What Type of Cell Phone User Are You?

By Nancy Friedman

It's common knowledge that fellow cell phone users can be pretty annoying. It seems as though most people have a pet peeve or two about them. In our travels, we have found that there are a variety of “Cell Phone Personalities.” Read on and see which one applies to you.

1. The Head Turner: The head turner looks as though his head is on a spindle of some sort. As he talks, he is constantly looking around. We're not sure what he's looking for, but we think he wants to see how many people are watching him as he's talking on his phone. "Hey look!! I have a cell phone. I'm unique." It's as though he doesn't realize most everyone has a phone now and no one is interested in his. Trying to be a big shot is making him a sad spectacle.

2. The Shouter: This poor soul thinks everyone is hearing challenged. His voice projects three times the normal amount needed. It's obvious he isn't able to hear how loud he is. And the shouter doesn't seem to realize that his phone already amplifies his voice, so he really doesn't need to shout at all.

3. The Secret Talker: The good news is he talks quietly, but he covers his mouth over the receiver and it looks as though he's delivering information for the CIA, while his eyes dart around from side to side.

4. The Corporate Cliché Meister: This person uses buzzwords & clichés to impress those around him. "Well, just tell Bill to keep me in the loop. We need to run this concept up the flag pole to see if anyone salutes it. When we go live, the entire project represents a real paradigm shift into the B2B space. I mean this would really connect the dots and help us build synergies for all of our stakeholders. I just hope we don't get any pushback."

5. The Useless Call Maker: This user is a phone freak. He's hardly ever off the cell phone. He's making useless calls...one after the other. You can normally find the useless call cell phone user on an airplane making astute comments such as, "Hi, we haven't left yet. Ok, Bye." Or "Hi, we just landed. Ok, see you." Not sure why these useless calls couldn't wait till he was off the plane.

6. The Crazy Talker: Well...it looks like he's crazy. This is the hands free user. You see and hear him walking and talking loudly, head bobbing up and down, but there's no one around. So naturally you either think he's talking to you (uninvited) or you think he's talking to himself. Either way...crazy. Too bad people can't see how they appear to others. Use those things in the car, on the side of the road, for hands free operation; not in public.

7. The I Don't CARE Where I Am or Who You Are...I Have a Phone Call to Make or Take: This cell phone user makes and takes any and all calls anywhere he pleases declaring, "This land is MY land." My rights count, yours don't. Funeral? Restaurant? At a play or recital? As it rings, he quickly (and insincerely) says, "Sorry about that."

8. The Stalker: This type of cell phone user has all his speed dial numbers directed only to YOU. He calls you a lot just to talk. Problem is...he has the time...you don't. And you don't know how to tell him not to call so much without hurting his feelings. Hmmm, how do I get an unlisted cell phone number?

9. The My Ringtone is Better Than Your Ringtone: Download heaven here. This user has gone to great lengths to get a ringtone that is unique. And with this, they let it ring longer than normal, just so you can hear this special ditty!

10. The Generic Cell Phone Ringers: One phone rings...10 people in the area check their cell phones to see if it's their phone. (Is that mine?)

11. The Cell Phone Driver: Pick one...not both. Drive or talk. You can't do two things well at the same time. How scary to look in the rear view mirror and see a delivery truck tailgating you, with the distracted driver on a cell phone.

12. Right Hand/Left Ear: Just REALLY looks uncomfortable (and odd).

13. The Considerate Cell Phone User: This RARE person has a high regard for others and their personal space. When he makes or takes a phone call, he removes himself from the table or whatever area he's in and takes or makes the call in a private area so as not to disturb anyone.

Nancy Friedman is president of Telephone Doctor®, an international customer service training company headquartered in St. Louis, Missouri, specializing in customer service and telephone skills. She is a KEYNOTE speaker at association conferences and corporate gatherings and is the author of four best selling books. Call 314-291-1012 for more information or visit the Web site at www.telephonedoctor.com.

Published in Networking Today, July 2005.

The Ten Traits of Legendary Leaders

By Barbara Bartlein

What is the difference between leaders that are great and other leaders? This is an area that has been studied by many writers like John Kotter in The General Managers, Warren Bennis in On Becoming a Leader, and Burt Nanus in Visionary Leadership. But after consulting with dozens of CEO’s and executives in Fortune 500 companies, here are the ten traits that we have seen most often with great leaders. Legendary leaders:

1. Seek significance (people) rather than success (money). Great leaders are focused on people; their families, employees, and customers. They evaluate each initiative, plan and decision as to the impact on these key stakeholders. People are consistently put first at work and at home.
   
   
2. Serve a purpose rather than achieve results. In a corporate world where quarterly results and profits are the barometer of success, effective leaders resist the pressure for immediate gratification and focus on long term purpose. They evaluate new product and services based on the needs in the marketplace and how they can improve the lives of the users.
   
   
3. Focus on “what can I give?” rather than “what can I get?” Great leaders follow a philosophy of abundance. They know that the more they give, the more that returns. Instead of fighting to get a bigger piece of the pie, they work to make the pie larger.
   
   
4. Do the right thing regardless of the outcome. Legendary leaders listen to their guts and follow a moral compass. With a high value on creativity and intuition, great leaders take time each day for reflection and meditation. They know that creativity does not take place in a cluttered mind.
   
   
5. Expect in advance for things to go wrong. Problems are not only anticipated they are sought out by great leaders. They know that every computer conversion, new product launch and corporate initiative will result in glitches. They openly communicate this to staff so all are comfortable with change and, at times, ambiguity.
   
   
6. Redefine failure for learning. When things do go wrong, effective leaders view these times as opportunities for learning. They analyze and evaluate what could be improved, re-designed, or scrapped. They actively encourage those around them to also participate in a “learning” process and recognize that experimenting is essential for knowledge.
   
   
7. Resist “urgency addiction.” The bane of multi-taskers, great leaders resist the addictive tendency to run around putting out brush fires rather than staying focused on what’s important. They avoid the caffeinated tyranny of the urgent to follow through and complete what is truly significant. They guide others in the organization to resist the “hop-scotching” that decreases productivity.
   
   
8. Stay focused on vision. Like a rudder for a ship, vision guides effective leaders each day, week, and month. They communicate the vision for the organization frequently so all employees understand and can implement what is important. They have employees and customers participate in the vision and direction of where the organization is going to increase loyalty and commitment.
   
   
9. Do not take rejection personally. Great leaders don’t spend time keeping score or worrying about their popularity. They know that the key to success is the recognition that they will never please everyone. With careful consideration they listen to feedback, especially unpopular opinions. They know that this may offer some of the most valuable insights.
   
   
10. Keep a sense of humor. A healthy funny bone allows the great leader to maintain balance, reduce stress, and enjoy each day. They communicate the humor to their team and employees, which sets a positive tone in the organization. The legendary leader knows that happy employees provide effective customer service, are likely to stay long-term, and recruit other positive employees to join the team.

Sign up for Barbara's FREE email newsletter at www.barbbartlein.com.

Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com. Published in Networking Today, July 2005.

Your Greatness is at the End of Your Comfort Zone

By Janet Christensen

A couple of months ago I started working with a personal trainer at the YMCA. I took this bold step for a few reasons:

• I have arthritis in my knees and to avoid injections of foreign substances and surgery I thought I would try exercise, even though I thought it might be just as painful.
• I wanted to feel more energetic and increase my fitness level.
• I wanted to get rid of my “flabdominals.”
• I was spending money on a Y membership yet was having trouble making time to get there.
  
• I know that being accountable to someone else will motivate me to do it – make the appointment and I will show up.
• I decided to try to the “burn more calories than what you take in” approach to weight loss.
  

When I completed the application form for personal training I listed my preference for a woman trainer, thinking that a woman would relate more readily to a mid-fifties woman and my obvious limitations to becoming lean and fit. I knew very well my list of reasons why I could maybe only get a little fitter and toned – I was too old to really take this seriously, after all, I'm a grandma, my body is showing signs of age with arthritis, and I am “getting up there.” I was not going to expect miracles; it was much smarter to limit my expectations.

The first challenge to my expected outcome was the call from Russ Hicks, a mid-20's personal trainer and registered massage therapist who called me from the Y. Where did my mature woman trainer that I had imagined go? I went along and met with Russ, fully intending to politely assert my need for a “woman.” However, Russ' enthusiasm and qualifications as both a trainer and RMT impressed me and I committed to twenty sessions with him.

Two months have passed and I have surpassed many of my perceived limitations. Russ has cleverly figured out that I can be competitive at times and he has used this to challenge me to exceed what his other clients can do – even the younger ones! He started me off slowly, building up my confidence, endurance, strength, and abilities. In just a few weeks, I find myself amazed at what I can achieve and how energized I feel. Russ believed in my abilities and what I could do before I did. He encourages me and sets the bar a little higher every time. If someone had told me when I started out that I would be doing three sets of one hundred and twenty abdominal exercises alternating with twenty-five push ups as the start of my workout, I would have told them “no way!” yet I am doing just that.

I joke with Russ that he must stay awake at night thinking of new ways to torture me, and I say that I am going for my appointment with “Attila the Hun” to my family. Joking aside, if had a trainer who would be willing to settle for my limitations, I would be shortchanged. It has not escaped me that I was also deluding myself to think a woman trainer would buy into my theory in the first place.

Not only have I benefited from becoming more fit, flexible, and energized, I have learned a valuable lesson about the dangers of limiting thinking. I was willing to settle for far less than I was capable of because I placed limits on myself and did not want to move out of my comfort zone. Now my idea of what I can achieve has expanded and I realize that my greatness is at the end of my comfort zone – not just in my physical fitness, yet in all areas of my life.

So now instead of limiting myself because of my age, I will venture forth saying “I'm fifty-something, fit, fabulous, and flirting with the edge of my comfort zone.” Your greatness is at the end of your comfort zone!

Janet Christensen passionately inspires potential as a professional speaker, Passion Map facilitator and writer. She can be reached through her company Unlimiting Potential at (519) 434-5397 or toll free 1-888-779-3061 fax (519) 434-8344 email info@janetchristensen.com Web site www.janetchristensen.com. Published in Networking Today, July 2005.

Software Tips & Tricks Shortcuts in Project

By Laura Noble

Changing Format of Resource Labels on Gantt Chart in MS Project:
In the Gantt Chart view of a Project file, the resources assigned to a task will be displayed with the resource's full name.

For tasks with multiple resources, this can make the chart crowded.


Resource labels can be changed to initials versus names to save valuable space in the chart.

1. Select all tasks.
2. From the Format menu select Bar. Click the Bar Text tab.
3. Click the drop-down arrow of the Right row and select Resource Initials.
   
4. Click OK to accept changes. Resources labels will now appear as shown in the following sample.

Changing the Task Start/Finish Date Using the Pop-Up Calendar in MS Project: The pop-up calendar in MS Project is a quick way of changing the Start/Finish dates for tasks, if you know how to use it properly.

Change the month by clicking the displayed month and a drop-down list of months will open (see the sample below).


Click on the required month from the list. Change the year by clicking on the displayed year and a "spinner" box will open (as shown in the sample below).
Click the appropriate arrow to move to the required year.


Stay tuned to Networking Today in the coming months for more Software Tips & Tricks from Noble Software Solutions.

Laura Noble is the owner of Noble Software Solutions. Laura can be contacted at 519-680-2689 or by email at lnoble@noblesoftwaresolutions.com. www.noblesoftwaresolutions.com

Published in Networking Today, July 2005.

Recruit Your Way to the Top! Part One

By John Boe

Essentially, a sales manager's primary responsibility is to recruit, train, and motivate his or her sales force to achieve peak performance. Of these three vitally important tasks, recruiting is the least understood and by far the most challenging.

When you recruit the right person you will find that he or she is self-motivated and eager to train. On the other hand, if you hire someone that is not suited for the position, you'll experience low morale, high turnover, and find yourself constantly in the training mode.

While there's no perfect system that can guarantee you'll hire the right person every time, there are fundamental guidelines you must follow if you expect to recruit your way to the top!

Are You a Buyer or a Seller?

It pays to be patient and selective during the interviewing process. Obviously, what you're looking for is a hard-working, self-motivated, team player and not just a warm body to fill the position. By approaching the interviewing process with a buyer's mentality, you're more likely to maintain your objectivity and hire a long-term top producer.

During the initial interview, the vast majority of sales managers have a tendency to oversell the position. These well-meaning managers make the fundamental mistake of describing the sales profession in its most favourable light by over-emphasizing the compensation potential and understating the inherent challenges.

Buyers understand the importance and the responsibility of being straightforward and laying all of their cards on the table. They know through experience that it is better to run the risk of scaring off a prospective hire than to face a disillusioned salesperson after the fact. Buyers tell it like it is by emphasizing the demanding aspects of the sales profession such as rejection and hard work. By placing a few roadblocks and challenges in front of a prospective hire you are able to check his or her interest and validate their resolve.

The Process Makes the Difference

You'll never see a bad résumé. Buyers understand the absolute necessity of doing a thorough reference check. In addition to the standard questions regarding character and work ethic, it's always a good idea to ask his or her reference, “In your opinion, if (candidate's name) were to fail as a salesperson, what do you think the reason would be?” This question is never anticipated and frequently invites the most insightful discussion.

I strongly recommend that you use a checklist, because it allows you to stay on message and helps you to remember important questions. Relying on your memory is a poor business decision and will normally come back to haunt you. Take good notes throughout the interview. If you talk more than you listen during an interview, you're a seller and not a buyer.

As a manager there are several benchmark questions you need to keep in mind during the interviewing process. Ask yourself, does the candidate make a favourable first impression and would you want this person working for your competition?

You would be fooling yourself not to anticipate that your prospective hire has been coached and is well prepared for a standard office interview. With this in mind, I suggest that you conduct two formal interviews followed by a social interview. The initial interview is designed primarily to probe for general suitability such as punctuality, communication skills, financial stability, and evidence of past success. It’s been said that both success and failure leave a trail. Look for past experiences where they have faced difficulties and have shown the resiliency to bounce back. This approach lends itself to a valuable discussion about the necessity of being self-motivated and maintaining a positive attitude in the sales profession.

To allow for reflection, temperament testing, and verification of references, I would advise a minimum of one week between interviews. Consider setting up some hurdles between the first and second interviews that will allow you to measure interest and personal responsibility. When I was a sales manager, I would invite both my potential hire and his or her spouse out to dinner or to a sporting event. When you're interviewing a salesperson for a commission-based position, it's imperative to check for spousal support.

In Part Two of this article, discover my favourite eight interview questions, to recruit your way to the top!

John Boe presents a variety of training and motivational programs for meetings and conventions. John brings over twenty years of experience as an award-winning sales trainer to the platform. His programs are unique, consistently well received, and get results. Visit www.johnboe.com for more information.

Published in Networking Today, July 2005.

Networking Isn't Just Meetin' & Greetin’

By Karen Susman

Several executives have hired me to coach them individually on networking skills. All know how to meet, greet, shake hands, chat, and ask for business cards. We're working now on advanced networking. Even if you haven't mastered meetin' and greetin' yet, consider the importance of:

1. Increasing your visibility by writing articles, speaking and volunteering.
   
   
2. Asking your customers' opinions.
   
   
3. Being a central clearinghouse of information for your customers and co-workers.
   
   
4. Using your office for an art show or offering it as a meeting place.
   
   
5. Surveying your customers.
   
   
6. Asking for and giving referrals.
   
   
7. Creating an e-mail signature line or paragraph that promotes you and your services.
   
   
8. Training customers and co-workers in your area of expertise.
   

Karen Susman is a Speaker, Trainer, Coach, and Author of 102 Top Dog Networking Secrets. Karen works with organizations that want to maximize performance. Programs include Humour at Work; Balance In Life; Networking Skills; Presentation Skills; and Building Community Involvement. Order new guidebooks on humour, networking, time management, and community involvement by calling 1-888-678-8818 or e-mail Karen@KarenSusman.com.. www.KarenSusman.com. Published in Networking Today, July 2005.