is a methodology of strategies, techniques and tactics used to increase the amount of visitors to a website by obtaining a high-ranking placement in the search results page of a search engine (SERP) — including Google, Bing, Yahoo and other search engines.

Jim Munroe

Dumb SEO Questions  http://dumbseoquestions.com/q/should_we_use_brand_url_in_description_of_a_website

David Amerland ‘Google Semantic Search’  https://www.davidamerland.com

I am an international speaker, author and business journalist.  I talk about data mining, search, the social web and how they all converge.

Exact Match Domain EMD   Do exact match domains still work as an SEO tactic?

Search Engine Land   http://searchengineland.com/library/channel/seo

What Is Social SEO?  By Mark Walters   http://www.seomark.co.uk/social-seo/

5 Things You Need to Know About Social Media & SEO   https://blog.kissmetrics.com/social-media-and-seo/

Google AdWords https://www.google.com.au/adwords/ is an online advertising service, developed by Google, where advertisers pay to display brief advertising copy to web users.  Google AdWords is quite complex, consider using an expert, do not dabble and consider putting your energy into original content and Google +.

LinkedIn Selling  https://au.linkedin.com/topic/linkedin-selling

Affiliate Programs to make commissions, to make money by referring to other web sites:

  • Commission Junction  http://www.cj.com
  • clixGallore  http://www.clicksgalore.com Is an online advertising company owned by Conversant, Inc. operating in the affiliate marketing industry and operates world wide

Hootsuite https://hootsuite.com Save time by managing all of your social media marketing efforts from a single dashboard. You get the tools to manage all your social profiles and automatically find and schedule effective social content..

Incognito search, if you don’t want Google Chrome to save a record of what you visit and download, you can browse the web privately in Incognito mode.  It takes all the previous search history out.

Black Cat marketing, is the old ways when you would buy back links by buying your way to the top of the page and does not work anymore.

MY  TRAVEL  RESEARCH   http://www.mytravelresearch.com/about-us/

Is an insights and consulting company established and run by Bronwyn White and Carolyn Childs.  We set the company up in 2011 because we saw that tourism businesses and destinations were often confused or overwhelmed by research and struggled to apply it to their businesses. But when presented in the right way, in a business context, they loved it!  We saw many success stories when this happened.

MUMBRELLA  is a discussion of everything under Australia’s media and marketing umbrella.  https://mumbrella.com.au/about

SEO 101: What is Semantic Search and Why Should I Care?   https://www.searchenginejournal.com/seo-101-semantic-search-care/119760/

BRONWYN  WHITE   Small Business Marketing Tips    http://www.bronwynwhite.com

DIY  MARKETING  MENTOR I coach and train small business owners about marketing – I make it easy.  I am OBSESSED with marketing.  I live and breathe marketing concepts, trends and its future.  The marketing landscape is ever-changing – making it very difficult for any small business owner to keep up-to-date.

MARKETING LAB is a hub for businesses and people who want to improve their marketing knowledge.   To be able to get ahead in digital marketing, self lead DIY

system.http://www.diymarketingmentor.com/diy-marketing-system/

http://www.diymarketingmentor.com/diy-marketing-system/

TIME MANAGEMENT

Support with Time Management

Long and Short Term Planning

LISTS, LISTS, LISTS, LISTS, LISTS, LISTS > JOURNAL, JOURNAL, JOURNAL, JOURNAL …………………

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SUPERANNUATION

ATO Superannuation basics for employers

Business Victoria, Calculate Long Service Leave

Fair Work web site

Media Super  MEAA, media arts and entertainment alliance

 Australian Responsible Investment Association

Australian Ethical Super

RESOURCES

Freelance Contract

Is a verbal agreement legally binding?

Courtney Jones & Associates  INSOLVENCY & FORENSIC ACCOUNTANTS

Everything You Need to Know about Freelance Rates, Pricing and Fees

Fair Work Ombudsman:  Casual Employees

MEAA release guidelines on ethical internships

MEAA ethical internships

MPDAA Motion Picture Distributors Association of Australia is a non-profit organisation which undertakes the collection of film exhibition information relating to box-office, admissions and admission prices, theatres, release details, censorship classifications, and so forth, in order to provide meaningful statistics on the film industry in Australia to the Members and associated persons, the media and trade publications.

6 tips for writing a creative brief

Six Common Pitfalls of an Animation Pitch

Taking legal action in the small claims court

MANAGEMENT, SKILLS, COMMUNICATION & EDUCATION

Angel Network

Oprah’s Angel Network, a public charity formed in 1998, was established to encourage people around the world to make a difference in the lives of others. Oprah’s vision is to inspire individuals to create opportunities that enable underserved women and children to rise to their potential. Oprah’s Angel Network initiates and supports charitable projects and provides grants to not-for-profit organizations around the globe that share in this vision.

Anna Guz  is a highly qualified and caring Naturopath and Wellness Consultant with more than 10 years of experience in running her own clinical practice.  With degrees in both Science and Naturopathy, Anna’s approach to each patient’s treatment plan draws from her skills, education and work experience. This allows her to help you find your way through to the best solutions for your specific health issue.

Australian Institute of Management

Logi Blog

Australia Tests

Best Practice is a method or technique that has been generally accepted as superior to any alternatives because it produces results that are superior to those achieved by other means or because it has become a standard way of doing things, e.g., a standard way of complying with legal or ethical requirements.

Best Practice Certification  We understand that training and development plays a critical role in business improvement success. We are committed to partner with you to enable you to deliver and inspire customer confidence in your team and organisation. We established the Training Academy to bring you best practice training to upskill yourself and your team. Our online and onsite training courses cover business improvement tools, management systems, international standards, business tips and industry insights.

Bullyonline

Bullying No Way

Professor Michael Clyne

The Conversation  is an independent, not-for-profit media outlet that uses content sourced from the academic and research community.

‘The Coup That Laid the Fear of China’ by Stephen FitzGerald

How a lone, young diplomat, Stephen FitzGerald, turned around policy on China

Keep Customers with Customer Service Excellence  Business Victoria

Customer service guide: how happier customers lead to healthier business Office of Fair Trading, NSW Consumer Protection Agency, Department of Commerce.

THREE  FARM  The notion is simple and powerful that to make a positive change in society one not only needs their minds to think, dream and speak about change but also their hands to tinker, test, build to create change!

Tomorrow’ Company  is an independent non-profit think tank that exists to inspire and enable business to be a force for good in society.

Essi Systems:  Stress and EQ Experts

HUMANITY  in  BUSINESS Creating a Leadership, Revolution that Supports, Authentic Leaders to Create, An Engaged and Purposeful Business

Living Fundraisers  We believe fundraising should be easy, fun, profitable, healthy and good for the environment and the community.

Intercultural Development Research Institute

The Karpin Enquiry and the Role of Management Education in Australia: History Revisited?

Leadership Learning Dynamics is an international provider of customised learning and training solutions for individuals and corporate, government, local government, education, small and non-for-profit business.

Learning is Not Linear (“I tell you this and you now know it and know how to apply it”)

Leadership Nouveau  helps individuals and organisations tap into latent development potential with lasting results.  Great leaders do not telly what to do………..they show you how it is done.

Options Consulting Group  has celebrated over 25 years of serving Australian Manufacturing with a proven approach of Facilitating Growth in Business and People since 1990 – in other words, we’re helping your business grow.

Podcast The Slow Home with Brooke McAlary by Jackrabbit.FM.  We live life in the fast lane. We race to keep up with The Joneses. We are over-worked, over-connected and over-stressed, and we compete on how busy and important and sleep-deprived we are. But we don’t have to. There is an ever-growing group of people who are saying no to life lived at 110%. They are opting to slow down, simplify, say no and focus on the things that are truly important. Brooke McAlary, founder of SlowYourHome.com, is one of them, and in this podcast she chats to others who have adopted a similar approach to life: simple living, slowing down, opting out, saying no. Learn what makes people change, how life is different, and what their advice is to anyone looking to get out of the fast lane

To listen to an audio podcast, mouse over the title and click Play. Open iTunes to download and subscribe to podcasts.

Why Introverts and Extroverts Are Different: The Science

Sahaja Yoga

School’s in for smarter emotions  Story by Gio Bradiotti

Six Sigma Critical Success Factors “You can’t manage what you can’t measure.”

Six Critical Success Factors for a Six Sigma Deployment is a powerful tool for solving business problems and driving excellence in organizations. Its benefits can include breakthrough improvements, cost savings, defect reduction, greater customer satisfaction, and higher productivity and efficiency. To reap these benefits, however, organizations must pay close attention to six key factors that can make or break a Six Sigma deployment.

SmartOrg is about making choices. Not small ones, like what brand of coffee to have in the break room, but the big, hairy, complex business decisions that determine whether or not companies succeed or fail. Decisions where largtheaqc risks are involved – and you won’t know if you’ve made the right decision right away. For example, choices about what products to develop, what services to offer, what technologies to pursue, what companies to acquire, what regions to penetrate, where to cut costs and which opportunities will provide the best return on investment

Sydney Talks SydneyTalks is a free service listing interesting talks in Sydney.  Our list is updated regularly to ensure you receive the most accurate information entered by the organisers, but we recommend that before attending you confirm details with them.

Whistleblowing  Public interest whistleblowing (insiders speaking up about possible wrongdoing) is a vital part of modern integrity systems in all organisations, institutions and political systems.  The Centre for Governance & Public Policy plays a lead role in whistleblowing research, policymaking and law reform around the world.

Whistleblowing in the Australian Public Sector:  First Report Australian Research Council Linkage Project, Whistling While They Work: Enhancing the Theory and Practice of Internal Witness Management in Public Sector Organisations, Draft ReportEdited by A J Brown Socio-Legal Research Centre Griffith Law School, October 2007

Where Have All The Buffalo ‘Gone’  Chief Seattle’s Letter to President Franklin Pierce, of United States 1852 

Wake Up Celebrating Mindful Living and Leadership.  We’re a community of 150,000+ people offering transformative events and experiences to connect you to your inner wisdom, celebrate what matters most and help you discover how to make the world a kinder place.  Additionally, we have posted out more than 350,000 Kindness Cards for free, encouraging anonymous acts of kindness.

A COLLECTION of SOME INTERESTING THOUGHTS and IDEAS from bits and pieces I have accumulated and read:

Sir Edmund Hillary once said “people do not decide to become extraordinary.  They decide to accomplish extradorinaiy things’.

Challenge rewires the brain to be motivated and happy, and a lack of it encourages the opposite.  Something exciting and worthwhile about a little hardship and responsible risk taking, the inexplicably wholesome feeling of appreciation, accomplishment and motivation that you experience. A level of satisfaction, contentment and happiness.  Comfort zones only exist so that we know where we must step beyond, when we want to feel alive. Learn how to recognise, acknowledge and accept things that cannot be fixed and to stay focused and remain positive afterwards. The importance of teamwork and friendship, careful risk management and decision making, as well as the realisation that revenge, retaliation, grudges and blame can only ever make the situation worse. Presence, profile, possibilities, power.  Business is people and the need for trust between worker and manager, working for a winner, inspiring leadership, a great workplace and a noble purpose of rather work.  An understanding for when to change a business model and not necessarily about strategy. Executives understanding wealth creation. Follow through and get things done and not being attached to process, meetings and policy groups.  The importance of education and staff development.  Some thoughts from the final chapter as I finished reading  Bray, C., 2010. The 1000 hour day: two adventurers take on the world’s harshest island. Pier 9, Sydney.

A story about who you want to be, not what you want to be.  Not only what I want to accomplish but why – story about my purpose so when I stumble and in a whole this will get me out – this story.  My true calling, Dharma, purpose.

Is it an achievable goal? What are the benefits of failure? Is it driven by a fear of failure?  Is there a desire for success? Is there a set of criteria from the world? Are we colluding with apathy? NO such thing as failure, is life pushing us in another direction?

There is an expired date for blaming parents. When the greatest fear is realised and having hit rock bottom this then became the solid foundation on which to rebuilt you life becoming secure in the ability to survive. Trouble does not last.

The stripping away of the inessential, stop pretending to be anything that what you really are.  Not always clear in the beginning, not necessarily know my purpose right away.  Real progress is authentic.

Life is beyond total control and having the humanity to know that. No matter how far you rise you will stumble. Learn from every mistake. Have an internal moral GPS. When you learn, teach. When you get, give. Set backs, disappointments, the only goal is the highest, most truthful expression of yourself. What makes you come alive, this is what the world needs.

Having the power to empathise with people who’s experiences we have never shared.  Having a human empathy leading to collective action.  We can learn and understand without experience.  Extend yourself in kindness.  Cannot demonise or vilify someone who does not agree with you.

Want to be understood and validated, was that ok, did you hear me, do you see me, did what I said mean anything to you.

Respect and be consulted when my interests are concerned.

Empathetic attitudes and communications skills help to get business done.

Not everyone has a secure job in a financially sound, mature organisation.

Inclusivity, not only focusing on financial objectives, by attuning to the needs of stakeholders, staff, investors, customers, suppliers and the community.

We should not have to work this hard to have effective representation in a democracy.

Is there a one universal set of values in a global economy, global protections or stateless with a lack of effective legal and regulatory framework?

Three types of motives: need for achievement, need for affiliation and need for power then consider achievement does not translate in all languages.

There needs to be political leadership for businesses to be successful.

You do not import an economy.

Fear of the unknown.

Conducting a negotiation with no preparation, no thought and no planning, maybe you will not make it.

Might have a business plan that is totally inconsistent with the ability to deliver. Select the right people, appraise them to determine how effective they are and reward and recognise people.

You cannot satisfy the customer in every way, the cost would be infinite.  There is no substitute for doing some old-fashioned hard work in thinking about what you are doing: too many managers just want to hire consultants to do it.  No advisor or commentator has the right to decide what is right for your business.

Effective leadership is about interpersonal skills, ability to communicate with people, the ability to get the best out of team and being able to make changes effectively and rapidly.

An awareness of working environments that include intimidation, harassment, heavy scrutiny of work, ostracism, unsafe or humiliating work and other workplace-based negative behaviour

Inclusion of staff who understand both languages and cultures of clients from different cultures in order to be successful in today’s global marketplace.  Making cross-cultural flexibility of staff a key resource.

Take the time to get to know the other side, be respectful including being aware of status and face and remember the entertaining plays a crucial role in developing relationships.

Be aware that all cultures structure information and arguments in different ways ranging from forceful to more reserved thus avoiding misunderstandings and promoting good relations among staff and clients.  Misunderstandings can be caused by differences at the deeper levels of values, roles and assumptions.

At least understand the background of the workforce, the language skills, their educational background, qualifications both here and in a broader sense.

Collaboratively develop and deliver goods or services.  It is about business, not technology, research what is available, involve trading partners, how will it be integrated and then decide on a partner.

Is there a place for honesty, independence, fair pricing and genuine commitment and leaving behind consultants setting unrealistic expectations.

Reputation must be monitored and constantly assessed, particularly in the global economy, in which it is a competitive advantage.  No one knows the dollar value on reputation.  What is know is that it matters it all stakeholders.

Good managers are those who work to advance the interests of the whole group rather than themselves alone or a few talented individuals who they personally mentor.

Rate on financial performance, product quality, innovation, value and reliability, emotional appeal, vision and leadership, workplace environment and social responsibility.

Shared ways of solving problems. No such thing as objective truth, rather a series of ‘paradigm shifts’, describes those changes in science that change the way the world dis understood.  Do you get the best out of people by dictating or encouraging?

There are benefits from different approaches to problem solving, helping people to move beyond negative perceptions and assisting in breaking down barriers that prevent understanding.

Extreme hours degrade health, family life and community involvement, heavy workloads are time pressures that expose employees to such conditions are now recognised as a form of bullying.

Is listening a sign of incompetence, are managers insensitive to the reality around them when people around them can see what is wrong and what to do about a problem are the troublemakers or dissenters being ridiculed and about to leave.

Keep communication and competition between departments open and honest, collaborative discourse.  People tend to expect everyone to communicate the way they do, people communicate differently and experiences with cultural different people with different cultural patterns can lead to more successful communication with understanding and tolerance.

Two main goals in business relationships are extraction of economic value and the creation of long-term loyalty and achieving this takes time, talent and the commitment of resource.

A good business will always focus on clients rather than technology, which is used to enhance service to the client.  Maintaining a current client’s goodwill for repeat business is seen as more cost effective than the unpredictable process of seeking a new client to replace a dissatisfied one. An over all strategy of seeking mutually advantageous outcomes and win-win solution.

Are deals characterised by competition, assertiveness, risk-taking and a direct approach to conflict rather or a trend to value long-lasting relations with solutions that promote the relationship and create opportunities for future partnership, setting a long term view where fluctuations can be tolerated.  The challenge of operating in different cultures with strategies of inclusive, indirect approach, a shared history, a battle, preoccupation with the outcome, confrontational, cultivated, sensitive, convince the other side, consensus, persuasion, argument looking for core values of harmony and cooperation in accommodating each other’s approaches avoiding misjudgements of intention.

Questions that might be asked:  Say a bit about your school, work, business or company? what was the initiative and who was it aimed at?   What happened?  What lesson or lessons did you learn?  What advice would you give to other students. teachers, piers, work colleagues, managers or companies?

Globalisation is a process that can amplify problem say bringing parts of the world closer together. Size is not the determining factor when competing globally; skill is.  An understanding of of customers in different markets, not the ability to mobilise capital or tangible assets, a strategy based on unique knowledge.  What happens when the company becomes too big for its market and no plans for expansion. The removal of competition, merger restrictions and the international economic environment is becoming more hostile.

Corporate intelligence and security or is there a degree of naive and isolationism. Who are the competitors? Annual reports, press cuttings, corporate web sited, brochures and industry market research, talk to customers, bar talk,  industry conferences and speeches often reveal business plans. Need to be able to analyse the information in order to make the critical decisions.

Agents do not buy or sell the product it represents and can be sole, exclusive or non-exclusive and may be paid a fixed fee or remuneration based on sales  Distributors place  orders, takes responsibility for it and for its resale.  They can be a sole, exclusive or non-exclusive distributor and paid by adding a profit margin.  The main terms of an agreement could involve how payments are made which may includes conditions such as the currency of the sale price, who pays, how, when and to whom, what credit terms, penalties for late payments, who is responsible for what duties, clearance, freight, storage, insurance and delivery.  What is the identity of the contracting parties and consider things such as goodwill, intellectual property, place of sale and control of the brand name.  Consider parties, background, terms of appointment, agent and distributor’s obligations, renewal of term, price, orders and lead times, inspection and acceptances, payment, passing of risk and title, effect of standard terms and conditions, warranties, product liability and insurance, intellectual property, advertising and promotion, non-competition, confidentiality, termination, force majeure, jurisdiction and general boilerplate clauses.

Small business are the heart of local communities.  What is their sense of purpose, are they being driven by forced agendas, is there a local backlash against globalisation, do they create diversity, how does community confidence impact on them and do they create significant employment?

Organizational Citizenship Behaviour: Originally, Organ (1988) defined organizational citizenship behavior as any acts that are discretionary–and not explicitly or directedly recognized by the formal system of performance management-that tends to enhance the functioning and performance of the organization. More recently, however, Organ (1997) refined this definition, conceptualizing organizational citizenship behavior as any form of performance that supports the social or psychological environment in which the work tasks are embedded-a definition that more closely corresponds to contextual performance, as defined by Borman and Motowidlo (1993, 1997).

International best practice including: sustainable success is linked to pursuing long-term goals consistent with core purpose and values, the importance of gaining and maintaining a nominal ‘licence to operate’ which is granted by stakeholder groups, knowledge is the new centre of gravity and the key to harness its potential, managing and measuring stockholder relationships is the key to sustainable success.

Reasons for leaving a job could be people are not talking with each other, no clear goals or direction, communication are bad, no team work, work was not fun, no positive or negative feedback, no motivation resulting in poor productivity.  What to look for in a new job may be open communication, constructive feedback, goals and the ability to verify them, rewards for success, orotundities to speak out and work is fun. When successfully turning around companies that are in difficulty, dismantle the hierarchy and give much more responsibility to the people in their areas of operation.

A co-operative workplace: If you tell me, I will forget; if you show me, I may remember; if you involve me, I will understand.  Successful growth involves excellent managers, leaders, technical knowledge, strategic goals, values, open communication, understand roles and continuous review of performance to add value to any organisation’s performance.  The challenge of moving from a hierarchical, controlled working environment to one based on uncertainty and unpredictability has the challenge to create intellectual capital and derive economic and social value from it.  The relationship between enterprise strategy and industry structure through learning, negotiation and adaption can lead to improved through unpredictable environments.

Individuals in an organisation interactions and combinations can produce varying results, shaping heir culture, learning the sensitivity to know when and how to play with respect to others. The organisation is a reflection of its internal relationships. We start out being independent and they challenge is to move on to interdependence, in which the spirit of sharing and the dynamics of a high-trust environment, mentoring and coaching are all tools to this end, coming from trust, respect, commitment and encouragement. People make up organisations, interpersonal relationships and team efforts. The relationship between different people determines whether the result is a discordant mess or a thing of beauty.  The whole is greater than the sum of the parts, a seamless integration and it is the role of the manager to understand the variables and bringing it all together. Organisations, the people that make up the organisation, need a car vision dn understanding of what has to be achieved.

Our self image is the way we see and hear, our ideas, attitudes and how we feel and respond to others.  It is our physical, emotional, social and intellectual perception of ourselves that has influenced us and given us the skills and knowledge we have in our society.  We develop roles in our families, school, peer groups, friends, sports team, workplace, professional associations that make up our culture and social environment.  Our appearance, skills, abilities, needs, interests, activities, ideas, likes, dislikes, how others see us, attitudes and beliefs influence the self-image that we present to others.

The Johari Window to develop relationships that are satisfying and beneficial by Questioning Yourself, Listening to Feedback from Others, Ask Others About Yourself and Increase Your Open Self.

Diversity can involve learning about your own cultural biases, getting over the fear of making mistakes, understand the importance of relationships and having a higher level of awareness and social responsibility to build better businesses and stronger communication.  Are you being tolerated, are you the one doing the tolerating, it it is more comfortable and not inclusive, as you can be tolerated at a distance and is a form of ostracism.  We tend to make a sense of the work by crating categories from personal experiences, the use of assumptions and generalisations and other sources such as the media which can be based on ignorance and fear. Be aware of the assumptions and question them. Assimilation leaves the other person needing to do the hard work of changing, what about mutual adaptation.

Worker commitment in a climate of change, the effects of technology, globalisation, business consolidation, market fragmentation and a mobile and educated workforce.  Compensation, changing management, training and development, organisational culture, leadership and direction, work/life balance, productivity, pride and retention of people is part of a workplace environment. The hierarchy of motivation is survival, safety, social, esteem, self-actualisation and for companies safety is both physical and psychological, rewards are part of compensation and benefits, affiliation with a sense of belonging to the team conveying a sense of mission, growth for a sense of achievement and positive organisational growth and work/life harmony.  The use of best-practice to foster commitment and retention attending to employees basic needs first, evaluate policies and practices looking at how they meet or exceed expectations and promote development leadership that will motivate workers.

Customer relationship management is not an expensive computer package or a substitute for incompetent management.  It is not only saying customer service is important, your actions need to match.  Is the customer’s experience of service directly proportional to the attitude of the person providing the service.  Taking into account business objectives, corporate culture and skill level while focusing and caring so that customers are left feeling emotionally satisfied. The goal is to improve customer satisfaction levels by first improving internal customer relations.  constant quality, on time delivery, a fair price and lead by example.  Only ever as good as your last job.  Put the customer first, offer good service an duo whatever they can to make the experience of using their product pleasurable and convenient.

Customers, more is better, wealthy is more profitable, no necessarily so. We are creatures of habit, businesses can make it difficult and expensive to change.  The big client can be slow to pay, choose the right customer carefully and consider relying on informal social contracts rather than explicit legal contracts.  What is customer selection criterion, credit check, slow payments choosing for social stability and profitability.

When we feel that the other person is wrong, they are only wrong according to how we see things and they are not necessarily wrong from the town perspectives. Different people see things differently, what is their perspective and reach an agreement rather than accentuating differences.  Mistakes must be made if people are to learn, not to be hunted down, sacked, criticised and punished as change is constant and knowledge is a key leading to inevitably requiring rapid and voluminous learning.  Our judgments come from experience and experience comes from bad judgment, learning though trial and error. Practice is the art of making mistakes, learning from them and progressing. Is it an attitude or skill mistake, allow people to have a go, to grow, to develop and to be able to make a contribution to the future.

How do we sort information into knowledge, are we automatically grade the information we receive by superficial assumption.  We make judgements based on mainstream information, caring, coincidence, accuracy, higher authority, brevity, clarity, expertise does not mean expertise in communication about that subject, generalising from the particular, paradox being both true and false.

People, not technology are behind innovations with flexible, productive and focused workplace relationships that have a focus on customers, supply, leadership, resources and systems for innovation in an environment of continuing improvements of positive change.  It is not a haphazard process, it is a cultural issue, innovative work cultures that take calculated risks. Understanding what drives people when communicating with them. Innovation is about people and creativity, motivating staff, seeking staff input, vision thinking, selecting the ‘right’ staff while supporting and maintain them in a multi-skilling, multi-tasking and efficient team environment.  Look at examining staff needs, matching applicants with job specifications, successful interviewing and introduction and effective supervision.  People have a need for achievement, affiliation and power and this influences their communications.  This would include allowing people to take responsibility giving plenty of feedback, taking care to ask about families, interests and how they feel, and allow them to feel in charge recognising their need to be treated as powerful and informant.

Employers are increasingly conscious of the need to retain talent and experience, replacement is costly.  Some employers seek ways to bond employees to their jobs and provide an environment that has support systems for their personal lives such as shopping services, pre-cooked evening meals, flexible hours, working from home, job sharing, stagger starting and finishing times.  Australian workplace agreements, policies and procedures are required to recognise minimum standards, businesses arrive at arrangements that are cost neutral to them.

Managers need to be able to make sense of warnings, to get beyond questioning the authority of someone sounding a warning; not dismissing them as unacceptable.  Some managers lack the necessary openness and they deal poorly with the implied challenge to their authority.  Risk management based on correlations, trends or other conventional wish management factors are useless for forecasting new and unique risks.  If we know what to look for we could take notice when we get a warning.  A flash of insight and may not have ever done anything remarkable, may not be unusually bright or gifted and are the first to see something going wrong.  They are working in organisations, agencies and companies, most often in the operations.  We are not necessarily good at seeing predictive warnings, they are odd things with often only one person sounding the warning, they will have to explain and we need to understand it. We need to listen.

Who ever wrote one draft of a book, or filmed one take of a scene, or wrote one line of perfect code? Socrates: ‘ In knowing the you know nothing, that makes you the smartest of all.’  Never underestimate the power of the conversations in developing create solutions, somewhere to bounce ideas around, test opposing views and mesh concepts. Explore what is possible and not be stuck with what is known, go to the other side of an idea, looking at it from another angle.  Creativity involving a knowledge of tradition and an ability to depart from what has been done before.  Access to knowledge, adding value to knowledge, modelling knowledge and knowledge discovery.

The Help Desk:  What do you think is the problem? Not being listened to.  Repeatedly explaining the problem while being passed like a parcel. They argue back, ‘you are wrong’, ‘you are lying’, ‘your alleged experiences’.  Hang up saying it is the ‘other’ companies problem.  Hang up because the supervisor has been asked for, I’ll just transfer you.  Service organisations tackling customer satisfaction where satisfied and empowered employees are a crucial component in creating quality for customers. What is the criteria for teamwork, individual performances and personal behaviour.  The search for efficiency verses servicing the customer.

In order to develop relationships we need to be aware of the needs people have, how do we apply this to a typical worker and the Maslow Hierarchy of Needs provides a useful guide to help understand the things that are important to others.

What matters is what we do and how we do it, it is always about working with people to get things done.  Leaders set a direction, make it easy for others to follow and encourage them when they do so.  It is about setting direction, easing the way, inviting and encouraging people to do things. Consider style, timing and context considering cultural context which is national, organisational and individual while involving people, asking what they think, seeking their views and they will see it differently because of their involvement.  Need to care about what you do, support your followers, be consistent, stick to your principles and think of others.  Create an emotional link, close communication and contact with your team.

Brands, invented words or words that have nothing to do with the product to help protect other businesses getting a free ride.  They need to stand out from competitors and be able to stop competitors from using brands that are confusingly or deceptively similar.  Look at intellectual property, trademarks, copyright, patents, trade secrets, registered designs, business name, company name, trading name, domain name.  Deregulation and globalisation has transformed the industrial landscape with falling costs and increasing reach of technology.  Understanding and managing attention, marketing which is moving away from selling products and is now building brands, innovation.  Reputation and customer service is becoming more valuable, emotional economy, a household name, mass customisation.  A distinguishing and unique function, customer intimacy wanting control of the customer’s mind and the mix of marketing and customer satisfaction.  The need to understand and appeal to customers.  There more successful you are the harder it is to change your business.

Thought patterns from a life in organisations derived from the industrial age are fast running out of steam, proving unsustainable, creating a world not worth living in and things are shifting. The philosophical shift from an old story that the world existed as mere resources to serve human progress, to learning from nature with sustainable solutions, mimicking nature’s designs and processes.  This is representing a fundamentally rethinking of the basis of products and services around the principles of sustainability that are more efficient and effective.  The world wastes nothing, improving resource productivity with energy efficiency which are environmentally responsible.

Implicating company uniforms and grooming policies to improve corporate identity so as to present a professional image, improve corporate morale and to involve staff in the decision-making process about what it will be, giving staff ownership and addressing issues such as who is paying for it, will they be the same, are there any safety issues and who will wear it.  Consulting staff, involved them in every step leads to committed employees being proud and professional as part of their work ethic .

Efficient processes can start to dominate the workforce and limit the development and use of new ideas leading to rigidity and inflexibility. The play between process efficiency and brand strength and knowledge.  There is no escaping the fact that most work is routine, efficient repetition, revenue creation, repeated financial discipline and repeated innovation. New forms of knowledge are not known and cannot be controlled.

Industry and economic environments change, have a clear vision or purpose for the future giving an understanding for the need for change, seeing it as a human community.  Management demonstrating the companies behaviour such as respect for people and working together.  Communicate strategies for direction and leadership gaining respect and trust, creating an environment for open and honest communication.  Diversity and conflict to improve operational performance, that has leadership and coaching so it can be managed and integrated, relationship building.  Create new paradigms, value the differences between behaviour with a common purpose and a value-based structure.  If you are going to get on then you need to know what is important. Know what resources are needed and avoid conflicting stories.  As frustration grows so does disruptive behaviour and reduced morale.  Waiting is sometimes a better strategy than action. Need to know what you are doing and why, and what is expected.  Make the tough decisions, communicate the reasons, enact change, monitor and amend where necessary.  The manages need to be in a position to support the consequences, lead not only act to ensure the co-opeartion and support of staff.  Collaborative processes increase levels of involvement and ownership, build teams, increase confidence resulting in accepting more responsibility and accountability. Manage from the bottom-up and top-down, leadership from the top-down.

The flow of processes in a business, from the identification of customer needs to the satisfaction of those needs, the information network between people. Knowledge management techniques, making tiger best-practice informally developed in one part of a company more widely available insuring against the loss of critical knowledge through staff turnover. The confusion between information, organised data and knowledge which requires a knower, with the acquisition of knowledge being dependent on culture and motivation. Management culture can prevent the upward flow of worker feedback.  Empowering workers without being prepared for responsibility, they are uncomfortable with the new role and their managers eventually take ack the authority, making the process a failure.  The real failure lies in not making the organisational change required to implement it.  Over-controlled companies choke workers, whereas under-controlled companies break into small groups pulling in different directions. The true value of people with their social networks and knowledge.  People not technology drive innovation, based on flexible, productive and focused workplace relationships. Leadership must come from the top.  Innovative businesses create an environment unleashing the talent of their employees integrating seamlessly into the organisational culture.

Knowledge about the commercial efficacy of technical change will be necessary to develope an acute knowledge of the process of turning innovation into commercial reality.  To develop an acute knowledge of the process of turning innovation into commercial reality and a knowledge of how systems operate including the process of converting development into products.  An understanding of how change affects the whole system. The ability to know why type of solutions is appropriate, when to use withe slow-teck or high-tech solutions with an understanding of ethics and public perceptions in a global economy.

Artists push boundaries because they can, but change for change’s sake is not good business practice.  Creativity and innovation in a business environment are about finding new ways of performing tasks or discovering new product to create revenue.

Economy is more graphically spread and more connected with a changing relationship between the economy of speed and the economy of scale producing shorter life cycles.  Having a knowledge of people, understanding people and being observant together with being assertive. With this knowing how to be efficient in action and thought while knowing what it is you do not know.

If you give people involvement and empower them, if you give them some sort of control over their work, they will be more satisfied and committed. As a result of that, organisations will perform better. People who report high levels of control also report high levels of satisfaction, commitment and more positive views of management. More control over our lives, giving a greater sense of balance between working and social lives.

Are our minds in combat with the unexpected creating negative connotations, life is an adventure with challenges providing our minds with new experiences.  The unexpected always happens, we do not always know the outcome and plan the best we can.  Believe in yourself and trust in others to deal with the unexpected and the courage to make decisions when the outcome is unknown, are critical.

Is the emerging world order socially beneficial with a business sector having a role in an equitable society.  Corporate socially responsible activities are not only for a  commercial advantage also for sustainability and social health and being environmentally and socially accountable.  Corporate social responsibility being involved in resolving social issues and developing a relationship between business and the society that they depend on.

HUMANITY  in  BUSINESS Creating a Leadership, Revolution that Supports, Authentic Leaders to Create, An Engaged and Purposeful Business

Culturally diverse teams may need time and support to overcome misunderstandings caused by different styles of communication.  Successfully managed diverse teams can bring economic benefits, where tasks are complex and open-ended a range of different solutions to problems maybe required.

Companies sustainability strategies relates to energy use, water consumption, pollution control, workplace health and safety, ethics and anti-corporate activism.  Leadership decisions need to take into account the whole context of power and politics, management takes place in context, not only legalism and economic rationalism, also including ethnicity with racial and religious diversity.  In the end it comes back to the performance of the business, thus leaving things the way they are. Where is the accountability in the drive for maximum efficiency, typically measured according to financial metrics such as return on capital employed, or return on equity and considered separate from political debates. The perpetual demand to improve productivity and competitiveness.

Possible realities of the new workplace where people maybe responsible for their own future, blurring divisions between labor and capital, clear divisions between bosses and workers or workers owning the means of production, shareholder activism, socially engineering management by mandating quotas.  Is it an obstacle to be overcome or an  opportunity to be exploited?  The benefits of diversity for business performance and an understanding of the overall context.  Politics is not external, it can be integral to proper understanding of the commercial and cultural environment, informed decisions. Political influence on the workplace will be changing continually and can be misplaced.

Communal and co-opeartive environments where the work and rewards are shared and the ethos of communal giving has been retained as opposed to societies that are self-interested members functioning as islands of individuals.  The sharing and equality of purpose, the giving of oneself with its motivation not being self-salvation by acknowledging the importance of causes and being part of the economic, socio-cultural and political context of the society that it serves.

Are companies rewarding people with promotion because of their technical skills rather than their ability to manage people, are they good people managers?  Isolation is one of the biggest cripplers of people working on their own. Sometimes people need someone to challenge them, help them work through the obstacles they perceive as being in their way, to believe in them more than they believe in themselves, listen only to them, has their best interests at heart and ensures they remain accountable to their goals. People who have a deep understanding of people and behavioural change, expertise in adult learning, understanding boundaries, presents well, emanates credibility and quickly able to create a rapport.  An ability to be confident and clear about values and ethics, discretion, sensitivity to competing interests and a good understanding of business with the capacity to think strategically or tune into the day to day business.  Marketability of skills, where they need to develop and career navigation processes. Leadership skills for more effective leadership, stronger direction and communication in doing they job more effectively while being better able to lead and coach their staff.  Know the difference between coaching and counselling, identify and address skill gaps, provide guidance and encouragement needed to improve performance as a coach instead of as the boss, to build trust and respect and increased people’s productivity, commitment and initiative. Build leadership skills to be the coach of a team, to have strong basic human relations, communication and people skills, good organisers and be seen as role models by their peers. The need for extensive experience in their area of expertise, be able to establish a strong rapport, have strong ethics, understand confidentiality and is also a less structured means of learning.  Create an environment in which learning is valued and encouraged by recognising workplace activities and events a s potential sources of learnt, encouraging staff to reflect on both positive and negative job experiences and identify learning goals that can be achieved through everyday activities.

Monitor trading partners, get to know and understand them, understand some of the signs of financial distress, insolvency, mergers and corporate collapses.  Consider dishonoured cheques, broken promises, lame excuses, false assurances, frequently straying outside the trading terms to which both parties have agreed, request to pay in instalments, adverse credit check. Does the board have a good spread of skills, go about its business with an acceptable degree of formality, emphasise prestigious projects rather than profitable ones, are priorities dictated by sectional interests or do they reflect what is good for the business as a whole, are finances mingled to sup0port what is not producing income, confusion about turnover, profit and cashflow, rely too much on historical relationships, remuneration for top executives excessive, obsessive commitment for growth with little regard fro profitability and core competencies, emergence of new competitors, changing market, increased exposure to environmental and other government regulation, excessive reliance on one or two suppliers or customers, failure to distinguish in accounts between profit contributions by different operations divisions. Terms of trade may include a ‘retention of title’ clause, unpaid stock can be returned or payed for.

The goal of managing reward systems is to achieve maximum results with the remuneration resources available. There is the blurring of blue and white-collar workers and moving towards multi-skilling and teamwork with an emphasis on creative thinking, productivity, loyalty, responsibility and problem solving making it more difficult to assign a given rate. Needing to consider the quality and amount of work done, employee’s age, length of service, risk-taking to attract and retain the best people. For the employee reward can include job satisfaction, satisfactory working conditions, development opportunities, flexible hours and a sense of community. A motivated person generally takes initiatives in ensuring timely completion while discovering better way of doing things, self-disciplined and the ability to do a task regardless of advantageous or adverse circumstances, including overcoming lethargy, tiredness, illness and disappointment. Take into account the organisation’s strategy, profitability, conditions of the labor market, government regulations and broader economic trends. Rewards can include salaries, commissions, health care, staff discounts, performance bonuses, vehicle allowances, insurance plans, pensions plans, share options, educations grants, paid holidays, housing and air travel. Rewards taking into account small improvements and combined improved performance of many individuals having a far greater effect on results than jus the efforts of the exceptional few. Involvement breeds loyalty.

Globalisation, multinational companies with an interest on local preferences.  Establish a workable global structure considering the integration of all functions, hire globally considering a manager with an aptitude for innovation, willingness to take risks, ability to communicate ideas and turn them into action, over come complexities such as local bureaucracies, command of several languages and knowledge of several cultures.  The need to consider schooling of children, employment opportunities for spouses, effects of cultural differences and language barriers and to love cultural differences, training for cross-cultural competency, avoid parochialism and market arrogance.  Wage slave, contractor, consultant or part-time less on ‘owned’ employees and more on building diverse talented networks, creating a virtual workforce.  Managing remote workers, regular and open communication, isolation, the company culture and the pace of this virtual work environment requiring ambitious, flexible, ethical and self-motivated people that do not need to be micro-managed.  There may be may many internal organisations or groups, such as technology, finance, operations and business groups and each with a stake.  Project manager, leader or manager or are they the same and will cultural and communication differences between companies further complicate things.  There has not been successful wealth distribution, globalisation is based on materialism, market materialism, it is not apolitical an does not have an implied value system.

The 48 Laws of Power  is the first book by American author Robert Greene.

Power Rules Versus Laws of Power Robert Greene’s “The 48 Laws of Power” (Viking Press, 1998) also draws on Machiavelli’s ruthlessness.  Greene’s book includes, for instance, laws that teach you how to manipulate people (“Law 12: Use Selective Honesty and Generosity to Disarm your Victim”) and how to be merciless (“Law 15: Crush Your Enemy Totally”).  By mastering the laws however, one can use them for good.  For instance, one can learn to avoid manipulation (“Law 12”) and to be merciful (“Law 15”).

When making acquisitions be clear about strategic intent; assess the top management team; determine the approach to integration; involve the right tea; create an integration plan around where the benefits will be realised; resolve cultural issues; and develop a communications plan.

An understanding of how change and risk occur, essential planning and organising, the use of caution and boldness and the taming of excess and over-capacity required hard decisions.

If an employee has a problem the company has a problem.  Management by objectives, have a set of measurable objective, do not record the hours just how well the objectives are met.  Corporate objectives involve the whole company in the process, share the draft major objectives, review and feedback. Team-based companies, mutually dependent, individual and team incentives, fair and consistent, clear and agreed objectives, goal setting, track adjustments, both a good job and ability to resolve perceived environmental problems, less discussion, people taking ownership of tasks, minimal reviews, open discourse without flattening people, identifying obstacles or root causes and working to resolve them with action items and follow through.

Managing Conflict – Thomas Kilmann Conflict Mode Instrument

Kenneth Thomas and Ralph Kilmann based their conflict style inventory on the managerial grid developed by Blake and Mouton. They arranged five conflict resolution approaches on scales of two individual characteristics: assertiveness and cooperativeness.

These two basic dimensions of behavior define five different modes for responding to conflict situations:

  1. Competing is assertive and uncooperative—an individual pursues his own concerns at the other person’s expense. This is a power-oriented mode in which you use whatever power seems appropriate to win your own position—your ability to argue, your rank, or economic sanctions. Competing means “standing up for your rights,” defending a position which you believe is correct, or simply trying to win.
  2. Accommodating is unassertive and cooperative—the complete opposite of competing. When accommodating, the individual neglects his own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode. Accommodating might take the form of selfless generosity or charity, obeying another person’s order when you would prefer not to, or yielding to another’s point of view.
  3. Avoiding is unassertive and uncooperative—the person neither pursues his own concerns nor those of the other individual. Thus he does not deal with the conflict. Avoiding might take the form of diplomatically sidestepping an issue, postponing an issue until a better time, or simply withdrawing from a threatening situation.
  4. Collaborating is both assertive and cooperative—the complete opposite of avoiding. Collaborating involves an attempt to work with others to find some solution that fully satisfies their concerns. It means digging into an issue to pinpoint the underlying needs and wants of the two individuals. Collaborating between two persons might take the form of exploring a disagreement to learn from each other’s insights or trying to find a creative solution to an interpersonal problem.
  5. Compromising is moderate in both assertiveness and cooperativeness. The objective is to find some expedient, mutually acceptable solution that partially satisfies both parties. It falls intermediate between competing and accommodating. Compromising gives up more than competing but less than accommodating. Likewise, it addresses an issue more directly than avoiding, but does not explore it in as much depth as collaborating. In some situations, compromising might mean splitting the difference between the two positions, exchanging concessions, or seeking a quick middle-ground solution.

Seven areas of business performance that contribute to competitive advantage are time management systems, quality and service delivery, information exchange, strategy and vision, process orientation and flow, employee management including incentive programs, overview and control.  An important aspect of planning is the support and education of employees.  The ability of an organisation to adapt to change is influenced by the success of quality improvement techniques, the influences on the organisation and the commitment by management and staff while taking into consideration the intensity among the different variables, employee motivation, top management involvement, level of complexity among the different variables, commitment of top managers to the process of change and the level of resistance to change.

What Kind of Follower Are You?

Meetings

  • what constitutes an appropriate way of opening and closing a meeting
  • will the senior person act as chair or is this determined in another way
  • is there an agenda and will it be followed in the order set down
  • is punctuality important
  • are decisions to be made or is it for an airing of views
  • how are turns to speak organised
  • what is it suitable and allowable to say
  •  what constitutes a persuasive argument in this setting
  • differences in intonation

Paradigms of Management

  • organisational learning v organisational discipline
  • virtuous circles v vicious circles
  • flexible organisations v inflexible organisations
  • management leaders v management administrators
  • open communication v distorted communication
  • markets v hierarchies
  • product development driven by core competencies v product development driven by strategic business units
  • strategic learning capacities are widespread v strategic learning occurs at the apex of the organisation
  • assumption that most employees are trustworthy v assumption that most employees are untrustworthy
  • most employees are empowered v most employees are disempowered
  • local knowledge of all employees is critical to success and creativity creates its own prerogative v local knowledge of all employees must be disciplined by managerial prerogative

Underperformance:  if performed satisfactorily in the past there may be some personal difficulty, never performed to expectations then consider training or is it the employment screening process, did not understand what was expected, have managers superimpose their own requirements and expectations that have not been explained adequately.  Has it been made clear what is expected? Have the resources and time to achieve expectations been provided? Were reasonable expectations set? Has management conduct been misleading? Have conflicting messages been given to create confusion?

Some Do’s to consider:

  • be patient
  • be humble
  • be accountable
  • be strong
  • be specific
  • be totally open
  • use ‘I’ statements

Some Do not’s to consider:

  • push too hard
  • come across as a know-it-all
  • be judgemental
  • take the bait if provoked
  • be mysterious
  • hide anything
  • use people as bad examples

Conducting the Negotiation

  • set the climate
  • determine structure
  • use non-defensive communication
  • use silence
  • listen
  • watch the non-verbals
  • check assumptions
  • close the transaction
  • get it in writing

Managing Diversity

  • Organisational vision with clear statements of intent, motivations, integration into culture/organisation
  • Auditing and assessment of needs with the examination of organisational systems and procedures, monitoring workforce composition
  • Top management support that is active, visible and has allocated resources
  • Planning and objectives that are relevant to the business with a coherent programme of action relating to diversity initiative implementation
  • Clear communication with an awareness of policy, issues, openness, availability of information and training
  • Clear accountability of individuals, organisational systems and procedures
  • Coordination of activity with a clarity of roles, responsibilities within and between departments
  • Evaluation that can judge the success of the diversity program

Benefits of Effective Management of Culturally Diverse Staff

  • Business strategy has greater productivity and a competitive edge
  • Access to talent making it easier to recruit, promote and reduce costs associated with turnover and absenteeism
  • Flexibility is enhanced
  • Teams promote creativity, innovation, improved problem-solving and better decision-making
  • Clients have improved services, increased sales to members of minority cultural groups and better public image
  • Quality is improved
  • Work relations with improving moral, job satisfaction and working environments

East versus West Expectations – different expectations

  • based on values of independence and non-imposition v based on values of in-group interdependence, mutual advantage, favours and obligations, assistance and protection
  • limited and defined by law and contract v not bound by law or contract, fluid and responsive
  • time and attention regulated v time and attention not calculated
  • a line between self and others v a circle drawn around we

Spend time building relationships rather than the ‘down to business’ attitude. Long lasting bonds that incur obligations and responsibilities that are entered into with due care.  Maintaining face, race to the contract or relationship that are responsive to situations. Meeting obligations. Values are reflected in a behavioural choice and moral qualities associated with that behaviour and avoiding an ethnocentric position which defines one’s own values as superior.  Good moral character, consideration for others, interpersonal sensitivity, empathy, social acceptance, dignity and consideration as opposed to mendacity, irresponsibility and low family values.

Points to Consider

  • stating opinions directly before sounding out others’ potential reactiosn
  • being too task-centred
  • agenda-driven meetings
  • schedules and timetables
  • over-riding cues and hints meant to indicate negative reactions
  • not giving enough time to building relationships
  • not seeking consensus especially before major meetings
  • interrupting and not pausing after someone’s turn
  • using overly-animated facial expressions and gestures

LEADERSHIP 

Leadership is not easily defined.  Is it politics?  Is it an art?  Are there specific tools?  Is it in the eye of the beholder, perceptions?  What do we want from leaders?  Do they need to excel in a rapidly changing and complex society?  Is it more or less involvement?  Can it be learnt in a book or practical life skills and experiences or both? Is it lessons learnt?

Absorb surrounding, analyse actions and apply innovations.  They need to be able to operate across all elements, not just financial management, also aspects to do with customers, business processes, innovation and people management.  Leaders need to be role models for good communication as well as being honest and frank with staff rather than playing games, having hidden agendas or getting-around-the-bush and playing the organisational politics and also have high standards of personal and professional ethics.

Learning to manage people is the skill that is most difficult, the need to understand why it is necessary and why it is good, much more questioning and challenging. The need to take a positive approach to problems in the good times as well as the tough times and being a good team player with the need to follow up to see how successful the decisions are. Respond effectively to challenges is far easier when equipped with a clear sense of what is being achieved overall while maintaining a confidence in abilities.  Breaking down pre-conceived ideas takes time, patience and a lot of tact and diplomacy.  Meet as many people as possible, know who to approach or call, be approachable, help each other with issues and challenges, assist with ideas on how to approach various situations while assisting individual team members to achieve their personal goals.  Think about you act and handle situations taking a team of people that understand when chaining strategies, trust the decisions and can be trusted and are there for each other.  Pushing forward when being stalled or under pressure, eliminate red tape so people can contribute and add value, get trusted advice, honesty and make final decisions without being influenced by emotions and personal agendas. There is always more than one solution, do not get too close, stay objective, it is about learning from mistakes, earning respect and there is no one formula.

10 Tips to Becoming a Good Leader

  • always remember leadership is a service
  • actions speak louder than words
  • leadership is a responsibility
  • listen to others’ needs and concerns
  • be approachable
  • have confidence in yourself and others
  • be committed to the cause
  • lead by example
  • encourage, inspire and motivate others
  • display integrity and humility

Self-Leadership is where you learn through theory, by doing and by sharing or blending learning.  Set up an action plan for continuous improvement, identify where you stand, you competencies, core values, challenges, ambitions and how you can evolve. Use coaching to get to know and understand yourself better, harness you skills that correspond to your values and strengths while facilitating significant personal development.

25 Ways to Stop feeling Overworked and Overwhelmed –  Leadership Nouveau

  • begin each day by doing your most difficult task first, set a timer for 30 min to begin with.
  • be proactive and get organised, clear at the end of the day and list 3 most important things for tomorrow
  • manage you energy, give off positive energy and focus on building and growing something new
  • take one day at a time, yesterday and tomorrow and life gets overwhelmingly complicated
  • tame perfectionism, let go it is an illusions
  • get over feeling like everything is so important, go with your own flow
  • remind yourself that you are good enough, keep a success journal, success in your mind
  • be mindful while you work, distractions to float out of your awareness like a passing cloud, productive not busy
  • shift your perspective, mix things up, change your view
  • breathe, to connect with your centre and present moment
  • make time for quiet, maybe do something differently or change instead of distraction and busyness
  • make a thought list, write down thoughts, need to do, want to do, ideas, distracting thoughts and go back later
  • share a load, delegate and allow others to feel needed
  • see suffering as a choice, overwhelming is an addiction and an illusion, an irrational way of living
  • flip your self-tank from negative to positive, manage self-talk and feelings will change
  • be grateful for what you have now, wanting is the future
  • do not judge yourself, own your strengths
  • let go of the need to feel important, it is a trap
  • make self-care a priority, tell the world you are one-of-a-kind
  • commit to a healthy lifestyle, exercise, choose real food, sleep, eat regularly
  • do what brings you joy, stop the overwork and overwhelm
  • make Sunday a fun-day, refill the bucket
  • be generous, give to those who cannot pay you back someone who can never repay you
  • make time to connect with others face to face, with people that matter
  • spend more time with the right people, also embrace and embody who you want to be, unconditionally
  • afterthoughts, identify what is important to you, eliminate as much as you possibly can of everything else

PERSONALITIES – our self image is reflected in our communication with others showing how we see and value ourselves.  The need to build productive relationships, develop self-awareness, understanding and a flexible attitude to the needs and desires of others.

Introverts and Extroverts

Task Focus and People Focus

DISC is a behavior assessment tool based on the DISC theory of psychologist William Moulton Marston.  There are also DISC personality tests.

Is fun the most important thing.

  • Is this person fun to be with, a person like me, do they help me get or be what I want, do they make me feel good about myself, are they trustworthy?
  • Is this person doom and gloom, bitch and moan and groan and unity, too keen, a user.0.
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Find Out What Type of Person You Are: http://writical.com/find-type-person/

FIND OUT WHAT TYPE OF PERSON YOU ARE  have some fun with this link 

EFFECTIVE COMMUNICATION  and STLYES

Distinguishing between effect and intention can be particularly useful before proposing a solution to the problem caused bhttp://writical.com/find-type-person/y these mismatches. Learning about different turn-taking expectations fired the basis for acquiring a crucial skill in intercultural communications. Consider avoiding alienating others by defending,m justifying,m softening and apologising. Being cooperative in a team involves restraint, seeking harmony and considering issues of face for all participants.  It can be difficult to change our style and possible to over-evaluate our efforts.  The aim is for smooth working in diverse teams, allowing for any misunderstandings caused by different assumptions to be cleared up as they occur, listening and feedback can help link contributions while developing a deeper exploration of an issue and each speaker’s contribution is acknowledged with points less likely to be lost, overlooked or attributed wrongly.

  • do you need to speak
  • who will speak
  • how long will the person speak for
  • will opening be done in a special way
  • is overlapping speaking ok
  • how do you signal that you are about to finish speaking
  • how do you signal that you would like to come in and speak
  • how do you give a turn to the person you want to speak next
  • if someone attempts to take your turn away before you have finished what should you do
  • what is the best way of structuring the final turn which will close the conversation or event

Responsible Thinking Process (RTP), resolving conflict is an important life skill and negotiating is about ‘WIN – WIN’,  using five steps in negotiation a solution, working out a fair way to solve the problem.  Working to change the culture of ‘control’ and ‘make them do as they were told’ by threat of punishment and being able to avoid unpleasant ‘counter-controlling’ behaviour.  It is consistently using a sequence of questions being asked appropriately and in a non-judgemental, not in a shaming or confrontational manner, having people do the thinking and stops people doing the telling and resorting to ‘lecture’ or ‘control’ mode.  Mistakes can happen by all involved and acknowledging this and having people develop a verbal plan to negotiate and feel they are being listened to is important.  What we accomplish by threats must be maintained by force. What we accomplish by respect and fairness is self propelling, therefore real power consists in creating a situation where it need not be exercised.  Discussions about rules need to be simple, direct, positive and not personal which gives everyone a fair share and not violating the rights of others.  There is a need to be consistent, not play favourites, language is critical and it is not personal. Think about how unmet needs contribute to disruption with ‘you against me’ power struggles being avoided, injustice, questions are used to control, out on a limb and thinking about what could have been done differently.  It is ok to be angry sometimes, the important thing is the the do not hurt other people with our anger and it is important to fix up our mistakes.  People learn to deal with conflict from the way they see it handled, if dealt with by threatening, shouting, anger and punishment then that is what is going to happen rather than verbalising and talking through the issue creating a culture of empowering people to make choices, leading to self discipline and an atmosphere of calm.  Encouraging people to do the thinking and make good decisions.  Punishment and rewards do not teach people to think, they are only a method of control. … This process was developed by Edward E. Ford and is called the Responsible Thinking Process

  • Admit any mistakes or wrongdoing
  • Acknowledge the other person’s feelings
  • Explain your view of the problem
  • Listen to the other person’s point of view
  • Agree on a solution or plan

The ability to develop relationships with others involves building rapport which includes trust by feeling confident about the intentions and behaviour of others and accepting them without judgements, empathy by being able to experience the feelings of other people and showing you care about their experiences and feelings which is different from sympathy, acceptance without judging or controlling and appropriate honesty which helps others predict behaviour.

screen-shot-2017-02-05-at-11-57-04-pmCommunication Effectiveness Profile Dr Jon Warner

  • Empathising
  • Receiving
  • Clarifying
  • Understanding
  • Reading non-verbal clues
  • Feedback giving and receiving
  • Transmitting your message

Assertive Communication (#2 in a series)

We learn to communicate by trial and error, by observing and developing communication habits that may not give us the ability to relate to people well.  When we develop communication skills it allows us to build relationships and relate confidently with others in a mutually satisfying and helpful way.  Perception can be a barrier to effective communication when we interpret and evaluate the information differently sometimes resulting in conflicting views and misunderstandings.  Our perceptions are learned from our experiences and beliefs through influences, expectations, emotions, language, attitude, values, attention, perspective, physical condition, thoughtlessness, carelessness and/or habit.  We have selective perception that allows us to take in information that has meaning or value for us.

When cultural backgrounds are different, unmet expectations about what is appropriate can cause negative judgments.  Our behaviour can be determined by expectations with environmental, competency and emotional berries affecting understanding to successful communication.  This can include lack of information or knowledge, inadequate explanations of priorities, not listening, preconceived ideas, not understanding other’s’ needs, jumping to conclusions, lack of time, personal mood, frustrations, failing to ask questions and failing to explore alternatives often affecting goodwill, business, productivity, confidence, moral, absenteeism and loss team moral.

Low context communication style of individualist societies where the information is conveyed in words, in a direct fashion.  Information is organised in a direct and linear way, keep on track in an orderly sequence.

High context communication in societies with a more collectivist dimension include the context of the conversation, surrounding non-verbal cues and nuances of meaning that can be more important than the actual works spoken.  Progression grows out of a gradual accumulation of details, seeing a topic from a number of angles or seen in many different ways, providing all the background information first.

Another style can be where only information which is directly related to the subject is included, to provide colour, interest and subtlety with good listening involves making connections. The use of analogies, satires and metaphor to be persuasive and dramatic.

There are also rules and cues for taking turns to speak, how long to have a turn, when and how to close their turn and pass on the chance to speak.  Listening is importation with the need to show their attention and decide if, when and how to come in.  In some cultures overlaps and interruptions are common, speakers collaborate with each other, expanding and supporting previous points with two or more people speaking simultaneously.  While others have different rules such as allowing people to speak without interruption, taking account of the speakers position and pauses indicating respectful listening ensuring a turn is completed.  Signals can be misread such as passive, uncooperative or feeling invisible.

Communication techniques with others include:

Listening and Checking Back

  • maintain eye contact
  • value others’ conmments
  • do not interrupt
  • check back for clarification
  • restate to confirm
  • aware of others’ non-verbal cues
  • avoid jumping to conclusions
  • show interest non-verbally
  • do not interject my own issues
  • encourage further discussion

Expressing

  • use clear, simple vocabulary
  • reinforce message non-verbally
  • speak distinctly and firmly
  • avoid information overload
  • time comments appropriately
  •  use I-messages
  •  check receptivity with door openers
  • repeat for clarification
  • check of understanding
  • maintain eye contact

A communication triangle of Manipulation by Martyrdom, Manipulation by Aggression and Problem-Solving.  Deferrers like to be liked, askers like to be the boss and problem-solvers look for ways of honestly meeting their own and others needs at the same time while accepting responsibility for their own feelings and actions, not blaming others or making unilateral decisions affecting others.  Faced with an interpersonal problem, they try to find out other people’s needs, state their own as specifically as they can and look for a mutually satisfactory outcome.

Relationships affect us when meeting our needs, performing in our personal and professional lives, collaborating with others and developing skills and knowledge. They are vital to our future progress, access to opportunities and the ability to develop satisfying connections.  Need to learn to deal with different types of people, they are a necessity and key to our identity, productivity, career success, meaning in and quality of life, physiological health, coping with stress, self-actualisation and humanity.  They are important for our self-esteem, our health and add meaning to our lives.  Building relationships the other person feels that they will benefit from knowing you.

Harmony may be maintained by the avoidance of communication that has the potential to cause unpleasantness and loss of face, a reluctance to give personal opinions or disagree with others with indirect or blurred conversation and conflict is ignored or dealt with in a round-about way.  Maintaining harmony by avoiding being the bearer of bad news.  Other cultural styles where heated, expressing strong views, forceful opinions showing emotions where direct criticism and personal remarks are acceptable or where criticism can be acceptable when it is impersonal and fair.  Some people may resent requests of instructions the two not at least pay lip service to the other person’s right to refuse.

Body language may be as much as 75% of meaning, with gestures that can have cultural meaning such as facial expressions, head and arm movements showing involvement with anything exceeding the accepted norm being viewed as emotional or overdramatic.  Not looking directly at someone is a sign of respect in some cultures, suggesting anger or seen as a challenge while other cultures are taught to look directly or it can be interpreted as a sign of having something to hide.  Prolonged, unwavering eye contact could signify interest or interpreted as staring, aggressive or insensitive.  There is the physical communication such as the distance, orientation, posture and physical contact.  Facial expressions, gestures and eye contact are also forms of non-verbal communication and environmental such as furniture, paralanguage such as tone and quality of voice and silence which can be a positive or negative influence.

Sensory acuity describes the ability to pick up small changes in such things as tone of voice, tempo, inflection, posture, gesture or facial expression.  People who develop this attribute become sensitive to their impact on others and are less likely to distort information in order to preserve their initial judgment about the meaning of a message.  The need to be flexible when communicating, avoiding judgemental attitudes, seeing the other’s point of view and modifying your behaviour and communication to suite the person and situation.  Show interest in the other person by listening, use their name, use a friendly tone of voice, be aware of body language, facial expressions and other non-verbal gestures.

Provide an appropriate amount of information when developing professional and personal relationships, leaving the other person comfortable in building a relationship with you.  Be open about letting people know who you are as a person, being interested in their ideas and feelings, wanting to know who they are as individuals, accepting yourself, take the risk of trusting the other person to accept you, accept the other person, trustworthy in interactions, need to be relevant to the relationship and appropriate to the situation.

Language needs to be clear, direct, non-judgemental and appropriate.  Say what you mean and be aware of ambiguities, rambling and vague comments.  This could include explaining what you are saying, why you are saying it, asking the listeners opinion, re-stating in a different way, formal or informal, appropriate language and no offensive language that might be interpreted as biased.  Avoid sarcasm, labelling others, using absolutes to describe others and issuing orders or making demands on others.  Use feedback as a way of knowing if communication has been understood, how your behaviour affects others and is perceived by others and giving feedback that is focused, helpful and non-threatening which can be as simple as nodding your head.  Focus on behaviour and not personality, actions that can be changed, use descriptions rather than judgements, refer to a specific situation rather than general behaviour, focus on here and now, share perceptions and feelings rather than giving advice, if people are not interested in feedback then do not give it, it is to serve the needs of the receiver, do not overload and do not give feedback lightly, be responsible for what you say and to clarify as much as the receiver wants.

Meeting styles, conversation patterns, can be animated and involving with interruptions and talking over each other which could mean everyone is highly-involved and may be acceptable.  Some people can find this high-energy, high-involvement approach difficult to join.  In contrast where a single speaker takes a discrete and uninterrupted turn, while others cooperate by listening attentively, with some people finding this excluding. Both wish to cooperate with one having speakers share the floor, completing and assisting with each other’s turns with a dynamic rhythm of overlaps and simultaneous speech, speaking together in a collaborative or cooperative way.  What are the problems when the two styles collide?  Attitudes towards turn-taking, packing, pausing and simultaneous speech are relative not absolute and may help in unravelling misunderstandings and misjudgments.  Style differences, rather than an intention to dominate, can sometimes be the cause of the problem. It is not necessarily so that people from other cultural backgrounds do things the same way.

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The Pyramid of Communication McQuail http://mengxianjun.org/2016/11/24/tikzex/

You may feel uncomfortable about asserting your rights, expressing your needs and identifying the things you need.  Aggressive (I want what I want and your needs do not count), passive (my meeds do not count and I do not want to upset others) or assertive (I want to find a way where we both can win) to enable you to express your thoughts, feelings and needs in direct, honest and appropriate ways which do not violate another person’s rights. Need to show respect for yourself and others and recognise mutual needs and obligations.  Accept each person as they are, can never change another person, people communicate differently based on their values, background and environment, accept responsibility for myself and not others, responsible for my side of the relationship, other people may choose to be assertive, non-assertive or aggressive, I have a choice and be sensitive to the feelings of others.  Low self esteem, fear of conflict and fear of responding prevents us from asserting ourselves.

LISTENING and QUESTIONING SKILLS

To help make informed decisions, develop skills, knowledge and capabilities and satisfying relationships with others.  Using responsive comments can demonstrate that you are listening, showing empathy or support of their situation or feelings and may also present the other person from feeling as if they are in an inquisition.

Here are the five levels of listening: By Don Crawley, CSP  |

  1. Ignoring
    The lowest level of listening is called ignoring – not listening at all. If you are distracted by anything while talking to a user, they can get the impression that you are ignoring them. For example, while the user is speaking, you start a conversation or interject a comment with another IT support tech. You are ignoring your user.
  2. Pretend Listening
    Pretend listening is most easily explained in the face-to-face conversation. You’re talking to the other person and they have that “backpacking in Brazil” look in their eyes. On the phone it happens when you say things like “I see” and “OK,” etc. while working on an unrelated email or playing a computer game. People can tell you’re distracted.
  3. Selective Listening
    During selective listening we pay attention to the speaker as long as they are talking about things we like or agree with. If they move on to other things we slip down to pretend listening or ignore them altogether.
  4. Attentive Listening
    Attentive listening occurs when we carefully listen to the other person, but while they are speaking we are deciding whether we agree or disagree, determining whether they are right or wrong. Instead of paying close attention to the other person, we’re formulating our response to what he or she is saying. At all four of these levels it should be evident that we are listening to our own perspective, and in most cases with the intent to respond from our experience.
  5. The fifth level of listening is Empathic Listening Empathic listening, also known as empathetic listening is the top level of listening. To be successful in providing IT support to end users, you must teach yourself to treat every call as though this is the first time you’ve ever heard this problem, even though you may have heard it many times before. Discipline yourself to see it through the eyes of the user. This is called empathic listening. Empathic listening is the highest level of listening, and the hardest to accomplish.
  • identify your purpose in listening
  • focus on the person who is speaking
  • communicate your desire to listen
  • show your attention by eye contact, facial expression, posture and gestures
  • what until the speaker has finished before evaluating the message and responding
  • check you understanding and interpretation by paraphrasing sometimes including both feelings and content maybe when there is conflicting information, a major point needs to be reinforcing, underlying emotions that needs to be dealt with
  • try to see things from the other person’s point of view, practise empathy

Consider using

  • it seems as if
  • it sounds as if
  • are you saying/feelign that
  • in other words
  • so you think that
  • am I right in saying
  • let me check that I have understood what you have said
  • you feel annoyed that, feeling excited, happy

Questions can be used to obtain more information, have you understood or to summarise and need to involve the other person, find out what is important to them and establish a relationship between what they want and what you want to achieve.

  • Open questions are used to encourage the other person to expand and usually begin with what, why or how.
  • Close questions can be answered with a yes or no answer and can be used to check facts or obtain straight forward details.
  • Reflective questions can clarify understanding and explore more
  • Expanding questions encouraging the other person to give more details
  • Leading questions when requiring a desired answer
  • Hypothetical to gauge how someone might act or what they think about something or a situation
  • Probing questions to clarify something, dig deeper and find out more details.
  • Clarifying questions can be used to check for understanding
  • Paraphrasing to check an understanding of what has been said
  • Challenging questions to test comments or a persons position on an issue
  • Commitment questions to confirm actions or intentions.
  • Sweeping questions to wrap up questioning or to check all the information that is needed has been obtained

You need to identify your purpose, concentrate on the other person, show interest, evaluate after they have stopped speaking, interpret by paraphrasing or reflection and see it from the other person’s point of view.

EMOTIONAL  INTELLIGENCE

EQ is the ability to build people up, bring them together and motivate them to do their best.  Generally it is how well you read other people, how intuitive you are, how you adapt to social challenges and how well you control or regulate emotions in a healthy way.  EQ may be a better way to consider how well you deal with people, conflict and emotions and adapt to challenges.

CULTURAL DIVERSITY  and  EXPERIENCE of DIFFERENCE  multicultural and multinational workplaces

The way people interact in closely linked to cultural identity and related assumptions.  The effectiveness relates to the ability to achieve goals in an exchange and appropriateness refers to the ability to do wha tis regarded as proper and suitable in a give situation. Skills are defined as repeatable, goal-oriented actions or action sequences and not everyone is able to translate this into an effective performance.

English is not a culture-free language with not all words having an exact equivalent in other languages. There is the need to develop greater tolerance and skills. The successful intercultural communications is directly dependent on people’s willingness and ability to collaborate and negotiate mutually acceptable outcomes.

The need to become aware and sensitive to the cultural differences in the way we communicate and maintain effective professional relationships in the workplace. In particular, non-verbal behaviour differs across different cultures.  Things such as touching, kissing, holding hands, male and female interaction, personal space, gestures and eye contact may have vastly different meaning stop those of different backgrounds and can lead to misunderstandings.  Everyone has a responsibility to improve their understanding and awareness of the customs and taboos of those with whom they come into contact, particularly in the workplace  This will ensure mutual understanding and respect and help improve the communication between those of different background.

A richer and less stereotypical view of different cultural styles of communication between the work place and in their own environment creating cultural diversity in the workforce.  The need for cultural awareness and flexibility and an understanding of different communication styles as intercultural communication is concerned with the individual, the individual within society and with relations between societies. Four consecutive steps of awareness, knowledge, experience and skill with research within many different, but related disciplines: Social Psychology, Sociolinguistics and cross-cultural pragmatics, Sociology, Anthropology, Philosophy, Artificial Intelligence, Management Theory and Communication Studies.  Consider attitude or why, knowledge or what, skill or how with repetition for the formation of a new habit. Other considerations are the principles of adult learning, the range of personality types and learning styles typically found in any group, the special focus and requirements of person’s days-to-day tasks in the workplace and the state of intercultural sensitivity that each person right begin with.  We do not respond directly to events – we respond to the meanings we give to events, real life is complex and unpredictable.

Stereotyping, overlooking individual differences and oversimplification leading to prejudices and discrimination while assuming the groups we belong to are are better.  It is related to how we form, accumulate information to help us predict events and behave appropriately. Where as categorisation is seen as fundamental to perception, emphasising the similarities and differences relevant to a context.  It is adaptive, sensitive to context and open to social influence. Helping people to process information, what is needed to be known in order to construct meaning and achieve goals.

Western culture can be seen as lacking social discipline and moral standards, obsessed with individual rights while avoiding duties and responsibilities.

The appearance of humility may be valued downplaying self-praise or self-promotion.

  • Denial, where our own world view is flt to be the universal or central reality.
  • Defence, experienced as a threat to our own world, may judge all differences in a negative way and our own culture as superior forming barriers to intercultural communication.
  • Minimisation, attempting to preserve the central position of our world view, assuming absolute rules are similar to one’s own.
  • Acceptance, cultural differences are acknowledged and an acceptance of different cultural value systems where these systems may reflect a very different way of organising reality.
  • Adaption, are able to adapt thinking and behaviour to e experiences of difference, shifting their frame of reference to accommodate another culture’s world view.
  • Integration, have the flexibility to evaluate situations differently depending on their cultural context, differences are experienced as a basic and enjoyable part of life.

Without some understanding and appreciation of the needs and interests of different cultural groups in the workplace, at home or in international settings the communication process can be deceptive or difficult and misunderstandings occur.  Culture in the context of intercultural communications, in the broadest sense including behaviours, beliefs and values. Different cultural value system storm a fundamental, yet usually hidden, level of meaning when people from different backgrounds speak together. Generalisations can be flexible and open to modification while stereotypes are usually inflexible and need protecting by rejecting evidence that does to support them.

Individualism and Collectivism where these factors affect teamwork and the design of culturally appropriate management tools including appraisal systems.

  • Individualism where self-fulfilment and personal achievement are important with the emphasis on expression of personal feelings and options.  Assistance to other tends to be on a voluntary basis. People are more likely to be judged on merit where initiative and originality are rewarded.  There is not a strong group to support them and rely more on an independent system of laws appealing to impartially. The truth, the objectivity of truth, is analysed correctly then the right conclusion will be reached. Time is views as linear and segmented, schedules and punctuality are important. A task-centred culture.
  • Collectivism where harmony within the group is a central preoccupation, group goals and success is viewed as a group achievement.  Assistance to others is far more influenced by family and friends. Situations that cause the ‘loss of face’.  It is more common for people to be selected based on the status of their family, ethnic group or university they attended with an acceptance of cooperation.  There is a collectivist culture of support with consideration to who is involved and the strength of the relationship.  A person’s world, their reputation and the strength of the relationship can carry more weight than any legal document. Opposing propositions both may be true, seen from different perspectives and opposites can coexist.  Time is less tangible, a relaxed attitude to time.

Hierarchy is viewed differently such as in some cultures everyone is on a first name basis while other cultures behave according to their relative ranking such as age, sex and social status.  In more egalitarian cultures, if the usual lines of hierarchy in an organisation are bypassed, this tends to be seen as showing initiative, whereas in more status conscious organisations it would more likely be seen as insubordination, threatening the structure.  Relationship-centred cultures.

A common cause of friction can be differing views of what constitutes politeness resulting in confusion, bewilderment or negative evaluations.  A person may refuse to consider the proposal because they have no understanding of, or sympathy with the underlying values.  Negative judgements about the character, abilities and intelligence of others can be made, motives wrongly attributed and relationships damaged which do not always occur in isolation.

Cultures can be based on different views of the nature of self.  The concept of empowerment underlies many procedures and policies and is seen as evidence of maturity and a balanced personality, self identity, self-image and individual fulfilment, with other cultures not placing such a high value on these qualities.  There can be differences in assumptions, a difference in values and the need to look for the real cause of misunderstandings with an awareness of other cultural values.  Understanding someone’s world view and being able to clarify underlying meaning can provide the bridge that someone needs.  Choose is true empowerment, inclusive, non-authoritarian style and an intercultural awareness to assist in opening the gaps in a collaborative environment.  Find friendly ways to bring people into a productive team.

The different values of individualist and collectivist cultures influence attitudes and raises questions of what motivates people.  Where personal goals and aspirations have high value then there is the expectation that individual achievements and contributions are rewarded.  Where as in cultures where loyalties are highly valued, employees may prefer to operate as a group with people having personal attachments to a leader.  The way people are rewarded can be disruptive for harmony and cohesion of the group.  Consider consultation with local staff and putting into place schemes that fit with the values and attitudes prevailing in the particular society.

When people are constantly not heard they feel alienated and cancer become resentful. Summarising can encourage team members to notice possible inequalities, loss of contributions, keeping the team on track and allows re-assessment. Respect for and acknowledgement of difference and productivity with diverse teams producing more innovative solutions by understanding how to work with each other to best effect.

Some Cultural Approaches to Meetings with cultural values at attitudes to time, harmony, hierarchy, face and indirectness

  • junior person leads the discussion
  • senior person speaks at the conclusion and not actively involved during the meeting
  • decisions are not made on the spot in from of others by senior people
  • more relaxed starting and finishing times
  • no rigid agenda
  • clear action points seen as necessary only for essential items
  • more fluid, less ordered approach to discussion

Feedback can be accepted in some cultures with an expectation to be told directly so the weaknesses can be address and performance improved.  The emphasis is on the individual weaknesses and strengths and individual responsibility for failures and success with the aim of overcoming the negatives and improving performance.  In other cultures singling out an individual for direct criticism and blame can be seen as extremely rude and confrontational, compounding the problem and possibly causing loss of self-esteem and deep humiliation and not promoting relationships, face and obligations.  The basic differences in orientation in regard to conflict and criticism can obviously have very serious and detrimental consequences.  There are no principles of good communication the can be applied universally, there is the need to be culturally literate and aware while making adjustments.  In intercultural communication what constitutes good communication depends on the cultural backgrounds of the participants, it is situation specific, avoiding misunderstandings that have negative consequences for everyone.

Efficiently solving technical and other problems often in teams together with locals at the coal face, where people supposedly working together approach the same technical or practical problem in very different ways.  The assumption that cognitive styles are fundamentally the same across cultures is a false one, when problem solving models are not universal it can be frustrating and ineffective.  Problem solving can reflect the cultural attitude such as all that is necessary is perseverance and problem solving skills, however, there can be different problem solving models which have a long tradition in their cultures. Some of the differences being: working alone and reporting any problems to superiors who might come back with solutions, initial definition of the problem and a particular course of action is trialled, then implemented and adjusted until the desired outcome was reached or an emphasis on a logical progression with a study of the problem, reflect on it, pose alternative solutions, select the most suitable and devise a plan of action.  Difficulties arouse with the various cognitive styles including ‘brainstorming solutions’ with a preference for either a well-c0nsturcted proposal or remaining silent, an expectation that team members contribute irrespective of seniority while others preferring solutions imposed.

Some Skills to Remember

  • may bring different assumptions and expectations
  • bring out into the open any cultural differences that may be preventing complete understanding
  • break the message up into smaller segments, use pauses
  • check information by repeating back what you think you heard helping to expose misunderstanding
  • repetition is not always the answer, consider asking for clarification of what you did and did not understand
  • if it is not understood, rephrase
  • clarify the intention
  • clarify the other person’s meaning
  • practice good listening skills, they might have different ways of signalling when they are finished, other ways of structuring information and emphasising a point
  • summarise using different words
  • make important sentences clear
  • give instructions or information in the correct sequence
  • put key ideas into context, helping to explain the meaning of relevance
  • avoid complicated grammar

Some Useful Ways of Expression Situations

  • my reason for saying this is
  • maybe we are coming from this at two different angles, my reason for saying this is
  • did not catch that
  • what I really meant was
  • not sure I get the point or why it is relevant, do you mean
  • are you saying
  • can I come in here
  • will finish this point if that is ok
  • please go ahead
  • would you like to come in here
  • how can I put it
  • do you know what I mean

Reaction > Action – we feel something, we do something, a negative outcome (the reaction influences what we do)

Reaction > Reflection > Action – we feel something, we think about it, we do something, a better outcome (awareness and knowledge)

Reaction > Reflection > Selection > Action – we feel something, we think about it, we choose a suitable strategy, we do something, a successful outcome (awareness, knowledge and skills)

There are Different Types of Language

  • native speakers with all its slang, idiosyncratic humour and shared cultural understandings
  • impose on the language the values and attitudes from the culture of their native language
  • bare, transactional or functional

Some Attributes and Behaviours that Characterise Successful Intercultural Managers

  • prepare as fully as possible before assignments through wide reading, thorough training
  • develop sensory acuity, being cautious when employing thinking about using stereotyping or categorising to make sense of things, tending to describe a situation rather than immediately analyse and evaluate it without sufficient knowledge
  • remain flexible and patient in challenging situations
  •  empathetic, it is impossible to develop this ability through focussed learning and observation
  • tolerate ambiguity where appropriate but insist on clarification of meaning in some key situations such as those involving negotiations or ethical issues
  • postpone judgements about cultural practices until they can see how they fit into the total framework
  • develop relationships with people from various cultures, especially locals with similar interests who can help them learn about the new culture
  • learn the language so they can use ti, at least to some extent, socially and at work
  • cope with stress by looking after their health and taking steps to manage their stress
  • participate socially and professionally in the new culture but make temporary withdrawals from this high participation in order to precess al the new information

CULTURE  SHOCK

It is not only learning the language it is also learning and understanding the culture or the society, an ability to see things from the other side, understanding cultural priorities and values.  Show respect, interest, understanding and leave things open.

The need to learn other ways of thinking and behaving in order to operate effectively in a new culture.  Differences in cultural values such as spirituality, group relationships, material possessions with a loss of their cultural identity.  Negative social stereotyping often leading to low self-esteem and serious social problems.  Being in an unfamiliar environment which is organised according to a different set of underlying values and rules being overwhelmed with new information which cannot be categorised in the old way, no longer sure of interactions with people and feeling lost, disoriented, frustrated, angry and helpless with people reacting differently.  A number of factors include the degree of difference between the cultures, degree of exposure to the new culture, the fit between the individual’s personality and the new culture, level of support and previous exposure to other cultures.

BULLYING

Bullying is conduct that cannot be objectively justified by a reasonable code of conduct, and whose likely or actual cumulative effect is to threaten, undermine, constrain, humiliate or harm another person or their property, reputation, self-esteem, self-confidence or ability to perform.

Imbalance and misuse of power underpin every instance of bullying, harassment, discrimination and violence.

Bullying is an ongoing misuse of power in relationships through repeated verbal, physical and/or social behaviour that causes physical and/or psychological harm. It can involve an individual or a group misusing their power over one or more persons. Bullying can happen in person or online, and it can be obvious (overt) or hidden (covert).

Acts of Kindness Awards, Marion Parsonage and Rachel Taylor

Bullying is not always obvious, it can be bossing people around, intimidating, threatening or keeping them under pressure:

  • unreasonable demands or impossible targets
  • restrict and petty work rules
  • being required to perform tasks without adequate training
  • assigning meaningless tasks unrelated to the job
  • being forced to stay back to finish work or additional tasks
  • compulsory overtime, unfair rostering or allocation of work
  • constant, intrusive surveillance or monitoring
  • no say in how your job is done
  • interference with personal belongings or sabotage of work
  • shouting or abusive language
  • open or implied threat of the sack or demotion
  • people afraid to speak up about conditions, behaviours or health and safety
  • oppressive, unhappy work environment
  • personal insults, name calling, sarcasm and ridicule
  • constant negative criticism
  • freezing out, ignoring, isolating or excluding
  • intimidation
  • use of threats and insulting fear
  • constantly undervaluing effort
  • withholding information needed for your work
  • using formal disciplinary procedures to intimidate
  • distorting minor criticisms about a person as though they are major faults
  • use of 1 on 1 chats without notice
  • applying leave and other guidelines inconsistently
  • deliberately chaining work rosters to inconvenience particular employees

Bullying is justified by:

  • just a personality clash
  • abrasive manner – that is the way they are
  • just strong/robust management
  •  you have an attitude problem
  • inappropriate management style, but they get results
  • management prerogative
  • you resist change
  • they need to show who is boss
  • organisations facing a crisis need to be tough
  • you are just being negative
  • you are not displaying the agency/company values
  • if you do not like it you can go elsewhere

How to handle Cyberbullying – iiNet Feb 2017

The internet is a big part of our lives and everyone has a right to feel safe online! Social media can reveal a lot about our lives to the digital world. Most sites want to know all kinds of personally identifying information about you, and unfortunately some nasty people might use this information to bully others.

Everyone has the right to dignity and respect, and to a safe and healthy environment at work. You can get the issue out in the open by talking with fellow workers, hold a meeting, away from the workplace if necessary, get the workplace health and safety representative or other relevant person to take up the issue.  Identify the most important issues, keep records of incidents, so they are not forgotten or misrepresented, raise the issue with the employer and possibly through another representative, arrange counselling and/or assistance for distressed workers if needed.

CORPORATE PSYCHOPATHS  Is your boss manipulative?  Intimidating? Totally lacking in remorse? Yet superficially charming?

corporate_m1051253ABC Catalyst Story Archive Is your boss manipulative? Intimidating? Totally lacking in remorse? Yet superficially charming? Then you could be working with a workplace psychopath. The latest figures suggest one in ten managers are psychopaths, and this week Catalyst goes deep inside their minds – what makes them tick, how do you spot them; and how do you avoid being crushed by them. We’ll also run a handy test – tune in to find out if your boss is an office psychopath.

The absolute lack of remorse or guilt, lack of emotional response, lying, manipulative, callous, egotistical, self centred, glib and superficial charm.  The steal other people’s work spread rumours about people, character assassination.  Get an assessment from the people working below, if there are huge discrepancies in opinion there is a reason to look deeper.

Work Safe Victoria  Workplace bullying is repeated, unreasonable behaviour directed toward an employee, or group of employees, that creates a risk to health and safety, victimise, humiliate, undermine or threaten.

Incidents may not always be reported because people might:

  • fear retribution or payback from the bully
  • believe that no-one will act on the problem
  • fear being labelled weak or whinging
  • think that reporting will affect their career prospects
  • accept bullying as a normal part of work culture

Preventive measures:

  • consultation
  • strategies for raising awareness
  • monitor and eveluate
  • encourage reporting
  • control the risks
  • identify risk factors
  • inform, instruct and training
  • develop a policy of no bullying and make it easily available
  • procedures for reporting incidents
  • procedures for investigation incidents
  • create awareness on how to recognise bullying, possible effects and where to get further information
  • bullying resolution procedures
  • how the organisation deals with bullying
  • how to make a report
  • ensure the policy is adhered to and consistently applied

Indirect signs of bullying:

  • employees leaving the organisation reporting dissatisfaction with working relationships
  • high levels of absenteeism
  • increase in workplace grievances or complaints
  • negative results from employee surveys
  • high levels of staff turnover
  • issues raised at staff meetings
  • deterioration of relationships between colleagues, customers or management
  • regularly torn clothing/uniforms
  • regularly damaged personal effects or work tools
  •  an employee experiencing a number of minor workplace injuries
  • employees becoming withdrawn and isolated

Other factors:

  • organisational change
  • workforce characteristics
  • workplace relationships
  • work systems, including lack of appropriate policies and procedures, high rate and intensity of work, staff shortages, lack of experience and skill in dealing with employee groups, poorly-defined jobs and high levels of uncertainty about job requirements

Kids Helpline @ School program connects a counsellor with your classroom using video technology. It’s a free service for all primary schools, educational and fun!  Domestic violence affects thousands of Aussie kids every day. You can help us connect with more of our kids in need. Together we can be part of the solution, protecting kids and young people from domestic violence.

Reach Out Working out whether you’re in an abusive relationship isn’t always easy. Learning the signs of an abusive relationship can give some perspective. Thinking that abusive behaviour is your fault is a common feeling, but it’s important to know that you’re never to blame for another person’s behaviour.  Being bullied sucks. Bullying can happen to anyone and in almost any situation. It can make you feel alone, scared and even worthless. We know it might not feel like it, but there are practical things, both big and small, that you can do right now to help.

Real Justice, International Institute for Restorative Practices – Restoring Community   What Is Restorative Practices?  Restorative practices, which evolved from restorative justice, is a new field of study that has the potential to positively influence human behavior and strengthen civil society around the world. Restorative practices builds healthy communities, increases social capital, reduces the impact of crime, decreases antisocial behavior, repairs harm and restores relationships.

UNDERSTANDING a CULTURE  of  WHERE  PUT-DOWNS  and  NEGATIVE  JIBES  COMES  FROM

  • What’s your story?
  • Who are you?
  • Who is the most significant person in your life?
  • What do you value most?
  • Did you let people know how much you enjoyed time together?
  • Interactions with our peers an be sarcastic, negative , destructive or derogatory and can be a backward way of expressing affection for each other.  It is a fine line between ribbing from our mates and destructive digs to one not held with such high regard in a group which can easily leave the receiver feeling small, broken and outcast.
  • Talk about goals that have been set and how it is going.
  • Future aspirations
  • What have you learnt about yourself and what have you contributed.
  • What was your most significant experience?
  • What have you learnt?
  • What did they need to improve upon as a result of what they had learnt about themselves?
  • Issues of significance about who you are as a person?
  • What do you value most?
  • Marginalisation can be self-perpetuating

IS  ANYONE  BEING  PUSHED  AROUND?  Stand Up To Bullies

EDUCATION

The Sea of Blah. The typical ‘teacher-talk-dominated’ classroom or the ‘the sea of blah’.  The sea of blah fills the room and the students bob up and down intros sea.  Every now and again they go under and take a gulp then bob up again for air and then go down again. The gulps are somewhat random with students spending their days gulping from the sea of blah.  Everyone takes home a different lesson, when you come back from your mental tangent, all that was said is gone as you cannot press rewind. Imagine you are reading your favourite novel, you go off on a mental tangent, when you come back half of the page has just vanished. This is what sea of blah learning is like for students.

Online learning is most successful when content information is provided by the best subject matter experts, expert information is translated to the new medium by educationalists and interface designers, learners are trained to use the online medium, trained online tutors facility the learning,  group discussions are incorporated into the learning to allow learner collaboration, multimedia is incorporated if it assists th learner to achieve the learning outcomes and if is accessible to the learner, the learner can participate in controlled practice situations online, email is used to settle the learners into the learning, to maintain contact and to give and accept assignments and feedback. Portal is like a window into the internet, give access to the course.

Autobiography in Five Short Chapters  By Portia Nelson

I

I walk down the street.
There is a deep hole in the sidewalk
I fall in.
I am lost … I am helpless.
It isn’t my fault.
It takes me forever to find a way out.

II

I walk down the same street.
There is a deep hole in the sidewalk.
I pretend I don’t see it.
I fall in again.
I can’t believe I am in the same place
but, it isn’t my fault.
It still takes a long time to get out.

III

I walk down the same street.
There is a deep hole in the sidewalk.
I see it is there.
I still fall in … it’s a habit.
my eyes are open
I know where I am.
It is my fault.
I get out immediately.

IV

I walk down the same street.
There is a deep hole in the sidewalk.
I walk around it.

V

I walk down another street.

Copyright (c) 1993, by Portia Nelson from the book There’s A Hole in My Sidewalk. Reproduced with kind permission from Beyond Words Publishing, Hillsboro, Oregon.

WAITING for the TRAIN  WRECK to happen before you get help

What’s Next, Where Do I Want To Go, Where To From Here

  • cannot stop, stay still
  • what not to stress about
  • strategies
  • keep it simple
  • how to keep it consistent and on track
  • sleep quality
  • what is exhausted

Are you the duck that is paddling quickly inside, what happens when the wheels fall off?

Creating it to be Value Driven and the steps towards alignment.

Am I happy with how I aim spending my energy, not time management – how am I managing it, do I own it, where am I putting it, am I giving it away.

Have a support network, a passion for work and what you are doing, build teamwork and negotiating.

Donation of personal time, time away can create a more energised environment.

Make time for yourself and do not apologise for it.

The ability to give and receive a complement, acknowledge complements. Appreciative for help.

Fear around being honest with the boss, authenticity.

Feeling overwhelmed, have a sigh, calms nerves and slows down the whole body.

Be aware of the impact on other team members.

Integrated work/life balance.

Set up a list of priorities and give yourself a buffer and create support networks.

What is the difference between urgent and important?  Important is what helps you advance to your goals and allows you to say no to things.  Use the calendar to manage time by making appointments with yourself, can be colour coded.  What I want to achieve for the week, make a to do list and scratch out half and work out the priorities are. Take ownership of my time and be consistent with defining goals.

Stopped working on being in balance, was exhausting, willingly be imbalanced and focus on what is required in the moment.  Be in the moment and be fully there. The freedom of not being everything to everyone all the time.  What is not worth stressing about, let go of it, let go of our ego.

Understand silence, starting with shorter amounts, letting the silence enable me to become aware of what my thought are telling me and let the silence happen.  Silence helps you to watch your thoughts.  This can happen anytime, anywhere and can be here right now.

Vulnerability – own it, need to be in control and if not why are you doing what you do as you need to be strong.  Choose timing and good leaders know the fine line between being in control and being vulnerability. Can rally the team, they want to help, how can I make a difference and help and at the same time the leader needs to be strong as people look up to leadership. People can connect, people are human, builds rapport.  Difference between being vulnerable and being an over sharer.

Corporate environment/culture, optimum stress levels and breaking point so they have higher performance.  The need to say NO, overwhelmed, underlying culture of punishing if not saying no and is not always safe to say no.  A no is a yes to something that is more important.  Unhealthy company environment or team culture when not able to say no, the need to feel safe to say no. When we say Yes, we can fill our days up to the brim and have no margin, we need a buffer. Why are we saying Yes, why are we saying No and set boundaries.  Do not want to be the first person to say no, start questioning why and use as a basis to start making choices.  They like Yes girls. How is this helping us achieve the goals of the business.  Help me understand how this fits in with the goals for the year. You tell me what to do and make the boss feel safe as well, understanding what is important.  Let me get back to you. The disease to Please.  Be protective and open. A disengaged workforce comes back to poor leadership, there is a need for visibility and direction.

Is it a value or belief that is being violated, be careful with the ‘should’, our needs are not being meet such as being recognises or right.  Where have I failed to be clear, on board. Do not necessarily need to shut it down.  Make a list of the SHOULDs which is a desire to control, next column WHO SAYS, I could if I chose to do so.

Expand to the confines of what we have and comes down to conscious choice, boundaries. What I accept and do not accept, speak the truth with concern for others and everyone feels safe.

It sounds really full on and good luck with that, they are attempting to enlist you. Do not be enlisted. Do not blame the other person without blaming yourself.  Do not know yourself well enough.

How do you want to look, sound and feel?  How do you want to show up at work?  What type of feedback do you want people saying behind your back?  If your body could speak what would it say?  Grumpy cow, positive, helpful and anchor yourself into that and through your choices you create that reality.  Take responsibility for your life, your choices, listen to your body.  Then the mindfulness comes in and we can slow it down. Through your choices you create your reality and is very confronting.

STRESS  MANAGEMENT  and  PERSONALITY  DEVELOPMENT  

Stress, broadly defined is any demand made upon a person by their environment with the result being either positive or negative.  This is not due to workers but in the change in the nature of jobs. Increasingly, workers are required to work in isolation, with a machine, in surroundings that suit the machines not the worker such as no windows, uncomfortably cool an sitting for long periods.  The work is repetitive and boring, shift work is also increasing and these factors contribute to work related stress.

Stress –  stressed related issues and how it is manifested, our body is affected and how our bodies show this stress, can have digestive problems, depressed, biological, exhaustion, mental health, anxious.  Our body is learning to cope with stress and can start to shut down.  Managing the result of stress instead of the source, it is not the stress, it is how our body responds, reacts and prepared to fights the stress. How we fight the stress on the physical, mental, psychological and spiritual level.  Stress cannot be avoided. How do I respond and react to stress, slow down and choose how I want to respond. What stresses me, what is the trigger and people do not know themselves well enough.  It is our own fault when we do not know our triggers, our responses and reactions and then blame someone else.

Negative stress may cause anxiety, anger, loss of appetite, constipation, diarrhoea, stomach pains, feeling nervous, tension, depression, I cannot cope, exhaustion, headaches, insomnia, poor concentration with possible costs being absenteeism, high staff turnover, fall in production, increased accident rate, personal health and communication breakdowns.  Fatigue is a major symptom of stress. Every individual has different ways of handling stress.  Often we do not realise that work is causing the stress and therefore the problems are thought to be personal problems or failures.
Five Steps to Energise You
  • eat right
  • get a good night’s sleep
  • get active
  •  connect with friends and family
  •  relax
The nature of work has changed and the pace of change and the method of implementation are two factors that determine workers’ ability to adapt to change. Other possible causes of workplace stress includes, loss of job security, increased workload, conflict, perceived lack of recognition and support, low job satisfaction, poor physical work environment and insufficient influence by worker over the organisation, rate and pace of their own work.
Poor interpersonal skills on the part of a manager contribute to workplace stress, strategies could include clearly defining worker’s roles, improving communication on careers and workloads, distributing information on forthcoming changes, performance counselling planned in consultation with workers.  Managers need to consider the workers, ask what they need, listen and act.
Some ways of reducing stress by changing the workplace:
  • forming health and safety committees on the job
  • increased workers say in decisions at work
  • workers to have a say in the rate of work
  • fitting the job to the person and ensuring that the demands of the job can be met by the person and that workers’ skills are not under-utilised
  • ensuring adequate rests and breaks
  • reducing demands for shift work and reducing the hours worked by an individual shift worker
  • monitoring of the workplace for stress producing conditions with workers having a say in this surveillance
  • minimise voluntary overtime and oppose obligatory overtime
  • discuss the problems of work with other workers on the job
  • before agreeing to the introduction of any new equipment or processes, demand full information on them from our employer and that it is in everyone’s best interest

slide_22

What is stress?

We see it, feel it and it is hard to define. Society pushes us to attain wealth, power and success along with a great personal and family life.  It can be the individual perception of losing control of their lives, a mismatch between expectations and reality. It not only arises from unpleasant and aggravating events, positive happenings like getting married and starting a new job can also create stress.

There are some conventional ways to overcome the edginess inside of us such as:

  • setting a realistic goal
  • new ways of doing things
  • structuring relationships
  • humour in life
  •  exercise and music
  • not taking our frustration out on the wrong person
  • cut out caffeine and nicotine
  • nutritious food
  • resolving anger

They are mental exercises attempting to become what we are not at a mental level.  We need to find balance and this is what Sahaja Yoga is all about, finding balance.  The power to change needs to come from within our own selves, to realise and understand oneself from within instead of tackling it from outside or foreign it mentally.

Carl Jung’s theory is that ‘everything that happens to a person is a direct result of that person’s thinking, speaking and actions’, ‘as we think so we are’.  With a need for peace, contentment and more freedom in our lives can we break free fro told, stressful, unfulfilling patterns of behaviour.  Happy thoughts and feelings of despair, loneliness and helplessness are the responsibility of each person, a choice. Examine old attitudes that no longer serve us, making way for new values, ideals and let go of self abuse.  Self nurturing is an awareness of how you feel and what you want from life and not expecting another to do it for you. Does stress make you feel important, good, concerned for humankind.  What is the pay-off.  Do we create distance from people. Are your possessions who you are. Talking too much and controlling people or not talking at all forcing others to do all the work.  Are you living the victim role, with frustrations and disappointment leading to chaotic thoughts and depression. Is there a need to create success bullying emotions and desires by living destructively.  Has the day held something worthwhile, something exciting, is tomorrow an exciting and interesting day. Is it impossible to keep up with all you heap on your own shoulders.  Is there the need to be perfect, the need for love and approval.  Lack of spontaneous.  A fear of verbal expression.

  • avoidance
  • self nurturing
  • projection
  • acquisition
  • talking
  • dependency
  • success craving
  • lack of direction
  • overload
  • perfectionism
  • speaking out

SAHAJA YOGA

By awakening the energy called Kundalini we come from the all pervading power of the Divine love and Self Realisation is the awakening of the Kundalini through the central channel, piercing the seven chakras and emerging at the top of the head, the fontanel bone area, as a gentle breeze or fountain of coolness.

Each of the seven chakras has several spiritual qualities.  These qualities are intact within us, and even though they might not always be manifest, they can never be destroyed.  When the Kundalini is awakened, these qualities start manifesting spontaneously and express themselves in our life.  Thus, through regular meditation, we become automatically very dynamic, creative, confident and at the same time very humble, loving and compassionate.   It is a process, which starts to develop by itself when the Kundalini rises and starts to nourish our chakras.

BUPA  LIFE  INSURANCE

How to Stay Calm: Wellness Experts Share Their Tips.  How often do you feel at peace during your morning commute, act with grace and poise during a stressful work meeting, or stay calm and serene while ushering the kids to school? Take a deep breath and visualise your life without the stress many of us accept as an inevitable part of life – now you’re already part way there!  To help stay calm and savour life, we’ve put together top tips from some leading wellness experts in Australia on how you could achieve peace of mind.

Try Meditation

SAHAJA YOGA Meditation is a meditation technique that aims to help users go beyond their thoughts to reach a state of calm. The Sahaja Yoga public program offers free meditation classes around Australia both in person and online, to help people experience the present moment and live a calmer, more fulfilling life.  Once you’ve learned the technique, simply find a quiet spot to practise it for 10 minutes each day. You may find yourself enjoying a peaceful state of thoughtless awareness, and maybe even notice improvements in mental, emotional and physical wellbeing in a calmer life.

TARONGA  FUNCTION  CENTRE  NEWSLETTER

sm-miracle-vibrations

SUGGESTIONS for FURTHER READING 

Ackerman, R.J., 2002. Perfect daughters: adult daughters of alcoholics, Rev. ed. ed. Health Communications, Deerfield Beach, Fla.

Back, K., Back, K., 2005. Assertiveness at work: a practical guide to handling awkward situations. McGraw-Hill, London; Burr Ridge, IL.

Bolton, R., 1986. People skills: how to assert yourself, listen to others, and resolve conflicts, 1st Touchstone ed. ed. Simon & Schuster, New York.

Braiker, H.B., 2014. The Disease To Please: Curing The People-Pleasing Syndrome.

Bramson, R.M., 1993. Coping with difficult bosses. Brealey, London.

Cole, K., 1993. Crystal clear communication: skills for understanding and being understood, Competitive edge management series. Prentice Hall, New York.

Cornelius, H., Faire, S., 1994. Everyone can win: how to resolve conflict. Simon & Schuster, Pymble, N.S.W. London.

Covey, S.R., 2004. The 7 habits of highly effective people: restoring the character ethic, Rev. ed. ed. Free Press, New York.

DeVito, J.A., 2013. The interpersonal communication book, 13th ed. ed. Pearson, Boston.

Dwyer, J., 2012. The business communication handbook. Pearson Australia, Frenchs Forest, N.S.W.

Engholm, C., 1991. When business East meets business West: the guide to practice and protocol in the Pacific Rim. Wiley, New York.

Foster, D.A., 1992. Bargaining across borders: how to negotiate business successfully anywhere in the world. McGraw-Hill, New York.

Goleman, D., 2006a. Emotional intelligence, Bantam 10th anniversary hardcover ed. ed. Bantam Books, New York.

Goleman, D., 2006b. Working with emotional intelligence, Bantam trade paperback reissue ed. ed. Bantam Books, New York.

Greene, R., Elffers, J., 1998. The 48 laws of power, 1st ed. ed. Viking, New York.

Griggs, L., Louw, L.-L. (Eds.), 1995. Valuing diversity: new tools for a new reality. McGraw-Hill, New York.

Harris, P.R., Moran, R.T., Moran, S.V., 2004. Managing cultural differences. Global leadership strategies for the 21st century, 6th ed. ed, Managing cultural differences series. Elsevier/Butterworth-Heinemann, Amsterdam ; Boston.

Henderson, G., 1994. Cultural diversity in the workplace: issues and strategies. Praeger, Westport, Conn.

Herriot, P., Pemberton, C., 1995. Competitive advantage through diversity: organizational learning from difference. Sage Publications, London ; Thousand Oaks, Calif.

Hickson, D.J., Pugh, D.S., 2001. Management worldwide: distictive styles amid globalization, 2. ed., new enhanced ed. ed, Penguin business. London [u.a.]: Penguin Books.

Irwin, H., 1996. Communicating with Asia: understanding people and customs. Allen & Unwin, St. Leonards, NSW, Australia.

Isaacs, W., 1999. Dialogue and the art of thinking together: a pioneering approach to communicating in business and in life, 1st ed. ed. Currency, New York.

McCarthy, P., Sheehan, M., Wilkie, W. (Eds.), 1996. Bullying: from backyard to boardroom. Millennium Books, Alexandria, N.S.W.

McGraw, P.C., 2001. Self matters: creating your life from the inside out. Simon & Schuster Source, New York.

O’Sullivan, K., 1994. Understanding ways: communicating between cultures. Hale & Iremonger, Sydney, NSW.

Segal, J., 1997. Raising your emotional intelligence: a practical guide, 1st ed. ed. H. Holt, New York.

Storti, C., 2007. The art of crossing cultures, 2. ed. ed. Nicholas Brealey Publ, Boston, Mass., London.

Taylor, A. (Ed.), 1992. Communicating, 6th ed. ed. Prentice Hall, Englewood Cliffs, N.J.

Tolle, E., 2011. The power of now: a guide to spiritual enlightenment. Hodder and Stoughton, London.

Warner, J., 2002. Cultural diversity and awareness profile: packet of 5. Human Resource Developmen, Place of publication not identified.

Wholey, D. (Ed.), 1988. Becoming your own parent: the solution for adult children of alcoholic and other dysfunctional families, 1st ed. ed. Doubleday, New York.

Woititz, J.G., 2000. Adult children of alcoholics, Expanded ed. ed. Health Communications, Deerfield Beach, Fla.

Zuker, E., 1989. The assertive manager: positive skills at work for you, 1st AMACOM pbk. ed. ed. AMACOM, New York, NY.

1 November, 2014   

SIGGRAPH  MASTER CLASS

As working in industry settles into a rhythm of contract and serial employment for a significant proportion of the workforce, this Masterclass has been designed to nurture the ‘working artist’ for a lifelong career. The sessions will address how to apply for job vacancies, how to represent yourself as an independent artist and how to secure work on an independent/contract basis.

Nick Hore on how to present your work, remember about first visual impressions:

CV – easy to read, no more than 2 pages and do not pad

– contact details: name (all pages), email, phone, skype, address, website (vimeo/web), nationality, objective (career, meaningful and realistic)

– experience: most recent first, role, work history, company name, location, dates, duties, responsibilities, software, project name

– software proficiency

Cover Letter – day date

– about the kind of person that I am, take over from the objective statement in CV.

– current availability

– other commitments

Demo Reel

– best work only, no padding

– no more than 2 – 3 min, 1 min can be enough

– credit others who contributed

– contact details

– plays on all browsers and formats

– avoid ‘drop box’ that require the receiver to download software

– password protect

– music is optional, that compliments and consider lip sync

Discipline Specific Demo Reel

– wireframes for modelling

– turnables for modelling and texturing/surfaces

– before and afters for compositing, root, tracking

– walk, run, fly cycles for animation

Added Extras for Demo Reel

– music

– editing

– wipes and effects

– the hook

Shot Breakdowns

– list your contributions and software used as a shot breakdown, can be a thumbnail of the shot with list and can be supplied as a pdf or on your web site

Shot 1 animation maya

Shot 2 lip sync maya

Shot 3 character fixes maya

Shot 4 facial animation

– number shots rather than timecode

– do not do this:  Shot 1, 4, 9, 23 lip sync

– titles directly on the reel that are subtle and clear

Portfolio and Other Material:  can be on-line e.g. tumbler

– variety of styles

– sketch book and thought processes

Examples

Vivienne

Crazybrush

The Art of Elsa Chang

James Woodwilson

Other Material – photographs for lighting, sculptures for modelling

Education: qualifications, where, years

Can include group project with what I did, what the experience was like.

Can be a generalist reel if not sure where my interests are, could be broken down.  Where are my priorities.  Generalists do have an understanding of other areas.

Leadership experience can show an understand of leaders requirements and respond well to a leaders requirements.

Other skills may be relevant e.g. other work history, interests, experience and skills

REMEMBER WHO IS YOUR AUDIENCE

Patricia Kung on how to present yourself:

Application Process

– follow the instructions of the application process

– avoid sending to multiple people in the same company

– do not send mass e-mails with everyone’s email address

– use the right company’s name

– spell check

– keep professional, not too casual

– balance your ambition with getting your foot in the door

– enthusiasm v harassing

– voicemail and missed calls

How do I want to be represented on Social Media

Preparing

– who will be at the interview and research them

– bring a copy of CV, reel or portfolio

– be ontime, if late call and apologise

– look presentable

– good hand shake

– acknowledge everyone in the room when enter and leave

– turn off the phone, do not put on silence

– be prepared

– keep answers concise and try not to get sidetracked

– give good, relevant examples

– take your time, if you don’t understand the question ask the interviewer to repeat the question

– if you don’t know say you don’t know

– try not to be negative about people you have worked with

– don’t sware

– ask questions

Questions to ask:

– what do you think are the biggest challenges of the project

– what do you like about working here/on the project

– where do you think I can improve

– how did you get started in the industry

– what software is used

– department structure

– who is the client/studio

– start date/end date

Consider

– areas you would like to improve

– most challenging shot/brief

– how long did you spend on a particular shot/concept

– what was the largest team you have worked in

– are you more technical or creative

– long term goal

– talking about personal projects

It is important how this information is conveyed, can ask for feedback and keep in mind my response after the interview.

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