Developmental Goals for the Work Place

goals

Photo credit: Franz Pfluegl

 

Employees might occasionally feel adrift from what’s going on around them, inside the organization. It might, at times, be because of a lack of motivation or an incapability of achieving professional objectives laid out by a company. The feeling of not having the ability to live up to a person’s professional potential definitely would cause poor appraisals, which consequently, would leave a negative impact upon a person’s career expansion. It’s why it’s very important to concentrate on developmental objectives at work.

Goals have to be specific: Establishing goals includes identifying what you wish to accomplish, why you want to accomplish the same, what all might be included in accomplishing the goal, probable obstacles which might act as an impediment, as well as at last, the benefits which might accrue upon its accomplishment.

Goals have to be measurable: You ought to have the ability to measure how much you’ve progressed or achieved in the development objective for work which you’d established for yourself. Measurable objectives allow you to comprehend whether or not you’re on course and where you’re lagging.

Goals have to be attainable: Those developmental objectives you establish for yourself should be challenging. However, one must make sure that the objective isn’t too ambitious. It would, to repeat, include a fair assessment of a person’s own abilities in recognizing the developmental objectives.

Goals should be relevant: Relevant goals are those that have significance and the probability to enhance a person’s stance at the work environment. It also should be in tune with a person’s resources and capabilities.

Goals should time-bound: The establishing of realistic time limits allows you to examine how far you’ve progressed. Whether your goal has been accomplished within your stated time or stretched beyond, as well, is a key pointer upon where you might have gone awry along your course.



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How you can Craft a Business Plan Which Turns Investors’ Heads

PlanHere is a list of the minimum data you ought to have in your plan which will boost your odds of gaining a ‘yes’ to your dollar request.

Your executive summary: It allows prospective investors to rapidly decide if it is worth their effort to read your whole plan.

Overview of your business: The primary reason for your business, involving services and products and all proprietary technology or additional special features.

Company vision & mission: It’s the largest picture for your business — that ‘why’ behind what it is that you do.

Rationale for the investment: Merely, how much you wish for and what you are going to perform with it.

Competition & market analysis: It’ll cover your market’s size, as well as what your competition is for your service or product.

Strategy for marketing: You’ll wish to show that you understand how you can generate funds for your company.

Your organization: The location and structure of your business are critical measures of how well you have prepared for future expansion. It could be an easy organizational chart that has brief explanations of roles, alongside the address of the operation.

Management: Your skills and expertise and background of your staff members could mean the difference between a no or yes in terms of funding.

Your operations: How your business is going to run. Think about utilizing flow charts.

Execution of your project: Do specific projects have to be finished prior to you generating money? List them along with a plan for completing them.

Mitigation & risk analysis: It’s the section in which you prove that you’re aware of the risks, as well as have considered how you will eliminate or handle them.

Monetary strategy: Within this section, you will have to layout your fund structure that informs investors where they’ll fit in the equity of the business. You also will have to list your predicted start-up expenses, alongside monetary projections for the initial 5 years.



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Retirement Planning

RetirementWith individuals living longer and requiring more funds to do so, retirement planning includes a critical task even for the ones halfway to the normal retirement age of 65.

Placing just a small amount of cash now inside a savings account which serves as your retirement savings plan could pay off later on. The interest gained on cash in a savings account allows your initial investments to expand to something sustainable. Savings accounts are going to offer a place in which you could accumulate capital making a small interest rate until there’s an adequate amount to invest in a reliable security which is going to yield you more similar to a municipal bond.

An additional strong approach which surely can and steadily will build a nest egg includes investing in long-run bonds. On maturation of your bond, you will receive your initial investment back and all of the interest which collected over the life of your bond. That is a considerable quantity of cash for a twenty- or thirty-year bond-money which could offer a great foundation for retirement. Plus, a government or municipal bond is as secure an investment as you might ever make. Purchase one of those bonds now then appreciate the security of understanding that cash will be available as you select to retire.

But, the ideal approach as it comes to retirement planning includes placing funds inside a 401 (k) plan in the workplace or within an IRA that’s opened with an investment house. The 401 (k) plans where the employer matches the worker’s contributions includes the optimal means of investment preparation for retirement. These plans mean any investment is doubled automatically. Plus, 401 (k) plans will further encourage savings due to early withdrawals being accompanied by penalties.

For the ones for whom a 401 (k) isn’t a retirement planning choice, an IRA includes the next best item. Cash placed within this account will be tax deferred and might be tax-deductible depending upon how much is invested every year.



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Outsourcing Advice From Freelancer.com’s Matt Barne

Outsourcing Advice from Freelancer.com's Matt Barrie
Posted on May 9, 2012 by Emily Suess
Posted in CollaborationInterviews

On the Small Business Bonfire social network, members have been chatting about their experiences with crowdsourcing and outsourcing work. The general consensus is that handing over work to someone else will either be a really good or a really bad experience — but rarely do small business owners feel indifferent about their experiences.

So the goal for entrepreneurs is to figure out what shapes the collaborative experience and use that knowledge to increase the odds that the crowdsourcing experience will be overwhelmingly positive for both parties.

To help us figure it all out Matt Barrie, Chief Executive at Freelancer.com, has agreed to answer a few basic questions.

MB: Crowdsourcing, simply put, is pitching your problem out there and having groups of people propose solutions. It creates a competitive social interaction between diverse sets of crowd who you would probably overlook, simply because they are not the usual people you run to.

This does not mean, however, that they do not possess the skills needed to resolve your problems — it’s just that the whole system reinforces the idea that expertise is limited to the “experts” is broken down. It encourages everyone who has a great idea to step up and eventually stand out.

MB: You have to trust the right people and communicate regularly with them to achieve the results you want. Freelancer.com gives small business owners peace of mind … Milestone payments ensure the entrepreneur never has to pay for work that doesn’t suit his requirements and that freelancers also get what is due them for the work they accomplish.

MB: …The small business owner can always check the reputation of the freelancer he or she is planning to hire. Entrepreneurs should not always go for the people who bid the cheapest — instead, they should check the quality of the freelancers’ [past] work. Cheapest is not always best.

MB: Alexander Seinfeld, a writer and ordained rabbi who used Freelancer.com’s services, once shared this:

“I have a published Android app, and it would not have been possible within this budget or time frame without freelancer.com. I’m grateful for this amazing service, which has made this and other projects possible. I hope that my experience will help others be successful and avoid some of my stumbles. Freelancer.com helps you, but you still must do your due diligence.”

You can see the Android app he’s talking about here.



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Are You Carrying the Burden of Goal Setting in Performance Discussions?

Is it that time again? Do I have to have another conversation with Melissa? Didn’t we just have one?

There are some employees that require a lot of support, while others are considered “low maintenance”. Why is that? You just had what you thought was a good conversation with Melissa in the past few weeks but the issue is back. You would like to say what was on your mind with some candor but you know that would involve  a rather pointed conversation with the union rep or HR.  Both groups won’t have nice things to say. I recently heard a comedian talking about marriage in the same way. When your spouse asks you a question, you always give them the second answer that comes to your mind as the first answer is always the wrong one. Working with employees, especially challenging ones is the same.

Performance Management is a process that is used in all workplaces, regardless of how big or small your group is. I do believe this process is under some significant changes that are actually going to make everyone happy, but just not in the early stages of the change. Change is hard for 90% of people. We all know this but when it happens, even for the better, we yearn for the good old days. Let me tell you what I mean.

In years (months) gone by it was the job of managers to tell employees what to do, how to do it and when to stop doing it. I know that is really a great oversimplification but essentially managers were held accountable for how the jobs were done. The change we are experiencing now is that  managers are responsible for what is done and the employees are accountable for how it is done.

Let me give you an example to make my point clearer. Your team has been given a new sales target to accomplish. Your team is responsible for  increasing the sales of your widgets by 15%. In the past the sales manager would tell his or her employees the targets and then tell them how to go about doing this. For some this approach was very helpful and for others it was demeaning or insulting. More managers are now using a coach approach to manage performance on a more regular basis which will reduce issues from building over time, while creating a learning environment for both managers and employees.

How this coach approach works is, the manager meets with his staff to tell them about the sales target changes. He then facilitates  a meeting where the team is encouraged and expected to create some new ideas to meet these goals. The managers role is to keep the creative process going and to encourage innovative thinking. The employees are being given a chance to influence their future by looking at how these targets can  be met using tools and techniques they currently have or will need to learn. This  approach recognizes the competency of the employees while asking them to step up their game by participating in the process. Employees are more likely to try new ideas if they have been generated from the team who actually is expected to implement .  The manager/coach’s role is to maintain a creative and open environment where feedback can be used and worked with to meet the challenges.

Okay, now back to our first scenario where you have an employee who you have given a solution to and they agreed it was the right thing to do but at the next opportunity they didn’t follow through. Given our discussion above what would you do differently?  (This is my favourite coaching question) Let me give you some questions you can ask repeat offenders of discussions that go nowhere fast.

There are 3 rules when you are coaching difficult employees.

1.  Don’t be uncomfortable with silence. When you ask them a question, wait for the answer. If they say they don’t know, tell them to think some more and you wait. Silence is Golden.

2.  Keep asking them questions until they engage in the process. (this will take a bit of time for them to get used to this process as they have always been under the impression their Silence was Golden.

3. The conversation is held privately.

I am going to give you a sample of questions for you to try when you are having a conversation with someone who has been making repeated mistakes and you have coached, counselled and told them what to do. Ideally this will be the first thing you do when someone needs some support. The example I will use to make this as concrete as possible is a sales target missed after 2 months.

So Bob I need to talk to you about your sales for the past few months. We spoke last month about some ideas I had for you to meet your numbers but I see that didn’t work for you as your numbers continue to be about the same as last month, which unfortunately is below target.

So let’s take this time to  brainstorm some ideas to get your numbers up, assuming we are in agreement you are interested in improving your numbers. We do have a brief window of opportunity to make this change but I would like to get a clear idea about what is working and what is not working for you. I am going to ask you some questions to help me understand your process and maybe through this discussion you will be able to see some opportunities.

Okay, take your time while answering the questions.

1.  What is working well right now. When you are making sales to customer X and Y what technique are you using?

2.  Tell me about the clients you have not been able to close. Walk me through that process from beginning to end.

3. What do you think the roadblocks are?

4.  What have you done to assess this issue?

5. What have you done differently to adjust to the sales target increase?

6.  What will it take for you to increase your sales?

6.  What do you need from me?

These are just some generic questions that will help to understand the issue. Is  the issue a skills, technical or attitudinal issue. As these questions get answered you can assess what next steps need to happen. Prior to having this conversation you are making a number of assumptions  on where the issue is without having a full understanding..  This is a big opportunity for all managers to reduce the personal and professional stress of mind reading  and always coming up with the magic solution. Take the time to learn how to coach and it will save you your sanity. I promise…….

 

 

 

 



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11 Steps to Insane Focus: Do More of What Matters


 

 

 

 

 

 

 

The Power of Focus

“One reason so few of us achieve what we truly want is that we never direct our focus; we never concentrate our power. Most people dabble their way through life, never deciding to master anything in particular. ” -Tony Robbins

Written by Scott Dinsmore

This morning I woke up, brewed some Yerba Mate, caught a glorious rooftop sunrise and proceeded to get more done before breakfast than I had in the past 4 working days combined.

How about you? How many important things did you get done last week? I mean the things that actually got you closer to your biggest goals and dreams.

Take a minute to think about it and write a couple down. How many did you come up with?

For many the answer is few if any at all. Why?

In a word: Distraction.

Lack of focus is the most common killer of making things happen.

In the last 10+ years there’s been an unconscious shift from encouraging focus to condemning it. It’s happening without us knowing and we’re all likely victims. As soon as multitasking became possible and encouraged, our focus died.

Mine certainly did.

We have to fight our very best fight to get it back.

Leo Babauta is leading the charge with his latest book, Focus which is more than worth the read. I hit up a sweet barefoot run with Leo last week where he filled me in on some of the good stuff. Unbelievably powerful.

Without focus we are headed for disaster and the consequences are as dangerous as they come.

What’s the biggest risk of losing our focus? Wasting our time and living a meaningless life.

The solution is to simplify. Get back to the basics of doing the important.

Here’s a brief 11-step guide to reclaiming insane Focus.

1. Know what actually matters. Be honest with yourself about the actions that truly move the needle in your business and your life. An 80/20 analysis is a great place to start. If you’re stuck, just think of the tasks you fear the most–that give you anxiety just to think about. Those are likely the most important.

2. Pick your top 2-3 core tasks each day. These are the things that must happen no matter what. If you get these done your day is a success. Stick to no more than three, or better yet one. They must move you closer to your big goals. Checking email does not count.

3. Do them first thing. For me writing is one of my core actions, so I write for an hour or so as soon as I roll out of bed or after my morning workout (it’s 5:45 am right now). The longer you wait, the more distractions will intrude. Nothing happens before these get done.

4. Do not connect to anything until your core tasks are done. Don’t convince yourself you need the internet or email to do your most important tasks. 95% of the time you don’t. Leave the internet off and phone on airplane mode until you crush through the important.

5. Kill multitasking. Stop thinking it’s more efficient. It’s not. No surfing during phone calls, reading during meals, chatting while writing. Do one thing at a time. Simple. Not only is multitasking terribly inefficient but it stresses you out and it’s rude to anyone around you.

6. Turn off email and notifications (and anything else that interrupts you). When you sit down to do something, nothing else gets attention. Just because someone decides

to email, chat or call you, doesn’t mean it’s more important. Those things can wait. But if you know they are waiting there, you’ll be too tempted. Avoid temptation at all cost. We are too weak. I don’t trust myself with email on my iPhone so I totally removed it.

7. Don’t check email in the morning. This is the most effective (and difficult) single practice I’ve found. I know every one of you have heard this one. So why doesn’t anyone actually do it? It will change your life. It feels terrible to know we’ve spent a couple hours refreshing and going in and out of email without really getting anything done. I assure you that if you check it, you won’t be able to help yourself, and you’ll stumble face first into the worm hole. So don’t even open it until you have a few hours of focused action under your belt (this is at least 11am for most).

8. Batch your emailing to two times a day MAX. Maybe 30 min before lunch and 30 min late afternoon. If you need an email for your core task, do not go to your inbox. Go straight to the search feature and find it. If you need to write an email as a core task (which should very rarely be the case), write it offline in a simple program like notepad. Save reactionary items for after you get the important done.

9. Try to get less done in a day–practice Slow Working. Don’t fill every moment of your calendar with tasks (this is a huge one I’m working on). You’ll be stressed and rushed the whole day. Slow down and move through your core tasks calmly. Then maybe you do a few more things with the remaining time but don’t cram them in. If you do, you’ll always feel behind.

10. Plan more time for each task. This is the easiest way to alleviate the schedule. And things always tend to take longer than we think. If your core task will take you 45 minutes, then block out 90. Actually schedule it on your calendar. If it only takes you 40 minutes then suddenly you have free time–how freakinawesome (and rare) is that!

11. Take breaks and reward yourself. Most of us can only intensely focus on something for an hour at best. Take at least a few-minute break every 30 or 60 minutes to clear your head. I love going up to my rooftop for a couple deep breaths and a view of the Golden Gate. Find a fun way to get you free and clear. Take a walk, meditate, feed the ducks, breathe, get a snack or some water or listen to an inspiring song. You pick.

Do the above and your day will be a victory before most people wake up.

It’s a pretty awesome feeling. You’ll get way more done than you planned but your mind and schedule will also be clear to enjoy life a little more. Few things feel worse than an unproductive day. Nail your big things early and use that energy to take the rest of the day by storm. Take a walk with your wife, play with your kids, go down to the beach and read. Do whatever you want. That’s the point.

Enjoy having nothing to do.

When was the last time you had nothing to do? Many of us can’t remember. It’s because we set our days up for failure. With more tasks than we could ever accomplish and loads of wasted time in between. Filling every second of your day will do this. With the above, you’ll suddenly have time to spend in your own way. That’s when your mind really starts to have some fun. The big ideas will begin to show up.

We are addicted to wasting time.

Realize that mindless work is an addiction. It’s just as dangerous as smoking or alcolhol. I’m not kidding. Email, Facebook, twitter, texting, surfing, news–it’s all a deadly serious addiction. We just think it’s ok because everyone else around us is wasting their life on it. If everyone started smoking tomorrow would you start? That’s what I thought.

The path to freedom can be difficult to see, mostly because the world is telling you it’s not there. A path begins by walking. These addictions have caused us to lose our way and most importantly, lose our focus. We avoid the present. We avoid what matters. And we avoid what’s right in front of us. Be it a sunset, your husband or that client call you’ve been putting off.

With pure focus we can be unstoppable.

You’ll get more done in a day than most get done in a week, with time left over to savor the subtleties of life you forgot you enjoyed so much.

When in doubt, ask yourself “Am I wasting my time to avoid the important?” Be honest. You’ll know the answer. Do something about it.

 

 

 

 




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The Top 10 Ways to Get What You Want Out of Life!

I have spent the last 20 years researching and working in a field that helps people live their dreams. By assisting people with creating exciting goals, reducing distractions and aligning beliefs and values, I ultimately help them get to the most important part—achieving their goals.

For my clients the most significant aha! moments often occur when they realize why they have been unable to meet the goals they set out for themselves year after year. The primary reason is that their goals are out of sync with their personal or professional values and beliefs. Understanding this can serve as a catalyst for approaching your personal or professional life planning in a different way—a way that will dramatically increase your success rate.

If your goals often get away from you, then the following 10 steps will be very helpful. This list is based upon challenges my clients have faced and learned from over the years. I know it works, and I am only too happy to share it with you.

The Top 10 Ways to Get What You Want Out of Life!

(a.k.a. 10 Key Considerations for Making Plans and Goals)

  1. Make sure your goals are actually yours. They cannot come from other people’s expectations or desires.
  2. Stay out of the past. The present and the future are very important, and the past has already happened. As they say, “It is a new day.”
  3. Make sure you keep your ideal life clearly in your mind. You need to keep a close comparison of the ideal and your daily life. This is the stuff that keeps you on track.
  4. Understand clearly what makes you happy.
  5. Do you know where you want to go in life? This is your life plan. It is really important to have a life plan that resonates deeply with you.
  6. Make sure you live your life to make your personal or professional plan come to life.
  7. Are your goals in alignment with your values? Are you clear about what your values are?  You need to revisit them regularly to make sure you are moving in the direction you really want.
  8. Examine your beliefs. Your thoughts become your beliefs. Your beliefs become your behaviour. Your behaviour becomes your actions. Your actions become your life. How about those beliefs? Do you have any that aren’t working for you now? Are they getting in the way of your success?
  9. Never, never limit your potential. There is very little you can’t do, and even that is debatable. It’s all about alignment.
  10. Keep your negative thoughts, limiting beliefs and self-sabotaging behaviours under control.

After reading this list, what are you going to do differently?

What is your first step, and when are you going to have that completed by?

These action questions should follow any new plans you decide on. You will find the whole process much more invigorating once you have adopted the 10 Key Considerations to Making Plans and Goals.

Please share your success stories about how these simple but effective tools have moved you from frustration to action.

Read more about Planning or Leadership.

P.S. Want to share this post? Please do. Just be sure that it remains intact and includes the following bio. Thanks!

About Judy: Judy Mackenzie, MBA, CHRP, CEC PCC, owns and operates TEVO Consulting Inc. (www.tevosmallbiz.com), providing services and guidance to small and medium businesses. TEVO’s mission is to assist companies in reaching their strategic goals by developing leadership and people management systems that allow employees to be at their best. Judy believes engaged employees are fundamental to business success, and she designs support and management systems to help people and companies achieve their full potential.



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Do YOU Have Clear, Written Goals?

A Harvard Business School Story

the bestseller book by Mark McCormack

In What They Don’t Teach You At Harvard Business School: Notes From A Street-Smart Executive by Mark H. McCormack, the author tells of a study conducted on graduates of the 1979 Harvard MBA program. Those graduates were asked, “Have you set clear, written goals for your future and made plans to accomplish them?” Only three percent of the graduates had written goals and plans; 13 percent had goals, but they were not in writing; and a whopping 84 percent had no specific goals at all. Ten years later, the members of the class were interviewed again, and the findings, while somewhat predictable, were nonetheless astonishing…

The 13 percent of the class who had unwritten goals were earning TWICE as much, on average, as the 84 percent who had no goals at all. And what about those who had clear, written goals and plans for accomplishing them? That three percent were earning an average of TEN times as much as the other 97 percent… put together!

In spite of such proof of success, most people don’t have clear, measurable, time-bounded goals.


In the bestseller Goals! How to Get Everything You Want-Faster Than You Ever Thought Possible, Brian Tracy teaches how to identify in the clearest terms the things you want out of life and how to make a plan to help achieve those things. He includes the following list.

Four Reasons Why People Don’t Set Goals

  • They don’t realize the importance of goals. If the people with whom you spend the most time—family, friends, colleagues and so forth—are not clear about and committed to specific goals, there is a chance that you won’t be, either.
  • They don’t know how to set goals. Some set goals that are too general. In reality, these are fantasies common to everyone. On the other hand, goals are clear, written, specific and measurable.
  • They fear failure. Failure hurts, but it is often necessary to experience failure in order to achieve the greatest success. Do not unconsciously sabotage yourself by refusing to set goals for which you might fail.
  • They fear rejection. People are often afraid that if they are unsuccessful at achieving a goal, others will be critical of them. This is remedied by keeping your goals to yourself at the outset; let others see your results and achievements once you’ve accomplished your goals. 

Make a habit of daily goal setting AND achieving, for the rest of your life.

Focus on the things you want, rather than the things you don’t want.

Resolve to be a goal-seeking organism, moving unerringly toward the things that are important to you.

Have these tips motivated you to set some goals? Do you have any goal-setting success stories that you’d like to share? Please speak your mind below.

Read more about Planning or Leadership.

P.S. Want to share this post? Please do. Just be sure that it remains intact and includes the following bio. Thanks!

About Judy: Judy Mackenzie, MBA, CHRP, CEC PCC, owns and operates TEVO Consulting Inc. (www.tevosmallbiz.com), providing services and guidance to small and medium businesses. TEVO’s mission is to assist companies in reaching their strategic goals by developing leadership and people management systems that allow employees to be at their best. Judy believes engaged employees are fundamental to business success, and she designs support and management systems to help people and companies achieve their full potential.



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Are You Satisfied with How Your Employees Are Performing?

Image via Wikipedia

It’s performance management time and everyone is just thrilled to be part of the process. People love to get feedback, and managers are just itching to have those constructive feedback discussions with their fully engaged employees…

Not so much, I get it. For the past several years I have worked with companies both large and small to deal with this very issue, and believe it or not, we are making some serious inroads into this area without a great deal of kicking and screaming in the process.

What most managers and employees loathe about performance management is the subjective nature of the process, and yes, there will always be some of that. However, the bulk of the process should be very clear and easy if you are working within an accountability and responsibility framework. This process involves a cascading concept that takes the executive’s accountability and breaks that down, distributing it among the different departments and the managers within those departments. Then those managers cascade their responsibilities down to the people who do the operational and tactical work.

Requirements for a Successful Accountability and Responsibility Framework

What makes this system work?

  1. The relevancy of the document you produce. Everyone is interested in this framework, since its structure and “moving parts” support the vision at the top.
  2. Clarity about departmental and individual accountabilities. Who does what, and what can I count on you for?
  3. The performance management system is based upon this accountability and responsibility matrix, and you are working with real behavioural indicators to prove success. This helps keep the subjective part to a minimum.
  4. All parties know what is required and what is being managed.
  5. Employee engagement roars ahead as everyone is feeling in the loop and clear on what is required. (Success breeds success.)
  6. Tough conversations are replaced with brief coaching sessions.

And before you know it your productivity is up, employees are happy, and managers are less crazed!

Although I have made this sound simple, it is in fact a very manageable process to undergo. Each company I have worked with actually takes this system and applies it to job descriptions, performance management and pay-for-performance programming.

Related Articles

Have these tips motivated you to set some goals? Do you have any goal-setting success stories that you’d like to share? Please speak your mind below.

Read more about Leadership or Planning.

P.S. Want to share this post? Please do. Just be sure that it remains intact and includes the following bio. Thanks!

About Judy: Judy Mackenzie, MBA, CHRP, CEC PCC, owns and operates TEVO Consulting Inc. (www.tevosmallbiz.com), providing services and guidance to small and medium businesses. TEVO’s mission is to assist companies in reaching their strategic goals by developing leadership and people management systems that allow employees to be at their best. Judy believes engaged employees are fundamental to business success, and she designs support and management systems to help people and companies achieve their full potential.

 



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