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| Are You Too Nice A Boss? | |||||||||||||
| At a time when many people are spending more time in the office than at home with family or friends, it's tempting to look toward colleagues (both juniors and superiors) for camaraderie and companionship. Add to that a 2004 Gallup poll which found that workers who are friendly with their bosses are 2.5 times more likely to be satisfied with their job, and it's clear that there are real benefits to befriending employees. But the downside to letting work relationships get too familiar is that it has a greater tendency to harm--impacting your employee's career, your reputation as a boss and the company's bottom line. | |||||||||||||
| [Full Article] Jul-29-2009 | |||||||||||||
| Facebook Used at Work: What's Next, Personal Phone Calls | |||||||||||||
| A recent report revealing that nearly half of office workers visit Facebook during the day shouldn't be cause for concern amidst the corporate ranks. In fact, many of these people remain ahead of their employers in understanding how people will communicate with one another in the future. Any new technology in the workplace brings an initial dip in productivity. When offices added telephones and later e-mail, people contacted friends and family, interacting with them during business hours. In fact, they still do so today. | |||||||||||||
| [Full Article] Jul-29-2009 | |||||||||||||
| Call Center Site Selection Strategies | |||||||||||||
| You're relocating your call center or starting up a new center. After narrowing your choices to one or two areas based on labor availability and total costs (and choosing designs and standards for your center's decor, furniture and lighting), the real challenge emerges: finding the right space at the right price at the right time. Tight time frames (under 90 days) mean a slimmer selection; while six to nine months should increase your selection pool. You can still meet a tight time frame, but you'll still want to consider all the strategies here--and be prepared to devote heavy resources to the project so that corners don't get cut in the rapid decision-making process. | |||||||||||||
| [Full Article] Jul-29-2009 | |||||||||||||
| Feeling the Heat: The Effects of Performance Pressure | |||||||||||||
| Why do some teams fail to use their members' knowledge effectively, even after they have correctly identified each other's expertise? This article identifies performance pressure as a critical barrier to effective knowledge utilization. Performance pressure creates threat rigidity effects in teams, meaning that they default to using the expertise of high-status members while becoming less effective at using team members with deep client knowledge. | |||||||||||||
| [Full Article] Jul-29-2009 | |||||||||||||
| Can Your Staff Think? | |||||||||||||
| Often times I find the staff of businesses don't know how to think beyond pre-described processes. When they get a question outside the norm, they just seem to shut off their brain, resulting in either no sales where there could have been one, or elongating the buying process if they could just think. Are you making it difficult for your customers to buy what they want to buy because your systems and non-thinking employees are preventing customers from parting with their money? | |||||||||||||
| [Full Article] Jun-07-2009 | |||||||||||||
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