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Resources

customer-centric

  

Definition

An approach to doing business in which a company focuses on creating a positive consumer experience at the point of sale and post-sale. A customer-centric approach can add value to a company by differentiating themselves from competitors who do not offer the same experience.



http://niadatv.com/webb/motivator.htm

Executive Fun

Play around have some fun!

 

Test your executive skills click here

 

 

 

Formula for Success

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Plan/Goal           

Plan, organize, conceptualize, actualize and control specific, measurable, attainable, realistic, and timely goals that have a start date and completion date.

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People                        

The people we hire, fire, train, market to and surround ourselves with.

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Process                 

The leadership process, management process, and sales processes that we select and maintain.

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Activities            

The actual work of doing, actions, not promises.

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Measurement   

When we measure, we have the option of having accountability and we know where we are compared to where we want to be, showing us the Gap.

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Control               

So, if we are not happy with the outcome, we must look to controlling, the Plan, the People, the Process, the Activities and the Measurement to change the outcome.

 

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Outcome   
We cannot manage the outcome, it is in the past.

 

 

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Take the Personality  Myers Briggs Type Indicator

 

Jung test.

 

click here

Myers Briggs Type Indicator - MBTI

Myers-Briggs

 

The MBTI was developed by Isabel Briggs-Myers (1897 - 1979) and her mother Katherine Cook-Briggs.

It is based on the work of Carl Jung and particularly his book Psychological Types.

Essentially within the MBTI there are 16 types and a survey will tell individuals which type they are most like.

In a team building setting the objective of experiencing the MBTI might be: 'to raise awareness and increase understanding of yourself and others in your team and to value the differences between you.

At the end of the workshop you will write a personal action plan which will contribute to you and your team's development.'

In MBTI there are four polar extremes with a description at each end. These are:-

  • Extrovert to Introvert (E to I)
  • Sensation to Intuition (S to N)
  • Thinking to Feeling (T to F)
  • Judging to Perceiving (J to P)

 

In completing the Myers Briggs Type Indicator a participant will end up with a score between the two polar extremes that will define their preference.

A person will have a tendency to be either an Extrovert or an Introvert but cannot be both.

At the end of the survey each participant will have a profile, for example ESTJ if the preferences are those on the left of the above list.

Thus there are a total of 16 different end profiles.

The following are pointers to the behaviours associated with the four Myers Briggs functions relevant to team building and communication.

There is much more to each of the functions than is covered here, indeed whole books have been written about the differences between introverts and extroverts.

However, these short descriptions are an overview fitting the theme of this website.

 

Extroverts & Introverts

Extroverts do not know what they are thinking until they say it.

As they speak things become clearer to them, so they may change direction as they speak.

Introverts, on the other hand, need to think things through.

If immediate discussion is thrust open them they become uncomfortable and confused, as they need to go away and consider.

 

Sensors & Intuititives

Sensors use specifics such as facts, dates and times.

Problem definition is important and they are irritated by vagueness.

Intuitives see specifics as limiting and look at the big picture.

They may agree with specific details presented by an 'S' but can only understand the 'whole'.

 

Thinkers & Feelers

Thinkers will set their emotions to one side so that their feelings will not enter into the logical analysis of a situation.

They will not make an immediate decision, preferring to step back from a situation to analyse facts and information.

Feelers are 'people people' and judge situations on a personal level taking into account personal values.

'Fs' are often torn because they are able to see both sides of any situation.

 

Judgers & Perceivers

Judgers favour exactness.

They want to know how long things will take, stay on track and they seek closure.

They will make an appointment for 4.30 and arrive at 4.29.

Perceivers will put off the final decision for as long as possible.

They favour tolerance and open time frames.

 

 

Interpretation

People polarise towards these preferences in varying degrees.

In some people the preference is so small as to barely influence their behaviour.

In others it is so strong that it is defines their approach to life.

The Myers Briggs Type Indicator shows this and helps people to understand themselves and the others within their team.

The interaction between the Myers Briggs types will shortly be covered on this website; for example how 'Es' see 'Is' and vice versa.

Descriptions of the 16 types will also be added; for example ESTJ, INFP, ESFP etc.

 

 

 

 

The Forgetting Curve

 

 

Forgetting Curve

 

 

Curve of Forgetting

The Curve of Forgetting describes how we retain or get rid of information that we take in. It's based on a one-hour lecture.

On Day 1, at the beginning of the lecture, you go in knowing nothing, or 0%, (where the curve starts at the baseline). At the end of the lecture you know 100% of what you know, however well you know it (where the curve rises to its highest point).

By Day 2, if you have done nothing with the information you learned in that lecture, didn't think about it again, read it again, etc. you will have lost 50%-80% of what you learned. Our brains are constantly recording information on a temporary basis: scraps of conversation heard on the sidewalk, what the person in front of you is wearing. Because the information isn't necessary, and it doesn't come up again, our brains dump it all off, along with what was learned in the lecture that you actually do want to hold on to!

By Day 7, we remember even less, and by Day 30, we retain about 2%-3% of the original hour! This nicely coincides with midterm exams, and may account for feeling as if you've never seen this before in your life when you're studying for exams - you may need to actually re-learn it from scratch.

You can change the shape of the curve! Reprocessing the same chunk of information sends a big signal to your brain to hold onto that data. When the same thing is repeated, your brain says, "Oh - there it is again, I better keep that." When you are exposed to the same information repeatedly, it takes less and less time to "activate" the information in your long term memory and it becomes easier for you to retrieve the information when you need it.

Here's the formula and the case for making time to review material: Within 24 hours of getting the information - spend 10 minutes reviewing and you will raise the curve almost to 100% again. A week later (Day 7), it only takes 5 minutes to "reactivate" the same material, and again raise the curve. By Day 30, your brain will only need 2-4 minutes to give you the feedback, "Yes, I know that..."

Often students feel they can't possibly make time for a review session every day in their schedules - they have trouble keeping up as it is. However, this review is an excellent investment of time. If you don't review, you will need to spend 40-50 minutes re-learning each hour of material later - do you have that kind of time? Cramming rarely stores information in your long term memory sucessfully, which makes it harder to access the material for assignments during the term and exam preparation.

Depending on the course load, the general recommendation is to spend half an hour or so every weekday, and 1.5 to 2 hours every weekend in review activity. Perhaps you only have time to review 4 or 5 days of the week, and the curve stays at about the mid range. That's OK, it's a lot better than the 2%-3% you would have retained if you hadn't reviewed at all.