Like this article? PLEASE +1 it! Evan Signature
Evan Carmichael Top Header about About Home Profiles articles Tools forums inspirational quotes About facebook Twitter YouTube Blog

locus of control Tagged Articles



Leadership and Fear
As entrepreneurs, managers, and leaders, how do you learn? Learning by experience is not necessarily bad – sometimes, however, it can be extremely costly. Is it something that you can always afford? People with their brain’s locus of control in the “Blue Zone” are prepared to learn from coaches and mentors as well as from experience.

Third Generation Leadership - Developing 3G Leaders (I)
G3 Leadership requires an additional element to earlier generations. It requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2 Leader can engage only some and a G1 Leader can engage only a few. In this article the first step to becoming a G3 Leader is provided.
Third Generation Leadership - Developing 3G Leaders (II)
G3 Leadership requires another element - it requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2Leader can engage only some and a G1 Leader can engage only a few. As I indicated in my last article, the question is, of course, "How do we manage down the red zone and manage up the blue zone?"

The 21st Century Model For Achievement!
When it comes to achievement, I think a lot of people miss the fact that it's an uphill process. You have to climb the mountain first before you reach the peak. It's a journey that almost always involves obstacles. And, it involves doing what it takes to overcome the obstacles. So what's all the confusion? Why are there so many people proclaiming it's just not meant to be? Perhaps they don't understand exactly what uphill means? It's a metaphor for the obstacles and challenges that stand between you and a successful outcome. Listen closely and you'll often hear people who believe such roadblocks are not supposed to happen. I am amazed that in the 21st century there are still people who don't comprehend the fundamental process of achievement. More amazing is how many employers do not know how to hire employees who are ineffective at it.
IF BAD HIRES SQUEAKED
March 2009 might seem like a rather odd time to write an article on hiring when so many companies are not. Determining the need to improve upon one's hiring process, and making the changes, is something that can be done right now. Marginal performers presently employed got there somehow. They weren't good hires that suddenly changed after their start date. Poor performance can be traced back to incorrect assessments and the ill-fated decision to hire. Typically companies address poor performance post-hire with employee counseling and discipline stopping short of fixing the real problem - how they got hired. This article will help you improve your hiring effectiveness.

How Marginal Employees Ace Interviews
In today’s highly competitive and turbulent business environment, hiring average employees can spell “failure”. That means, interviewers play a key role in the success, or failure, of their companies. That leads one to ask, "Why how do so many average and poor performers get hired, and so few High Performers?" Come to find out, many interviewers have had little or no formal training on how to hire the best. To make matters worse, the applicant has become interview-savvy. They have learned to maneuver through the interview by accentuating the positive and minimizing the negative, and getting the job offer. It's a very uneven playing field that does NOT favor the interviewer. But that can be turned around. Let's address interviewer training. Read on:
RESUME SCREENING - Picking the High Performers!
A high unemployment rate means lots of resumes and applicants for employers to screen but it doesn't mean it will be easier to pick out the high performers. Just the opposite in fact. Never before in history have job applicants been so hungry and so well-prepared to ace an interview. Information available on the Internet educates job seekers on what interview questions to expect, what type of answers WOW interviewers and what responses turn them off. Pair up these paycheck-hungry job candidates with an interviewer who has done nothing to improve his or her employee selection skills, or the fact that more than eighty percent of all interviewers have had little or no formal training on how to hire the best, and now you have a real formula for disaster as companies begin hiring post-recession. This perfect storm can be averted.

Oscar-Winning INTERVIEWING Performances Are On The Rise!
The goal is to hire high performers...right? How do you do it? How do you tell the real high performers from the applicants who are merely pretending to be the high performer? Both may interview well. In fact, the impostor just may be more prepared and actually impress you more. If you have been fooled before, what makes you think you won't be fooled again especially if you are interviewing applicants exactly how you have interviewed them in the past. This article will provide valuable insight as well as interviewing tips of how to see through an applicant's Oscar-winning performance.
TRUTH IN INTERVIEW - Part I
This is a two-part article. In PART 2: Help is available! The conclusion includes Interviewing This is a two-part article. The conclusion includes Interviewing Tips and Techniques to better identify High Performers. Locus of Control, a 50-year old psychology will be introduced to improve interviewing effectiveness. This behavioral psychology can provide interviewers with insight to the achievement attitudes and behaviors that are present in ALL Top Performers. By using simple interviewing techniques, Locus of Control can add information that will improve the accuracy of distinguishing the High Performers from the Impostors.

TRUTH IN INTERVIEW - Part II
From PART I: Somewhere, we learned that if we hire an applicant with the skills we need, the results will be an employee who will do a great job. WRONG! Skills simply means the applicant can do the job, it does not mean they will do the job better than anyone else. Making hiring decisions based on skills leaves job performance a mystery until after the hire. Interview-savvy applicants have made it tougher for interviewers to accurately assess motivation, often causing the misjudgment to favor applicants who are NOT High Performers.
Carol Quinn's Interviewer Tip #4
Carol Quinn is the Employer's Advocate. Here is her Interviewer Tip #4 for hiring High Performers.
Tenacity is NOT Enough!
No one has to tell you that high performers succeed more. But, is this a fluke? Are they special people? They obviously are different in some way because not everyone is able to perform at their level. Clearly they don't blend in with the masses on the bell curve. But interestingly enough however, they don't always stand out either. Take an interview for example. Many poor performers are hired by mistake, and who knows how many top performers get turned down. It would be much easier to identify the best if they all had a certain look, or always had the best skills - but they don't.
It's Not MY Fault...REALLY!!!
Let's face it, it can be daunting to realize you are the one who didn't do it right. To make matters worse, it can be even harder to see it. We can think we did things right and still be wrong. We can be told and refuse to believe. In B.C. people were told the earth was round but rejected it for thousands of years. Instead they thought it was flat, stationary and the center of the universe. They were wrong...for hundreds of years. And just like the person who believes his results are not his doing, he is wrong as well. Somewhere along the way, many people became fearful of failing. As a result, some don't try while others refute their participation in causing an outcome. They detach themselves from poor results and believe they weren't responsible while thinking there is no harm being caused...WRONG AGAIN!

Incorrectly Assessing A Job Applicant's Motivation
In today's highly competitive and turbulent business environment, hiring average employees can spell "failure". Companies can not afford mediocrity while their competitors are striving to be the best. Hiring impacts profits in more ways than most companies realize. A Harvard Business School study determined that more than 75% of turnover could be traced back to poor hiring practices. The decision to hire -or not to hire- plays a significant role in turnover. The leading contributor to turnover is often not what happens after the employee is hired, but rather the process leading up to it. And turnover is not always bad if it's a bad hire that's leaving. You have to wonder if you really are hiring the best we can.
Carol Quinn's Interviewer Tip #3
There are an infinite number of resources directed toward job seekers. These sources offer insight into the interview process in order to help applicants ace interviews. Carol Quinn is an advocate for the employer! The ultimate decision to hire or not-to-hire resides with the interviewer. Employers pay a huge price for their hiring mistakes. It's time for the interviewer to be armed with the knowledge to accurately select the best.

Other locus of control Related Articles

Just Because You Are Impatient Does NOT Mean I Have To Move Any Faster
Have we evolved into beings that have become so selfish and self absorbed that we have forgotten about our own self control? The ability to keep your mental, emotional and physical being, in check, requires self-control. The inability to do so is a sign that you are "out of control." When you easily lose your self control, you will most certainly fire off outbursts of anger, temper and blame on others.
What You Control
You may not be able to control if your job gets cut, but you can control whether you're a high performer who your boss is fighting to keep. You may not be able to control how quickly you get another job, but you can control the number of daily contacts you make in your search and how you "show up," future-focused, at the interview. You may not be able to control the amount of work you get, but you do control whether you're responding as a victim or taking action toward developing your skills and contacts for a new future.

Are you following a Sales Process?
If not, you are not only wasting your time, but you are also losing sales because of it. You think you are in control but in reality you are out of control. Have you ever been rejected? If your answer is yes, you have just proven that you are not in control of the sales process; however, the buyer is in control. Isn’t it your job and responsibility as a sales professional to qualify the prospects and to reject them if they are not qualified? Who is really qualifying? Who is really in control?
Leadership and Fear
As entrepreneurs, managers, and leaders, how do you learn? Learning by experience is not necessarily bad – sometimes, however, it can be extremely costly. Is it something that you can always afford? People with their brain’s locus of control in the “Blue Zone” are prepared to learn from coaches and mentors as well as from experience.

Third Generation Leadership - Developing 3G Leaders (I)
G3 Leadership requires an additional element to earlier generations. It requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2 Leader can engage only some and a G1 Leader can engage only a few. In this article the first step to becoming a G3 Leader is provided.
Third Generation Leadership - Developing 3G Leaders (II)
G3 Leadership requires another element - it requires the ability to manage down those areas of the brain that are not helpful in leader-follower interactions while simultaneously managing up those areas of the brain that are helpful. I refer to these as "Red Zone" (not helpful) and "Blue Zone" (helpful). Where the leader has his or her brain's locus of control is critical because only G3 Leaders are able to engage everyone with whom they interact: a G2Leader can engage only some and a G1 Leader can engage only a few. As I indicated in my last article, the question is, of course, "How do we manage down the red zone and manage up the blue zone?"

TRUTH IN INTERVIEW - Part I
This is a two-part article. In PART 2: Help is available! The conclusion includes Interviewing This is a two-part article. The conclusion includes Interviewing Tips and Techniques to better identify High Performers. Locus of Control, a 50-year old psychology will be introduced to improve interviewing effectiveness. This behavioral psychology can provide interviewers with insight to the achievement attitudes and behaviors that are present in ALL Top Performers. By using simple interviewing techniques, Locus of Control can add information that will improve the accuracy of distinguishing the High Performers from the Impostors.

Third Generation Leadership and Depression
A recent Scientific American article makes it clear that an early aspect of depression leads to creativity. A person feels “down” or suffers some disquiet about his or her situation and, under the right circumstances, can use this to develop new approaches – the experience is used to harness their creative ability. This is a “blue zone” activity and 3G Leaders are adept at helping people shift their brain’s locus of control into the “blue zone”. Such leadership can help many people avoid the debilitating illness of clinical depression.
The Secret to Feeling in Control During Times of Change
For most of us, the thought of having control over life inconveniences seems like a great idea; wouldn’t it be great to control traffic, the weather, our family or neighbors? However, rather than actual control over our environment, what we really want is simply a sense of control, to feel like we’re on top of things. This can be achieved by choosing to accept challenges for what they are, setting a clear intention of what we need to do and finding the balance between our level of ability and the challenge presented. By learning to consciously reframe even the most chaotic situation, you’ll find that feeling “in control” is less about making life go according to plan, and more about your ability to focus on what you can control.
Assessing Our Ability to Influence Others
In our personal and leadership development workshops we often conduct a 'degrees of control' exercise. We ask participants to come up with examples in the following areas: 1. Direct Control; 2. Influence; and 3. No Control. While there's often lots of debate and not always full agreement, examples under No Control generally include things like the weather, the economy, natural disasters, freak accidents, and the like. Discussions about my degree of Direct Control usually boil down to just one thing - me. However, some autocratic people fool themselves into thinking they have direct control over their teams, kids, or people reporting to them. Many other people are quick to surrender to the Victimitis Virus and declare they have no control or even influence over the behavior of anyone else.
Featured Article

Bottom Footer



Newsletter

Get advice & tips from famous business
owners, new articles by entrepreneur
experts, my latest website updates, &
special sneak peaks at what's to come!
Name:
Email:
Popular Articles

Top 5 Tips for Better Online Ads

Emotional Intelligence in Business

Looking for an Easy Online Business Opportunity?
Suggestions

Email us your ideas on how to make our
website more valuable! Thank you Sharon
from Toronto Salsa Lessons / Classes for
your suggestions to make the newsletter
look like the website and profile younger
entrepreneurs like Jennifer Lopez.