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lateness Tagged Articles



Reducing Workplace Stress And Conflict And Boosting Profits At The Same Time
Follow these three steps and you will stop a lot of client dissatisfaction. It will not only help your customers stress levels but will help you and your family if you apply these same principles away from work.

12 Guidelines for creating Good First Impressions
Within the first few seconds of any encounter you are evaluated by the prospect. Your appearance, demeanour and body language all contribute to quickly create a first impression. This judgement happens primarily on a subconscious level and once made is extremely difficult to reverse. The prospect’s subconscious is asking the question “can I trust this person”. Follow these twelve key lessons and learn to influence this judgement in a positive way helping you to make a great first impression.

Other lateness Related Articles

Fix Your Chronic Tardiness Problem Effective Meetings Respecting Time Commitments
Tardiness costs the USA, in real dollars, $90 Billion per year. Chronic lateness affects 20% of the US population and the trend for Chronic tardiness is worsening since 2002. This real productivity cost starts with each of us as individual and really is basic to “respect for the individual”. Each of us can establish some mental and process attitudes which will serve us well toward “Being On Time” and “Never Be Late Again”. Here are some steps, based on personal experience, that helped curb the dysfunctional aspects of chronic tardiness.

It's in the Brain - leadership and social issues
It is now fairly well accepted that the brain has three quite clear areas from which to control our behaviour – the area closest to the brain stem (sometimes called ‘the reptilian brain”), the limbic area (sometimes called “the mammalian brain”), and the cortical area (sometimes called “the human brain”. There is hard data that shows where teachers engage with students, the students become more responsive to learning and they don’t want to “let the teacher down”. In turn this has an impact by reducing antisocial behaviour in the community around the school. There is also hard data that shows where employees are engaged with their work and with their co-workers, there is significant reduction in lateness, absenteeism, sickness, and abuse of trust.

Meeting Etiquette . . .the Direct Correlation to Employee Performance
The lateness thing is not just an inconvenience or a sign of inefficiency. It has a direct correlation to employee performance. A recent poll of 360 workers, including senior management, conducted by Workplace Intelligence Unit, found that turning up late for meetings was considered by many workers the height of disrespect, with four out of ten feeling that colleagues who did so or canceled at the last minute were simply showing that they did not value their colleagues' time. People feel disrespected when they show up and others don't. The message received is that those who arrive late value their own time more than that of their staff and co-workers. The BlackBerry thing says "what's happening on my Blackberry is more important than the meeting agenda and attendees."

\'Do As I Say, Not As I Do\' Doesn\'t Cut It Any More
More and more, I hear managers express frustration over the behavior of the people they lead. They complain about their failure to take initiative and responsibility, grumble about lateness to meetings or lousy teamwork. But it's so much easier to point fingers elsewhere. For when it comes to their own behavior, many of those same managers aren't acting any differently than the people they complain about. Too few managers model what they demand from others. If you're a manager, ask yourself: How often do I seem to be saying one thing while doing another? How often am I practising what I preach? Managers who want to stop giving out mixed signals need to hold up the leadership mirror and make sure they are satisfied with what they see being reflected back.

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