Now this all sounds very basic ...and many of know, it all out there will say "I have it all worked out". This is one of the biggest mistakes anyone can make. An inadequate Process is generally THE primary cause for the high levels of failure in business. Statistics show that 98% of Network Marketers fail, 96% of Affiliate Marketers fail, and only 1-in-20 businesses survives and prospers beyond 3 years. Often people will say "I was under-funded" or "the market was not ready". Fact is, if you have a sound Process in everything you do, you can avoid failure.
The Managing Your Risk ... and Profits Guide in the Full Program provide a simple premise which you MUST incorporate into your Process:
“Yes, I am willing to spend a little bit to find out, but I am not willing to put my whole business at risk”
When your Process incorporates principles like this, the word failure no longer exists. Rather you have executed a function as part of your Process and can build your business in line with your funding and market acceptance. If you're funding is insufficient or there is no market acceptance, then your Process will ensure you don't go charging ahead throwing good money after bad. Rather, it will help you formulate an alternative strategy for getting to where you want to go.

How can I tell if my best employees are getting ready to leave?
Why would they want to leave?

How can I keep them?This article looks at how to tell if you're in trouble, and what to do about it

Top 10 Clues Your Best Employees are Leaving

* They start dressing better
* They take lunches at different times
* Their production drops off
* They seem "quiet" or "down"
* They request vacation one day at a time
* They are "sick" more often
* They stop championing their positions
* They stop volunteering
* They get more incoming phone calls than usual and number 10
* They ask you for a reference

Why Would They Want To Leave?

Most
employees cite "money" as their reason for leaving. In some cases this
is true. However, we know that money is a satisfier, not a motivator.
As long as an employee receives what they consider adequate
compensation, more money won't buy more production. And lack of more
money won't drive them away. Many departing employees use money as
their excuse for leaving because it is a "safe" answer.

How Can I Keep The Good Ones?

People
stay with something until the pain of staying exceeds the expected pain
of leaving. Most people who are really good at something have a low
'pain of leaving' because they know they can find something else. The
trick to keeping them is to minimize the 'pain of staying'.

The
factors that add to the 'pain of staying' are well documented. People
who are under appreciated or unchallenged won't stay around long.

One day all the employees reached the office and they
saw a big advice on the door on which it was written:

"Yesterday the
person who has been hindering your growth in this company passed away. We invite
you to join the funeral in the room that has been prepared in the gym".


In the beginning, they all got sad for the death of one of their
colleagues, but after a while they
started getting curious to know who was that man who hindered the growth of his
colleagues and the company itself.

The excitement in the gym was such that security agents
were ordered to control the crowd within the room.

The more people reached the coffin, the more the excitement heated up.


Everyone thought: "Who is this guy who was hindering my
progress? Well, at least he died!".
>

One by one the thrilled employees got closer to the
coffin, and when they looked inside
it they suddenly became speechless. They stood nearby the coffin, shocked and in silence, as if someone had touched the deepest part of their
soul.


There was a mirror inside the coffin: everyone who
looked inside it could see himself.

There was also a sign next to the mirror that said:

"There is only one person who is capable to
set limits to your growth: it is YOU.
You are the only person who can revolutionize your life.
You are the only person who can influence your happiness, your realization and your success. You are the only
person who can help yourself.

Your life does not change when your boss
changes, when your friends
change, when your parents
change, when your partner
changes, when your company changes.
Your life changes when YOU change,
when you go beyond your limiting beliefs, when you realize that you are the only one
responsible for your life.

"The most important relationship you can
have, is the one you have with
yourself"


Examine yourself, watch yourself. Don't be afraid of
difficulties, impossibilities and
losses: be a winner, build yourself
and your reality.


The world is like a mirror: it gives back to anyone the
reflection of the thoughts in which one has strongly believed.


The world and your reality are like mirrors laying in a
coffin, which show to any individual
the death of his divine capability to imagine and create his happiness and his
success.

It's the way you face Life that makes the difference

I recieved this writing in my mail box,I am sure you will like this.

Have a nice day!

The survey also examined various regional differences as they relate to job tenure. In both North America and EMEA (Europe, Middle East and Africa), recruiters agreed that two years is the minimum acceptable amount of time to stay with one employer. In South
America and Asia Pacific, however, one year is the minimum amount.The rapid pace of growth and hiring in these emerging regions is likely responsible for this difference.

When asked why executives leave companies after short periods of employment,bad cultural fit emerged as the leading reason in both South America and Asia Pacific, whereas responses were more mixed in North America and EMEA. Finally, recruiters worldwide agreed overwhelmingly (87 percent) that executives should disclose that they worked somewhere for a short amount of time, rather than omit the position from their
CV/resume.

      1)      Project
Manager is a Person who thinks nine women can deliver a

baby in One month.



2) Developer is a Person who thinks it will take 18 months to deliver a baby.



3) Onsite Coordinator is one who thinks single woman can deliver nine

babies in one month.



4) Client is the one who doesn't know why he wants a baby.



5) Marketing Manager is a person who thinks he can deliver a baby even

if no man and woman are available.



6) Resource Optimization Team thinks they don't need a man or woman;

they'll produce a child with zero resources.



7) Documentation Team thinks they don't care whether the child is

delivered, they'll just document 9 months.



8) Quality Auditor is the person who is never happy with the PROCESS

to produce a baby

Managers are jeopardising the security of company information by sending and exchanging unsecured confidential information in email sent to shared Inboxes. According to a survey released today, this results in 82% of personal assistants (PAs) reading confidential information in error.

These startling findings come from new research examining email behaviour among 300 senior PAs of 250 companies. The survey underlines that there is now no so such thing as a confidential email and bosses are putting their Personal Assistants (PAs) at risk by exposing them to sensitive data.

Conducted during 2006 by Mesmo, leading European consultants in email management and etiquette, the research examines who controls the email inbox in the PA/manager relationship and how their managers behave as email users.

The results highlight that although many executives manage their own email (often by remote devices such as a Blackberry) most hand over their inboxes to their PA when they are out of the office or in meetings. Half (50%) of very IT savvy (Gold) managers leave the inbox entirely in the control of their PA, closely followed by 40% of IT confident (Silver) users and a massive 75% of basic IT users (Bronze).

Managing Partner and founder of Mesmo, Monica Seeley, commenting on the survey at a recent email best practise workshop for PAs of FTSE companies in the UK, said: “With proper guidelines and training, shared inboxes need not be a problem. But human error is creating real security breaches.”

She explains that although these PAs have been given permission to manage their bosses’ inbox, they are receiving confidential material as open documents rather than password protected attachments. Indeed only 15% of companies have a policy regarding confidentiality. “Too many companies think that putting a confidentiality notice at the foot of an email protects them. By the time most people see the notice it has already been read. Similarly, putting ‘confidential’ in the subject line will not keep the contents secure if the recipient has their reading preview pane open.”

The survey shows that almost all senior executives jeopardise email security from time to time. But it is the ‘Silver’ users who are the worst offenders. These are confident IT users who share their inbox with their PA. They send or exchange confidential materials in emails without password protecting or encrypting them.

These Silver level executives also download company material – often highly confidential and commercially sensitive information onto memory sticks, or iPods – which are all too easily lost or copied. Results identified that even in companies with a policy, 9% of managers are still downloading material and even 13% of PAs admitted to downloading onto memory sticks to give confidential materials to their bosses or for them to work from home.

Although the survey showed that the majority of companies have ‘Acceptable User’ (AU) policies for the Internet, only a third provide proper email guidance. Even fewer keep them up to date or actively enforce them. Similarly, although (51%) of companies have a formal procedure in place regarding shared inboxes, 82% of assistants admit to reading confidential information in error.

Mesmo is calling for companies to develop a new procedure for managing joint in-boxes safely both for the protection of the PA, the manager and the security of the company. She recommends that an email charter on confidentiality is not only agreed and communicated to all staff but that measures are taken to ensure that all staff comply with the charter.

Underlining the need for this approach, Mesmo’s, Monica Seeley said that a smaller piece of research she had just completed showed that over a quarter (28%) of the companies surveyed have had to defend themselves from litigation as a result of careless email. In the same sample, 29% of companies admit to having email policies of some sort but none of them had undertaken any national education or training of their workforce.

Confidential information sent in emails is now commonplace. Most organisations have policies to prevent general breaches of confidentiality but not enough is being done at the personal level. Whiles PAs may be guilty of reading confidential material, it is their managers and senior bosses who are the weakest link because they disseminate confidential material without adequate security protection.

It was once assumed that motivation had to be injected from outside, but it is now understood, that everyone is motivated by several, differing forces.

Avoid delays. They make people lose interest and make them lethargic.

Achievement motivation is the drive to pursue and attain goals. An individual with achievement motivation wishes to achieve objectives and advance up the ladder of success.

Affiliation motivation is a drive to relate people on a social basis. A person with affiliation motivation performs work better when they are complimented for their favorable attitudes and cooperation.

Competence motivation is the drive to be good at something, allowing an individual to perform high quality work. Competence motivated people seek job mastery, take pride in developing and using their problem-solving skills and strive to innovate when confronted with obstacles. They learn from their experience.

Power motivation is the drive to influence people and change situations. Power motivated people wish to create an impact in their organization and are willing to take calculated risks to do so.

Attitude motivation is how people think and feel. It is their self confidence, belief in themselves and attitude.

Incentive motivation is where a person or a team reaps an award for performing an activity. It is a-- you do this and you get that --sort attitude. It is the types of awards and prizes that drive people to work a little harder in life.

Fear motivation and coercion are acts against the will of a person. It is instantaneous and gets the job done quickly, but helpful only for a short time.

Where a workforce is self motivated, just the acknowledgement of the same makes people feel important and wanted.

Motivation requires recognition. Seeing ourselves progressing motivates us.