When people ask me, “What are key factors in having a prosperous business and happy life?” my answer always includes having a strong community of friends and colleagues.

Relationships are the cornerstone of our existence. We thrive by having interpersonal relationships, social and spiritual connections, and business affiliations. It is through our personal relationships we experience the sense of belonging and feelings of love (both sharing and receiving). Strong business relationships invite referrals resources, collaborations, strategic alliances, and masterminding.

Who’s in your circle of friends and colleagues? When you’re with them (in-person or virtually), do you feel energized, inspired, motivated, uplifted, understood?????

Qualities I look for in forging relationships:

* High integrity
* 100% responsibility who they are and what they do
* Altruistic
* Shared values
* Committed to personal growth
* Positive attitude
* Spiritually oriented
* Compassionate
* Strong communication skills

What qualities are important to you in your relationships?

What do you bring to your relationships?

I’ve been blessed to have a fabulous network of people. Years ago I began deliberately paying attention to people I met online, at networking events, and socially. Extending invitations to meet for coffee or chat on the phone was a great way to learn about people. Hosting my radio show opened further doors to meet people I admired and respected. Through social networking, joint ventures campaigns, and personal introductions, my circle has widened. Over the years, I have been fortunate to cultivate quality business relationships that have developed into strong friendships

I often ask folks in my circle and network, “Who do you know who might be great for me to meet? Would you willing to make an introduction on my behalf?” When I’m promoting a new product or event, having a strong network is invaluable.

If you work from home, isolation is one of the downsides. Be sure you’re engaged in activities to meet new people. You might even make it game to meet at least one new person each day or week!

Finally – if you wish to surround yourself with quality relationships, growing yourself as a person is a must. To attract great people, you must become the kind of person they want to hang out with!

Having great people in your lives to cheer you on, stimulate ideas, and hold you to your best will boost your strength and courage to say yes (and keep saying yes) to your desires and dreams.

Dr. Lorraine Cohen, President of Powerfull Living, brings more than 25 years experience in personal and business coaching, psychological counseling, and sales to thousands of spiritually minded business owners, entrepreneurs, and leaders from a wide range of industries. Learn more about Lorraine’s services, success products and programs.

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Do you remember being told to use the "sandwich" technique when you needed to reprimand someone? Let me give you an example:

"Fred, I'm really pleased with how you've been progressing since you joined us and you're doing a great job. However you're not getting your reports in on time and we're missing
deadlines. I'd like you to tighten up a bit on this. Anyway,thanks for all you've done so far and keep up the good work."

Have you ever said something along these lines when managing your team? You probably needed Fred to sort out his reporting but you didn't want to upset or demoralize him.

The only problem is that Fred may not get the message and the importance of it may be seriously diluted.

He may hear it as, "Fred, you're doing a brilliant job, you just need to sort out the reporting bit but it's not really that important."

What happens then is, Fred continues to fail with his reports.

The "sandwich" technique doesn't work, it lets you off the hook and it's mealy mouthed. Be direct when managing your people and they'll respect you more for it. You are also much more likely to get a change in behavior.

If you're unhappy with some aspect of an employee's performance then you need to tell them so. The skill is in doing it in a way that's effective and doesn't lower the morale of the individual.

Firstly, it's not acceptable to speak to your people just when you're unhappy about something. Tell them the good news as well. As Kenneth Blanchard and Spencer Johnson say in their book The One Minute Manager - "Catch people doing something right" and tell them about it.

Some managers and employers still have this strange notion that if people are doing things right then that's what they're paid for and they don't need to be complimented.

Ask almost any employee in Industries throughout the world and they'll tell you that they don't feel appreciated by their manager.

When you notice someone doing something you do like, tell them about it. When you notice them doing something you don't like, tell them about it. Whether it's good news or bad, the same rules apply.

Do it as soon as possible. Acknowledgment of a job well done is not much good six months later. Also, if you don't immediately call someone's attention to something you are not happy about, then they'll assume it's okay. Either that or they'll think you didn't notice or you don't care.

Do it in private. Why is it that some managers still feel it's okay to reprimand someone in front of their colleagues? Even the mildest rebuke can have a negative effect on morale.

When you speak to the person use "I" messages. Say things like "I liked the way you did that" or "I think there is another way to do that." Avoid "You" messages such as "You're doing great." That can come across as patronizing or insincere. "You're doing that all wrong" may cause conflict, lower morale and may not sort the problem.

When your giving feedback, focus on one or two things. You'll only confuse the person if you run off a whole list of attributes or misdemeanors. Be specific about job behavior, focus on what the person did or didn't do, don't make a personal attack.

Allow time for the message to sink in and allow the person to respond. You can then seek agreement as to what will happen in the future. If the person does not agree to take
corrective action then you need to move to another level. When they do agree to take corrective action then make sure that you monitor it and give encouraging feedback.

Being direct with your people is better for you, better for them and better for you business, so save your "sandwiches" for lunchtime.

Alan Fairweather, 'The Motivation Doctor,' is an International Speaker, Author and Business Development Expert. To receive your free newsletter and free e-books, visit: http://www.themotivationdoctor.com

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I’m incredibly blessed to have developed wonderful business relationships and friendships. I can’t imagine who I would be or what my life would be like without them when I need business advice, feedback, to vent, a hug, a cheer, or a kick in the pants.

I’m a believer that the outside world is a reflection of the person we become on the inside. On days, when I am not at my best and feeling a bit low, I think of the people in my life who like hanging out with me in business or in my personal life. I realize if the people I enjoy, love, admire, and respect as high quality people want to be with me, well, what does that say about me, huh? My mood begins to lift and my thoughts shift. It’s a great reality check!

It takes time to develop trust and safety with folks.

The 10 qualities below are personal values I bring to my relationships and ones I look for in others.

1. Authenticity. Being real and genuine (as much as possible). Willingness to be vulnerable and let go of the need “to look good” in all situations invites opportunities to make a heart connection. In truth, we’re not always are our best and being human invites others to be real and genuine. When I’m in conversation with someone who is only sharing from their head, I have no sense of who they are because I can’t feel them anywhere!

2. Listening and communications skills. Who doesn’t want to feel heard and understood?Having the ability to express thoughts and feelings creates connection. Becoming a great listener and communicator is an art; one that can be developed without having to be perfect. Refer to a prior post I wrote on The Art of Listening.

3. Forgiveness. Making it ok to be human. I have put my foot in my mouth on many occasions and been forgiven. We all screw up sometimes and knowing that our human choices (yup I said choices) and mistakes will not cost us love and acceptance is a huge builder of trust and safety.

4. Unconditional love/acceptance. That’s what our children and animals teach us! Being loved and accepted for who we are is a normal and human desire we all want. Our individual viewpoints, experiences, passions… add richness and flavor to relationships (and the world). When we can offer unconditional love and acceptance to others we share a great gift that can be nurtured and passed on. That is how we serve others to heal and grow. Love is our natural state! Being forgiven has taught me how to forgive others; to look beyond the action or comment and see who that person is - someone just like me who wants to be loved and accepted.

5. 100% responsibility. Letting go of the blame game and fully owning thoughts, words, and actions. This is about being in personal integrity in how we show up and making amends when appropriate. Folks in my circle know that if it’s my stuff, I’ll own it and clean up anything I’ve created to the best of my ability. Red flags go up for me when I see folks play the blame game and pass the buck.

6. Not taking everything personally. This is an advanced skill to be able to hear and experience people from a charge neutral space with compassionate detachment. As a coach, therapist, and counselor, being able to step back without personalizing is a skill I’ve honed over the years. Having a strong self-image and sense of self are critical elements in being able to de-personalize. Being hungry, angry, lonely or tired can make it harder to stay in a loving space with people without reacting. Keeping self-care a priority is important!

7. Aligned values. Spiritual growth, personal transformation, communication, integrity are some of my core values. The people closest to me all share a common value of personal growth/life-long learning. Being with people who share personal, business, life values can feel like connecting with kindred spirits!

8. Compassion/empathy. Loving appreciation and understanding without judgment or criticism. Being thoughtful and caring invites the love of our soul to emerge. Ties right back to #4.

9. Supportive. People feel supported in different ways. Communicating what we need to be supported is the way we teach people how to show up for us. Building a strong community of people who nurture, energize, and lift us (whether we need a boost or not!) invites us to be authentic.

10. Managing conflict. This is a biggy for many folks. When people show up to work through the conflict by taking responsibility for their part, de-personalizing, being honest, making amends if necessary…. many of the points I’ve written about already, real trust and safety flourishes. We want to know that when things get tough and uncomfortable, folks will stick around and not leave us! Read my post - A Model for Conflict Resolution.

What would you add on your list?

When you’re having one of those days when you’re not feeling great, look at the people in your life who hang out with you because they love you, respect you, and appreciate you. You might find remembering helps to broaden and lift your outlook!

Dr. Lorraine Cohen, President of Powerfull Living, brings more than 25 years experience in personal and business coaching, psychological counseling, and sales to thousands of spiritually minded business owners, entrepreneurs, and leaders from a wide range of industries. Learn more about Lorraine’s services, success products and programs.

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Do you want a highly motivated team who don't take time off work, don't keep looking for other jobs and make a positive contribution to your business?

If the answer is "yes," then there are three steps you need to take with each member of your team.

Step 1 - Spend some quality time

I didn't say "quantity time" I said "quality time." One or two minutes of quality time on a regular basis are far more productive than a one hour review every year. You need to get to know each member of your team better and they need to get to know you.

This will help you build a positive relationship with each team member. You'll gain a much better understanding of them and how they're handling the job.

It will also give the impression that you care about the individual and show that you're there to help with problems both personal and business. Spending quality time will encourage opinions and ideas to flow from them and allows you to explain the company's mission. It gives them a feeling of being in on things which is a huge motivator.

It will also help you build an "early warning system" of any problems both business and personal. Finally, it builds team spirit and morale.

Step 2 - Give feedback and coach

You need to regularly tell each member of your team when they're doing well and when not so well. I read some recent research that suggested 65% of employees in the US received no recognition at work in the past year. My experience tells me that it's much the same throughout the world and much worse in some countries. Some managers still believe - "why should I praise people when they're only doing what they're paid to do."

If you want a happy and motivated team then you need to tell them when they're doing well.

It's also important to tell people when they're not performing well. There are too many managers who either ignore poor behaviour or come down on the person like a ton of bricks.

There are particular ways to give feedback and coach and they're described in detail in the book - How to get More Sales by Motivating Your Team.

Step 3 - Be a believer

We're now getting into the area of "Empowerment" which was first introduced in the 1980's and became a bit of a management buzzword. However, I believe that it's one of the most promising but least understood concepts in team motivation today.

I'm a fairly down to earth practical sort of person (probably comes from my engineering background). I'm not big into motivation theories unless I can see the benefits for me - I see a great deal of benefit for managers and team leaders in Empowerment.

Empowerment is about utilising the knowledge, skill,experience and motivation power that's already within your people.

The majority of people in teams and organisations throughout the world are severely underutilised. Your team have probably more to offer in terms of skill, knowledge and experience.

Put this to the test right away - implement these steps, motivate your team and achieve your business goals.

Alan Fairweather, 'The Motivation Doctor,' is an International Speaker, Author and Business Development Expert. To receive your free newsletter and free e-books, visit: http://www.themotivationdoctor.com

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This article is contributed by Dittman Incentive Marketing (www.dittmanincentives.com).

In today’s competitive marketplace, the race to increase profits by cultivating customer loyalty is going at full speed. Customer retention is not only a cost-effective and profitable strategy, it is a necessity for businesses wanting to stay ahead of the pack.

As consumers are spending less thanks to soaring fuel and food costs, companies are more reliant than ever on the loyalty of a dedicated customer base to maintain a competitive advantage. Following the Pareto Principle, 80% of your sales come from 20% of your customers, and in a recession the numbers are closer to 95% and 5%, says Ajit Maira, senior vice president of the Information Technology Services Marketing Association. Since these returning customers cost less to reach, are less vulnerable to ploys from the competition and buy more over time, companies need to give customers an incentive not to go elsewhere for the same product or service.

One of the most successful ways to achieve this cost-effective retention is through the use of customer loyalty reward programs. By rewarding the ongoing purchase of product or services, companies achieve long-term relationships with customers. With a variety of loyalty programs available to companies, the key is discovering what works best for your needs and goals.

Build a Strong Foundation

Successful loyalty reward programs are built from a working knowledge of your customer base. To create the foundation, you must first identify the type of customers you want to retain and understand the types of products and services they value most. This information can then be used to determine the kinds of rewards programs that will appeal to them.

To obtain this level of understanding about your customers, it’s vital to conduct targeted research. In an article in the Harvard Business Review, authors Thomas O. Jones and W. Earl Sasser, Jr., suggest utilizing a combination of customer satisfaction surveys, customer feedback and market research. Together, these three tools can help businesses better grasp the wants and needs of the customer to build stronger brand loyalty.

Establish Winning Relationships

While good service is the key to earning customers, it’s not enough to maintain their long-term loyalty. In his book How to Win Customers & Keep Them for Life, author Michael LeBoeuf states, “Smart companies go the extra mile for the customer and show them just how dedicated they are to making sure that they feel good about doing business with them.”

To prove to your customers that your company is going that extra mile, you must show them you are doing just that on a regular basis. For example, Ben McConnell, co-author of Creating Customer Evangelists: How Loyal Customer Become a Volunteer Sales Force, suggests showing customers they are valued by inviting them to lend their opinions on new products and ideas, or invite them to your company’s conferences or meetings. These offers to participate in your company’s operations will promote a feeling of value and inclusion.

It’s also vital to maintain open lines of communication and always treat customers with courtesy. Loyalty is established over time, and customers need to believe that your company values them.

Give Them Incentives

Giving customers incentives to let their purchases be tracked allows you to base loyalty programs on very specific requests and needs. The incentives can help your business to increase customer traffic and sales, and most importantly—allow you to measure the effectiveness of the incentive.

The incentives can vary, and can include immediate rewards like free long-distance phone calls for hotel guests, targeted deals such as exclusive “friends and family” sales events, valuable membership cards offering extras like bonus spending points. Other options are also successful, like manufacturer rewards for items such as brand merchandise and discounts, and point-earning partnerships between retailers and online shopping sites.

Offering these loyalty incentives, also know as frequency marketing, allows your business to build a database of loyal customers that you can target again and again, and with precise tracking.

Follow Through

To reap the rewards of a customer loyalty programs, it is vital to maintain a consistent approach and follow through with your strategy. By staying the course with targeted research, communication and incentives, you can establish a loyal customer base yielding great results.

It's important to remember that customer loyalty can't be established overnight, but the investment required to create a satisfied customer is always worth the effort. Establishing long-lasting, loyal relationships with clients should not be an afterthought in the current market; it's now a fundamental necessity on the road to achieving higher profits and business longevity.

About Dittman Incentive Marketing
This article was provided by Dittman Incentive Marketing (www.dittmanincentives.com), a quality leader in the field of people performance improvement. Since 1976, Dittman has helped companies achieve critical corporate goals via original, one-of-a-kind customer loyalty programs and motivation programs that inspire a sales force to sell more and customers to buy more.

R.L. Fielding Bio
R.L. Fielding is a freelance writer who has written on a wide variety of topics, with special expertise in the education, pharmaceutical and healthcare, financial service and manufacturing industries.

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While research shows that most people believe they can’t be sold, the fact is those same people can indeed be persuaded if they don’t recognize that a sales technique is being used.

The trick lies in the different persuasive strategies used then and now. Lets use a car salesman this time since they top the list as the people you absolutely cannot trust in a poll.

Then: They go on downloading information in you, telling you EVERYTHING you need to know AND don’t need to know. Basically, its like taking a shotgun with pellets in it, hoping that one of them will hit the target. This doesn’t work anymore!

The following are strategies for you to adopt as you attempt to persuade your audience, be it one or many.

1. Aiming at the Target

Have you been in a situation where a salesman or saleswoman was trying to sell you something by giving you the 4-1-1 of what he or she is selling while you absolutely couldn’t wait to get away from the guy? That he or she was boring you nuts with all the information?

You felt like running away as soon as he turns his head because he never found out what was IMPORTANT to YOU.

Ask a simple question : “What’s most important to you when you buy a car? ”

“What’s most important to you when you enroll your kids to a programme? ”

“What most important to you when you look for a life partner…( ok you get it by now don’t you? ) ”

This simple question is what gets you the most answers. So for example, if I’m going to go buy a car, what’s important to me is the price.

So if you’re going to sell me a car, you should immediately address my pricing concerns and not go rambling on how energy-efficient and how many awards the car has won. This saves your breath and of course, time spent.

2. Never start your questions with ” WHY? “

Not only is it annoying but you get only excuses.

Lets use an example: If your kid comes back from school with his report card dominated with D’s and E’s and (God Forbid, F’s ), You’ll probably be in a rage and ask ..”WHY did you get D’s and E’s ?? ”

And the answer (or rather, excuse) that you’re going to get is:

“My teacher ate my test paper.”
“My teacher doesn’t really like me.”
“The kids bully me if I get A’s.”

So how can you ask the same question but get solutions instead?

Start your questions with “What” or “How”. These 2 words empowers action in people. You’re still asking the same question, but you shift its mode and then you start to get changes!

3. Use STORIES to convey your message.

Its important to highlight before I continue with how we can use stories that people tend to be too obvious when they use their stories. As a result, they shift back into a sales mode.

Most people cannot come up with a story on the fly. Even Paul suggested practice and fine-tuning our stories to ensure an impactful message and one that really sinks into the human psyche. Remember? Stories, like humour is a process. Your stories are not going to come out fantastic the first time you tell them. Hence, you must be willing to let your stories develop over time.

Eric Feng is the go-to guy if you want to learn how to impress your investors and customers through public speaking. For more tips and tactics that you can use immediately in your next presentation, visit The Public Speaking Blog.

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While some guys lose their heads when faced with a tough business environment others stay cool, survive and prosper.

OK,Ok, the sky is falling so stop running around and instead use that energy and money to survive and to improve on how things are done and on how to prosper from the coming upturn...yes in time the sky will right itself.

Have you ever seen any business consultant's card that didn't claim that they could lead you to the pot of gold buried under the employees' parking lot? But here's where it gets funny...they can.

In a book he wrote in the early 60s...1960s not 1860s...Bucky Fuller writes that humans adapt quickly to change and soon space out the past. Bucky didn't write this but I think that humans have limited RAM, and that many business managers are overloading the RAM they have ...so they stop thinking about things and fall into habits and patterns...no thinking required. The name of the book? Spaceship Earth.

And to further muddy the water, humans don't operate at their highest potential when stressed.

I'm tempted to start pointing out specific things a business should do during a hard economic time, but I've done that in other articles. This article is about new training and new thinking. The following is from an article I wrote during the last economic downturn.

A sales vice president of an international company had referred me to his region's CFO. He encouraged me to contact this woman and explain the scope of my consulting and training services.

After leaving three messages over a two week period, I got a call from the regional A/R Manager, the CFO's subordinate. I started to explain what I do when the man cut me off. "We just had the very prestigious firm from the U.K., Robem, Blind & Howe, do an evaluation of our business functions and with the exception of a few minor items, they validated our processes" .

On hearing the word "validation" the picture that comes to my mind is finding the right guy to stamp your parking ticket. Or maybe, if you're lucky enough to still have her, calling your Mom for some kind words and reassurance. But to pay a consultant to come in and pat you on the back, or wherever, and tell you you're doing good...never.

School Ties and the Intellectual Gene Pool

Keeping my thoughts to myself I said to the regional A/R guy, "That's great, it's always a good idea for a company to have an outsider come in and take a fresh look at things." I then asked how my firm could participate in providing them with their next evaluation. "Oh no, we're having R.B. & H. back again." , said the regional A/R guy. After a few more minutes of conversation it was clear to me that I was wasting my time. You see, I learned from the A/R guy that his boss, the regional CFO used to work at R.B.& H. and that she was not interested in working with any other consulting or training firm.

When everyone sitting around the conference table went to the same school, has a common life experience and understanding of things; you're not going to get a lot of new ideas, solutions and improvements. In fact, this kind of corporate inbreeding will limit the intellectual gene pool resulting in more of the same thinking. "Insanity is doing the same thing and expecting different results."

We Don't Know What We Don't Know

Mohandas K. Gandhi was once accused of having said something that conflicted with a prior statement. His response was something like, "I will not waste my time apologizing for what I've said in the past. I can only seek to be faithful to the truth as it reveals itself to me." We don't know what we don't know.

No matter how smart a manager or management team , there's no way he/she/they know it all. Sometimes the true value of having an outsider review how things are done is that they ask dumb questions, because they don't know how things are done. Hiring a consultant who knows how you do things limits the potential payback. this excerpt is from an article titled "Corporate Inbreeding Hurts Profit"

An other thing to consider is how you spend the training budget, and if you don't have a training budget get one. How to spend the money? Try something new like video training, or teletraining. I still think that the best training takes place face to face but airfares are, excuse the pun, going sky high. And not having to spend time traveling reduces the cost of the training and wear and tear on the trainer. And some of those guys are not as young as they use to be.

Recently a man in Dallas asked if I remembered him , that we had met 17 years before. And then he went on to say, "When we met I had hair and your hair had color." And yes I did remember him...thanks for asking.

By now some of you may think that being that I'm a business trainer and speaker myself I have a vested interest in companies not cutting their training budget and you'd be right...but it's still true.

When things slow down it's time to prune and prepare for the next season. And it's time to see some new faces around the table.

Abe WalkingBear Sanchez is an International Speaker / Trainer / Consultant on the subject of cash flow / sales enhancement and business knowledge organization and use. Founder and President of www.armg-usa.com, WalkingBear has authored hundreds of business articles, has worked with numerous companies in a wide range of industries since 1982 and has spoken at many venues including the Shakespeare Globe Theater in London.

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For four years I did a conference where I invited business owners to tell us what they right in their business. We picked the top 12 stories and these successful business owners were given an opportunity to tell their story to up to 300 conference attendees.

While promoting the last conference, I sent faxed invitations to business owners who I thought would enjoy the positive press and would be interested in promoting their company to 300 people.

Several asked that I remove them from the list and I did so.

Four of them engaged a lawyer and filed a law suit.

Apparently there is a law that says you cannot fax someone unless you have written permission. This puzzled me especially since the names and fax numbers came from a public list I acquired from Reference USA.

The law states you cannot sell a product or service via fax without written permission (there is more but that is the highlight).

Since the fax I sent invited the business owner to a networking event where we could talk with them about their story and the role the conference would play in helping them grow their business, we were not in violation of the law.

The Cleveland based lawyer filed the lawsuit for a Cleveland based heating and air conditioning company. Apparently this lawyer files lawsuits when people receive an unwanted fax. As I talked with people about this lawsuit, I learned I was not the only one he has extorted money from. His reputation is less than stellar.

I am sure this lawsuit was not the intent of the fax law and our law makers really should fix this law to prevent this abuse.

According to my lawyer, the lawsuit is “legalized extortion” but his suggested was to settle the suit because of the cost of going to court and the difficulty in counter-suing.

It cost a lot of money and time to run this conference to promote good news in NEO. It cost a lot of money in legal fees to settle this law suit.

It is hard to plead “not guilty” when I clearly broke the law – even though I did not know the law existed. Sometimes we try to do something positive and it backfires. The backfire is what I call the law of unintended consequences.

There are two lessons to be learned: 1. Continue trying to do good but have a good lawyer. If you need a good lawyer let me know (email only please), I have more experience than I care to admit and I would be willing to share the names of the people who helped me. Asking a question to your lawyer before is always easier that dealing with a suit after the fact. 2. It doesn’t say much about our business owners if they cannot pick up the phone and ask to be taken of the list. To file a stupid and frivolous lawsuit to raise money is the ultimate in stupidity. The business owners who filed suit should be taken to the woodshed. It took a while to get my PMA (Positive Mental Attitude) back but I did. The essence of the second lesson is to trust your lawyer and stop worrying. Worrying does no good. All the sleep I lost did not change the outcome of the suit. Not counting legal fees the total settlement was for $750.

I will not reveal this company in this post and I suspect he has more problems that receiving a fax he does not want. He apparently has little regard for his business or his business reputation to get involved in this nonsense. The other four who had their name on this lawsuit did not do their business a favor.

I was bummed for a while about this law suit. I am over it now but I am saddened that our business community has to waste time, energy and money over something this stupid.

Check out the long term consequences with a group of trusted advisors. After all, many minds and many experiences are far more effective in the decision making process than any single mind or experience.

After a successful consulting career, Ron Finklestein has spent the past 6 years building his business AKRIS LLC and helping entrepreneurs and business owners build their businesses by helping them solve the tough problems that hold them back. Ron is called The Small Business Success Expert by his clients because of his passion for their success and his knowledge of business.

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Our friend at YoungEntrepreneur.com, Evan Carmichael, alerted us to a really insightful post written by Anthony Mora for his weekly Entrepreneur University feature. Its about having 20 ways to have a successful Media Interview.

Review the following checklist:

1) Review the two or three primary points that you want to get across during the interview.

2) Make sure you’ve checked yourself in a mirror before you go on camera. Is your hair in place? Is your tie crooked? Is your lipstick smeared? Give yourself the basic once-over.

3) Remember, you don’t have to force the information; weave your points into the interview. If you spend your time forcing an issue, it will come out sounding strained and stilted.

4) Relax. You are there to have a conversation. Well, at least you want it to look like a conversation.

5) No slouching. Sit erect.

6) Focus on the interviewer. The camera and crew is part of the furniture as far as you’re concerned.

7) Start off with your most important information. Interviews can be very short. If you don’t lead with what’s important, you may have missed your chance.

8) Breathe. People have a tendency to hold their breath when nervous, which only creates more anxiety. Remember to breathe.

9) Smile. I’ve seen more media opportunities ruined by people who have refused to smile during their interviews. Looking grave does not make you appear more profound, it makes you look dull and somber.

10) Listen. Don’t anticipate questions. Don’t think that you know what the interviewer is asking. Wait until the question is asked and then respond.

Learn more for the rest of the 10 ways now at YoungEntrepreneur.com's article: 20 Ways To A Successful Media Interview - Entrepreneur University.

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This article is by our guest writer Diana Ennen, who is also the Author of Virtual Assistant: The Series, Become a Highly Successful, Sought After VA, & The Corel Word Perfect Office Ready Virtual Assistant Solution Pack. She also owns a website: http://www.virtualwordpublishing.com

Whether just starting a virtual assisting business or having been in business for years, it's important to always remember that the initial impression you leave with potential clients is critical. Often it can be the determining factor in whether you get the client or not.

The key is portraying confidence, whether it's corresponding back to an e-mail, on the phone, or in person. You need to reassure these clients that if they trust you with their work, you won't let them down. In fact, they'll be amazed just how good of a job you do!

With your VA business you will either be responding to a client via e-mail, phone, or in person. Here are a few tips for each:

E-mail -- Keep your reply short and to the point. No client wants to read through paragraphs of text to get to the bottom line. Be friendly, yet professional. Provide all the needed information they requested and any other information you believe would be relevant. Use a signature line that provides all your contact information. Toot your horn a little. Include a paragraph that sings praises of your business and how you can help their business.

Phone - Always answer the phone in a professional, cheerful manner. Use Caller ID so that you know who's calling before you pick up the phone. This give you advance notice of what demeanor you need. Don't talk excessively. Keep in mind that most clients are busy and appreciate short, to-the-point conversations. Always have the information you need to relay to a client at hand. Be firm on your rates and business practices. Don't sound hurried. If you are working on a deadline, let your answering machine get it and call them back when you are more relaxed.

In Person - Dress the part. Not only does this make you feel more confident, but it conveys to them that they are dealing with a fellow professional. Be enthusiastic about your business and let them know that you want their business. Show interest and knowledge of their business. Have the right tools with you and close at hand. You don't want to have to look for a pen or your business cards. Have something such as a portfolio for them to keep that describes your business. This enables them to remember you after the appointment and also gives them an additional opportunity to check out the services you offer.

The ability to create a good first impression is a valuable asset for a virtual assistant and one that enables a business to grow. However, another valuable asset is being able to learn from your mistakes. After the interview if it didn't go well analyze what you could do better the next time and then do it. Mastering these first impressions can take some time, but the reward is a thriving business that you can be proud of.

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Four years ago this month, Solo-E hired its first contractors: 3 fabulous VAs. Between them they handled the details of hundreds of items of content for the website, scores of newsletters and uncounted correspondence with subscribers and clients. Two of them still work for me (the third took time off with her third child and is now pursuing a career in financial planning!)

Having a long and successful working relationship with a team of contractors is somewhat of an anomaly among solo entrepreneurs. In many ways I've been very fortunate to have such talented and caring people working for me. But I also recognize some critical pieces of making it work that can be planned for - because it's not just luck!

Part I: Setting up the relationship

1. Hire people that are a good fit for you. Seems obvious, but sometimes our criteria can hinge too much on things like cost and not enough on "can I see myself working well with this person?" Establish upfront what is important to you - consider skills, work habits, communication style, friendliness, etc. - make a list and use it when interviewing and making your hiring decision.

2. Establish written expectations on both sides. Do you expect emails answered in 4 hours or 48? Want a weekly update? Not interested in chit-chat? You may have talked about these things in the interview, but getting them down on paper gives you both something to refer back to. And this should be a two-way street: what are their expectations? Do they need to hear from you when they are doing a good job? Is it ok to contact them on the weekend?

3. Keep the lines of communication open. Talk ahead of time about the best way to let each other know when things aren't working (even better, put it in writing so you don't forget). Think about how you best receive feedback - on the phone, via email, scheduled ahead of time or on the spur of the moment, etc.

4. Life happens. If you work with another solo entrepreneur for any length of time, it's likely that one of you will face at least one personal issue that takes you away from the business at hand for some period of time. These issues can be difficult to talk about.illness, depression, family issues, death. But not telling the other person will leave them frustrated because things aren't getting done and they don't know why. Most people are very understanding and willing to accommodate changes in deadlines, leaves of absence, etc., but you have to communicate first. Talking about "what would we do if" ahead of time may help.

5. Show me the money (plan). This is one place to be absolutely crystal-clear. How often are invoices sent, how much detail do you need to see, what are the payment terms, how do they want to be paid. Do they want a minimum monthly commitment? Do you want to set a monthly maximum? What about referral agreements, profit-sharing, etc.

Part II: Building and Strengthening the Relationship Over Time

6. Pay on time! If the terms say pay within 10 days - why not pay in five? Your support team is the lifeblood of your business - what better way to let them know you appreciate and value their contribution?

7. Put away the fine-tooth comb. If you've done a good job of hiring a team member, you don't need to fuss over how many hours for this or that. If you don't trust them, you shouldn't have hired them.

8. Always say please and thank you. One of my earliest lessons in business - treat everyone with respect. They may be contractors but they aren't your minions! I take time to go over every email before I send it to make sure I've said please, and I send a quick thank-you when the task is completed.

9. Let them know you appreciate them. Send a note when they've completed a big project for you, or a small gift on a special occasion. Celebrate company milestones by thanking them with a card. Be creative! Sometimes it's fun just to let them know you appreciate them, with no particular occasion attached.

10. Encourage team input. They know your business and clients perhaps better than you do! Ask them for input when you are considering a strategic change. Encourage them to offer unsolicited suggestions to improve processes, etc. - and implement them when they make sense! This also goes two ways - if you share with the team your vision for the business, your strategic goals, etc., they will be better equipped to execute the plan with you.

11. Bonus: Let my people grow! If you are like most solo entrepreneurs you are a life-long learner - and so probably are the members of your team. Give them opportunities to take on new tasks. Encourage them to make decisions and take action without asking your input (set the boundaries for this so they know when you do want to be
consulted.) Ask them what they'd like to learn, and teach them new skills. You may be surprised how much better they will be at certain things than you are!

Building a great support team takes time, effort, and caring - but you will be rewarded many times over!

Terri Zwierzynski is a self-employed business strategist and marketing consultant to solo entrepreneurs, and a grassroots promoter of the solo entrepreneur lifestyle. She runs Solo-E.com, the resource website for the self-employed which attracts thousands of solo home business owners monthly from over 100 countries on six continents (and was recently named a finalist for “Website of the Year” in the 4th Annual Stevie® Awards for Women in Business). Terri is also the co-author of 136 Ways To Market Your Small or Solo Business.

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About.com Entrepreneurs: Have you ever been fired by a client? It's painful, embarrassing and even a bit depressing when it happens. It can completely throw your confidence as an entrepreneur.

And yet, it may be the best thing in the world for both you and your client.

But why let it get to the point that they have to fire you? Don't you want to be the one in charge of the relationship? Don't you want to end it on your own terms, as much as possible?

While you may feel like you really have to hang on to the client, whether for your own cash flow or out of your sense of commitment, there are several signs that it may be time to terminate the client relationship.

In some cases, the problem really is with the client, and you should just fire them:

The client is a jerk.

Life's too short. Dealing with jerks is stressful, and if you're stressed, not only will it affect your mental and physical well-being -- it will also affect your ability to serve your other customers well. It will affect your relationships with employees and business partners. And if they're that difficult, odds are that they're not going to be a good referral source for you anyway -- they may even be a liability.

The client drains all your time.

You may have heard of the Pareto Principle, aka "The 80/20 rule". In this context, it's the idea that 80% of your profits come from 20% of your customers, while 20% of your profits come from 80% of your customers. Now I'm not suggesting you should drop your smallest clients, just the least profitable ones. Sometimes it's difficult clients, but sometimes it's the nicest ones -- the ones who can talk you into doing just a little bit more, then a little more, then more, and so on. Scope creep! Try to draw the line with your client, but if it continues, you may have to cut them off.

7 Signs It's Time to Drop a Client [About.com Entrepreneurs]

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Does just the mention of the word 'spreadsheet' cause your mouth to go dry? Do you immediately think of sums, formulae, and figures?

Well fear not any more -- I'm here to tell you that spreadsheets aren't just for sums!

I'm going to share with you my favorite top five tips on how you can use spreadsheets in your every day business to help you keep organized and on top of your work - and there isn't a formula in sight!

No.1 'To Do' List

How do you manage your day-to-day tasks? Do you have a notebook for your To Do lists and cross out each one as you go along? Or do you have little yellow post-its stuck all over the place? Is this really the best way of managing your daily tasks?

Spreadsheets are a great way for you to organise your To Do list. Set up headings in the first row and add your tasks below. You can then sort your list by any column that you choose, making it an interactive To Do list. And best of all, your list is contained in one place.

Create a shortcut to your To Do list and place it on your desktop so that you can access it easily, or just keep it open and minimise your screen each time you're not using it.

No.2 Log Registration/Password Data

Another great way to use spreadsheets is to keep track of all those websites that you've registered at, and need to insert a username and password in order to gain access to.

Even though I try and keep to the same username/password I sometimes find that a website will require you to insert your username or password in a certain way, with digits as well as letters, or a minimum of six characters etc. etc. and then it starts to get confusing remembering which username/password for which site!

Set up a spreadsheet to track key data, and keep tabs on this crucial information in one easy-to-use place. As your list starts to get longer, you can also sort your data into alphabetical order, making it even easier to find your registration details.

No.3 Create a Simple Mailing Database

Another great use for a spreadsheet is to set up a simple mailing database. Perhaps you've researched a target market and want to send them a mailing. By creating a spreadsheet to input their name, address, phone number, email address, and website you can easily keep a track of your data.

You can also use this data to carry out a mail merge via Word. Create active hyperlinks for the email and website addresses and you can email or visit their website directly from your spreadsheet.

And if you add an additional column for 'Responses' you can simply monitor your success rate too!

No.4 Track Potential Clients and Follow-ups

If you regularly have enquiries from potential clients, whether they're phone calls or directly via your website, you can set up a spreadsheet to track this data. You can see where your enquiries are coming from, which method of marketing is the most effective, and if the prospect turned into a client.

You can also add an additional column for 'Follow-up Date' and perform a sort on this column so that you know who to follow up with and when!

No.5 Monitor a Project/Activity Planning

Because spreadsheets also accept date formats they are a great way to track projects or plan activities. You can easily use autofill to create a date timeline too. Use the column headings for your dates, and the rows for your activities.

As you work along the timeline, you can hide the columns with past dates, showing only those columns for current and future dates. And if you want to be really creative, use different colours for the cells to represent different activities.

There are so many more projects that you could use a spreadsheet for that don't require you to input complicated formulae. When I was compiling this list for you, I thought of twice as many again, all of which would help you to organise your day-to-day business activities.

Online Business Manager & Virtual Assistant, Tracey Lawton, supports professional speakers, coaches, and authors to operate an efficient, organized, and profitable business. Learn how to create an efficient and organized office in 7 EASY steps, and receive free how-to articles at http://www.OfficeOrganizationSuccess.com.

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"Wisdom is the integration of thought and analysis based on accumulated
experience." Elkhonon Goldberg "The Wisdom Paradox"

Improvement starts with acceptance that a business doesn’t have to be
sick in order to get better.

Some years ago the CEO of a 3rd generation manufacturing company asked
that I conduct an evaluation of his credit operation. The company was
expanding into Europe and with the expansion came greater demands on
the ability to extend credit and cash flow. Following breakfast at my hotel
the CEO and I drove out to the factory and administrative offices. On the
drive out the CEO continued the story he’d started over breakfast. His
grandfather and father had built the business and now he and his brother,
who was the VP of sales, were trying to take the company to the next
level in growth.

We parked in the back of the building and as we walked through the
production area on the way to the administrative offices, we must have
passed by at least 20 production people…and there was silence. Not one
of the employees we encountered said good morning, hello boss or even
nodded…and neither did the CEO.

We met with the CFO, the Credit Manager, the Customer Service
Manager, and the A/R and A/P Managers…all women. The brother?,
he’d stuck his head into the room and then disappeared.

I’d ask a question of the group and as one of the women would start to
answer the CEO would butt in…soon the women shut up and the only
voices heard were mine and the CEO’s. After I broke up the meeting I
went to each member of the group individually to ask my questions.

On the way to the airport the CEO and I stopped for lunch and he wanted
to know what I thought needed to be done. I told him that his people were
approaching credit and A/R management in an old an out of date risk
management way…like many other companies. I told him that I had an
associate who in a week’s time could train his staff on our "profit "
approach and that he could help organize and document the knowledge
needed to ensure proper implementation.

The company president asked why I wouldn’t be doing the training, and I
said to him, "I don’t like you."

The man was shocked. "Why don’t you like me?", he asked. I was hoping
he’d ask and I said to him, "All the production people we passed were
brown or black and you didn’t greet any of them and on their part they
looked away from us. All the people in the front office are white and every
time one of the women in our meeting tried to say something you cut them
off as if what they had to say was of no value." I went on, "I don’t have to
look at any numbers to know that you have a high absentee and turn over
rate. Morale is bad because the employees don’t like you and that leads to
poor productivity and poor work quality. If you want to expand to Europe
you better know that those folks expect quality."

All was quiet for a few minutes and I wasn’t sure if I was going to have to
catch a taxi to the airport, and then he said, "You’re right , we keep retraining
new people and we’ve had a big problem with quality and with employees
stealing from us. My father and grandfather were loved by the employees
and they would do anything for them but neither my brother nor I seem to
have that ability." We drove to the airport in silence.

In my follow up report I suggested to the CEO that he and his brother find
themselves a GM (general manager) who liked people and wanted to be
liked in return. To his credit they found such a person and things got better,
he also had my associate out for the week.

The Point

Great Customer Service starts with great Employee Relationship Management.

It Will Make You or Break You

Marvin Minsky in his book , "Society of Mind" says that the human mind is
made up of thousands of learned agents/programs none of which on their own
define the mind, but collectively they make up the mind. Every business and
organization , including government, is a collection of people and none on their
own, including the CEO, define the organization but collectively they are the
company/organization.

Three Areas of Relationship Management

1. Employees. The highest priority is good relations with employees
because if they are unhappy your customers better look out. An
old friend once said to me, "If mama ain’t happy no one’s happy."
2. Vendors/Suppliers. Vendors are critical to your success and if you
disrespect and abuse them they’ll get even, and the word (buzz) will
get out on your company and then others will demand a higher price
to work with you,… if they‘ll work with you at all.
3. Customers. You might be able to get away with abusing consumers
because so many businesses do, because they have short memories
and because there’s a lot of them and more on the way. Business/
commercial customers are fewer in number and they have generational
memory. Get on the wrong side of a business customer and you find
that long after the reason is forgotten the bad taste lingers on.

In Closing

In human society all real meaningful change comes from the masses.
Institutions fight change even if it’s an improvement. James Russell Lowell
wrote, "He who is firmly seated in authority soon learns to think security
(their own) and not progress."

In a business change must come from the management team. Business
managers need to take time to seek out improvement or they’ll get lost in
the day to day details.

It’s up to the top managers to be leaders and set the example of what great
relationship management looks like, sounds like and feels like…and if they
can’t do it they need to get help.

Abe WalkingBear Sanchez is an International Speaker / Trainer / Consultant on the subject of cash flow / sales enhancement and business knowledge organization and use. Founder and President of www.armg-usa.com, WalkingBear has authored hundreds of business articles, has worked with numerous companies in a wide range of industries since 1982 and has spoken at many venues including the Shakespeare Globe Theater in London.

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This article is contributed by R.L. Fielding who writes regularly for Dittman Incentive Marketing.

“If only I could get people to do what I want them to do...”

How often have you thought that … or said that? And how often has the answer eluded you?

We’d love to think that employees will do the right thing and that customers will make the right choice, but since only a segment of your employees are motivated to do what you need them to do, and only some of your prospects have become customers (while the others remain only prospects), the question is … how can you get the rest of the people to see the light?

The answer lies in the “Zone of Self-Interest.” People will do the things you want if they perceive it to be clearly in their own best self-interest. And when that perception exists, you’ll be well on your way to exceeding your business goals.

Here’s How It Works

No matter what you need to accomplish, you can put a price tag on it. Some things lead to greater sales and others to lower costs. And as soon as you put a value on it, employee and customer loyalty rewards programs can help you accomplish it.

The approach is simple, and it’s proven to work. Identify a simple activity that you know to be key to your success and calculate the dollar value to you when it’s accomplished to your satisfaction…then reward it every single time it occurs. Every single time.

Every time a program participant does what you want done, he or she earns points (based on the value you’ve calculated). The points are redeemable for desirable merchandise, exotic travel, or other options. On a real-time basis, every participant can view a custom, personal statement, which details the credits and/or debits made to his/her account and the current account balance.

The Implication for You

The concept of the Zone of Self-Interest revolutionized the airline industry, then most other consumer businesses. Think about your own behavior and how it’s affected by the opportunity to earn free trips or hotel nights or merchandise for providing a seller with conscious loyalty. The rewards fall into your Zone of Self-Interest, and it motivates you to do something you normally wouldn’t do … and do it frequently.

Success breeds success. Unlike many programs that start with fireworks and finish with a fizzle, behavior reinforcement programs grow in effectiveness. With each passing day, the motivation power strengthens, and the bond between you and your program participants deepens. Simply put, a well-built behavior reinforcement program will produce more incremental revenue than it costs.

About Dittman Incentive Marketing

This article was provided by Dittman Incentive Marketing (http://www.dittmanincentives.com/), a quality leader in the field of people performance improvement. Since 1976, Dittman has helped companies achieve critical corporate goals via original, one-of-a-kind employee and customer loyalty rewards programs that inspire a sales force to sell more, customers to buy more, and others to do more.

R.L. Fielding Bio

R.L. Fielding is a freelance writer who has written on a wide variety of topics, with special expertise in the education, pharmaceutical and healthcare, financial service and manufacturing industries.

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For a solo professional having an up-to-date contact management database is one of the KEY administrative systems you have to have for your business. And, even more important, is having a system in place to create effective follow-up. Your business is built on following up leads and building relationships.

If you don’t have a contact management system in place, you will not be able to follow-up effectively with prospects, you could lose clients, and you will not be able to build your business.

Your contact management system needn’t be a ‘bells and whistles’ expensive database but it does need to be easy to use, easy to maintain, and easy for you to find your contact data. Once your contact management system is in place you need to ensure that you keep it up-to-date and are using it to follow up with prospects.

Spreadsheets are a great tool for keeping track of your contacts, but even they have their limitations, particularly if your database is starting to get very large - anything over 100 contacts really needs to be on a computerised, contact management database.

My very favourite contact management system is ACT! It really meets all of the criteria above in that it’s:

Easy to use;

Easy to maintain; and

Easy to find contacts.

And here’s a tip I have for you – you don’t necessarily need the latest version, especially if you’re going to use it just for yourself. I bought my first version of ACT! (ACT! 6.0 2004) off Ebay for $20. If you’re going to buy software off Ebay check that it’s being sold as ‘brand new and unregistered’. This was a very small investment for me to make to see if I liked the system and once I knew it was ideal I had no hesitation in upgrading to the latest version.

Keeping your contact management database up-to-date can seem a bit daunting, particularly if you have a lot of contacts. Here are my top 5 strategies for creating effective follow-up and keeping your contact management system up-to-date.

1. Update as you go along! Whenever you speak with or email a contact take a few minutes afterwards to update your database with this information BEFORE moving on to the next task. For example, did your conversation end with you promising to contact them again in a months’ time? If so, note this down and create a follow-up task there and then so you don’t forget.

2. Touch base regularly. Each month go through your database and see who you haven’t had any contact with over the last few months. Send them a ‘just getting in touch with you’ email, or call them.

3. Don’t forget good old-fashioned snail mail! Even snail-mail has gone all hi-tech. A great follow-up tool, and one that I currently use, is Send Out Cards - it's really quick and simple to use. You can choose to send either a card or postcard, and it makes for a great ‘stay-in-touch’ service. And just as simple to use as email, only more personal! You can even upload your own handwriting font to personalise your cards even more.

4. Send a newsletter. Okay, it’s not exactly personal one-on-one follow up, but it is keeping you in touch with your database. Very often your newsletter will generate a response from your reader, which means you will be able to turn this into a one-on-one communication with your contact!

5. Keep the process going! Make it a habit to update your database regularly. If you don’t get the opportunity to update your database as you’re going along (Tip #1) spend 20 minutes at the end of each day reflecting on what you’ve done during the day, who you’ve contacted, what the outcome was, and enter all of this information into your contact management system.

Follow these 5 tips and you will soon see your business start to grow through effective follow-up!

Online Business Manager & Virtual Assistant, Tracey Lawton, supports professional speakers, coaches, and authors to operate an efficient, organized, and profitable business. Learn how to create an efficient and organized office in 7 EASY steps, and receive free how-to articles at http://www.OfficeOrganizationSuccess.com.

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Common sense seems to be in very short supply. Perhaps it always was.

Even allowing for the creative and often hysterical reporting of the news media it is hard to avoid the conclusion that those making and executing laws and regulations in both Britain and the EU have taken leave of their senses. A previous culture of personal responsibility seems to have changed into a culture of dependence and blame.

Not, of course, entirely, but significantly.

This is wholly understandable. A society that rewards the feckless and punishes the responsible must expect the message to be understood and acted upon. Perhaps our rulers have forgotten that true compassion - indeed, true love - involves helping people to achieve and maintain their independence. Removing independence is theft of the most precious possession we have.

So far this sounds more like a political speech on behalf of the British Fascist Party than a basis for discussing what people need to learn. I make these points, however, because unless our education system starts with the right premise, everything else that it does will at best be ineffective and at worst be damaging.

I don't need to tell you the difference between education and training, between knowledge and reflection, between information and thought. So I'll skip the bit about facts, passing exams, exam marking and the roulette wheel of teachers who can (and those who cannot) forecast the likely questions with reasonable accuracy. I'll omit the scathing references I would have made about people who decry the Arts subjects. I'll nod only briefly towards the words of George Santayana (1863-1952) 'Those who cannot remember the past are condemned to repeat it'.

I'll go on to why what we need to learn has changed so much and so recently.

My first point is that in the past few years and with considerable Government help, we have come to understand better the relationship between body and brain. If there is a work / life balance to be struck there is also a body / brain balance in need of attention.

Today we are at the threshold of understanding the mind. We have not got there yet but we will, and reasonably soon if I am not much mistaken. We have started to appreciate that the mental prisons we often feel trapped in are largely of our own making. We are all capable of much more than we thought.

Such potential brings with it the responsibility to use well the resources we manipulate and to learn a new view of the time over which we manipulate them. Strangely, our Victorian forebears had a better sense of this aspect of time than we do. They invested for what they saw as the future; we invest for the next annual - or half-yearly, or quarterly - sometimes even monthly - profit results.

Proper planning has never been so important and never so neglected.

Second, we need to learn the basic skills of interpersonal communication - or social intercourse, if you like. Whether you were in favour of invading Iraq or against it I think we can all agree that in the 21st Century settling disagreements by thuggery is an admission of failure on a breathtaking scale. But that thuggery doesn't originate in the White House or Downing Street, it originates in Coronation Street, in your local town, the nearby neighbourhood, in the way we speak to a traffic warden, in the way officials deal with us.

Have you noticed how people seldom ask questions of each other these days?

Maybe they think it's intrusive or not very polite. At a time when many of us are going to spend more time in front of our computers we need to improve our social intercourse and change it from the drinks party or the Friday night booze-up to intelligent, informed discussion laced with that unique ability we have to be amusing about serious matters.

Some races have always been rather inhibited about asking questions. We cannot afford such inhibitions any more. It leads to a collection of floating islands, not to a society.

Third, we need to learn the joy of work. We've separated work and leisure to the point where work is seen as bad and leisure is seen as good. But everyone knows that too much of either is wrong. To do this we must make work joyful, not always easy when rough conditions, noisy machinery, inconsiderate bosses, rapacious shareholders demand effort and forbearance that is above and beyond normal duty. For all that, work must become a place of joy.

We seem to have failed to learn that the true satisfaction of a job well done is not in dollars but in the heart of the person doing it. In my mentoring the simple and true story of Alf Tuck, the man who came to thatch the cottage roof, has transformed the attitudes of hundreds of people towards their work.

If you want to know it, please ask me by email, and I will send it to you.

Fourth, we need to reconsider what facts we need to know. Five years ago it was important to know quite a lot of facts. Today we need to know different facts:

- how to access and store information on the internet

- how to discriminate between right and wrong information and good and bad sources

- how to reflect on the facts we learn; facts by themselves are like random numbers; they only

- become useful when we interpret them and make decisions based on them.

Fifth, our civilisation is based on trust. That trust is based on truth, a commodity in very short supply at present. No truth, no trust. No trust, no society. There will never be perfect truth and we have to learn to distinguish between truth, lies and hyperbole. If we do not understand and accept the relevance of truth for our very existence, our society will increasingly fail.

There are many other things we have to learn, of course. These are, to my way of thinking, the five essentials. They are at present being neglected in favour of doubtful academic awards.

If you agree with my very brief summary of what people need to learn today there is one remaining question: where do we get the teachers to do it?

That's my question to you.

John Bittleston blogs at TerrificMentors.com, a site that provides mentoring for those who wish a change in career or job, wanting to start a business or looking to improve their handling of people (including themselves).

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