It’s belief in a lot of businesses that, by providing staff with some education in safety in the working environment, they are suitably equipped for any situation. The reality is that, irrespective your industry, instruction in health and safety regulatory affairs simply isn’t enough. Equipping workers, hiring good supervision and supporting regular safety exercises are fundamental to the safety of staff.

A supervisor has a greater role to carry out than simply general management. Whomever you employ as the supervisor needs to agree that health and safety instruction is fundamental and have the ability to share their enthusiasm about it.

As well as following all of the rules and laws, the supervisor also needs to make certain that every employee performs efficiently. This is not a simple task. A competent supervisor is required to have an in-depth understanding of the business and the product in addition to an in-depth understanding of safety legislation, risk assessment, and first aid. Simply offering basic training in health and safety actually is not adequate for your employees. Your staff must gain practical experience of risk assessment and the recognition of problem areas. Employees in addition must have insights into the essential safeguards that they will need to put in place and also how to act when the worst happens. Only when these procedures become habitual are staff totally protected. Adequate safety gear is every bit as critical to the your workers’ well being as any training. When they do not possess the correct supplies or alternatively should they see that equipment is broken when they actually need them, even the most advanced instruction won’t help them.

You need to plan regular inspections to ensure you have all the essential supplies and to make sure it’s working correctly as well. When you have a issue with your supplies, make sure it is repaired or call out a service engineer as soon as you can. Appropriate health and safety training is essential for the well being of your employees, however they require the proper apparatus, scheduled practise drills, and a knowledgeable supervisor who gets the workforce excited about being healthy at work. When you follow this advice you should find health and safety legislation will soon become a part of the staff’s working habits and no longer something challenging for employees to remember.

Nowadays, there may be a shortage of jobs, but there is no shortfall of job applicants. With an influx of resumes and applications, where and how do you begin checking references and separating the top quality applicants? It is inconceivable to expect the human resources department to make dozens of phone calls regarding Employment Verification on behalf of each applicant. This is an exceedingly time consuming process that can impact productivity. Trying to pare down the process yourself by lowering the amount of verification phone calls you make can damage quality control resulting in hiring of a lower quality employee while missing out on the jewel you’ve been looking to hire. One way to maintain the highest level of applicant is to outsource the verification process to another company.

Employment verification with VeraTrack is as easy as typing in applicant information, previous employer contact information, and the data to be verified. Verifiable data most likely includes dates of hire and termination, manager, reason for leaving, salary, and last position held. The next step (and the best part) is easy: simply wait. VeraTrack sends notification to the previous company via fax or email. The company then replies by going online, using a unique code to log in with and complete the verification. It is as simple as that!

Many businesses are moving to this method of Employment Verification. Outsourcing is much easier and you have the ability to verify many more applications than if you were to call or fax all the employers from a resume by yourself. This new process of employment verificaiton is popular because it keeps the other employment information confidential. You are able to save your company time and money while assuring all of the files are secure. Signing up for this new way of doing Employment Verification ensures that you are getting the best candidates in a timely fashion.

Succeeding in business depends to a great extent on efficient people management skills. People management may be acquired and learned. It can be an advantage to have a natural affinity for communicating with people, but there are a few skills you can do to help the process.

Forging relationships: Remembering employees by name will be a good start. Encourage conversation; get eye contact as you’re speaking. Develop a respectful attitude, in addition listen to the other person’s point of view, even if you do not agree or have another point of view. Developing listening skills is among the greatest things you may do to develop your talent management skills. Be sure to receive any contributions from your co-workers.

Keep your word: Keeping your word is crucial. When you don’t deliver on what you promise, the delicate bond of trust is damaged, and without trust your staff certainly won’t perform at their best. Everytime you make a statement or make a promise about something, you are wasting your time and effort if you don’t keep your promises. To be honest, when your people can’t depend on you, you can be certain they will behave in the same manner. Be open to feedback: It’s a two-way street. Having an open mind with regard to other people’s ideas is very important in managing staff. If you can prove that you are accessible and receptive, you establish that your co-worker’s opinions count, and they should value your opinions. Honest discourse in addition furthers creative troubleshooting, new ways of fulfilling the mission of the team, and strengthens the team dynamic. By allowing the team some input, the outcome becomes important to every employee. Promote all sorts of communication: Communication is central to dealing with people skilfully. Be approachable, listen intently to other people’s opinions, remember to welcome people to share ideas, and give all of your employees an equal voice. Staff should be encouraged to speak to each other not just with you. The growth of any business depends a great deal on the interchange of ideas, if the employees communicate effectively, you can identify any problems at an early stage, permitting corrective action to be implemented to prevent further problems.

Acquiring these skills can require some time, still the dividends achieved far outweigh the work. Through encouraging a good team dynamic and by taking on board what your employees have to offer, a flourishing business can be yours.

People management techniques are critical for business success. People management can be acquired and learned. Having a innate affinity for dealing with people is an advantage, nevertheless you can do many things to make the procedure simple.

Build relationships: Remembering co-workers by name will be a beginning. Talk to employees; make eye contact when you’re speaking. Develop a respectful attitude, and do pay attention to the other person’s opinion, regardless of whether you are in agreement with them. Paying attention to what staff say is one of the most important human resources management skills in your arsenal. Welcome any contributions from your co-workers.

Show integrity: Keeping your promises is fundamental. When you don’t keep your word, the fragile bond of trust is shattered, and if they do not trust you your staff certainly won’t offer their best. When you make a statement or make a promise about something, you are squandering your time if you don’t keep your promises. The truth is, when you can’t be depended on, your employees can’t be relied on to be available when it’s really important. Welcome any feedback: It’s a two way street. Keeping an open mind with regard to other’s opinions is an important skill in effective people management. If you can demonstrate accessibility and receptiveness, you prove that other people’s opinions count, your thoughts will be valued in the same way. Welcoming discussion also encourages evolution of original ideas, ways of fulfilling goals, and strengthens the team. By giving the staff to express their thoughts, the success of the company becomes important to every employee.

Encourage all sorts of communication: Communication is fundamental to dealing with people skilfully. Be accessible, apply listening techniques, encourage all sorts of feedback, and permit each of your team to express themselves. Inspire team members not only to communicate to you, but with each other. The growth of any business depends heavily on the open exchange of ideas, and by communicating with one another, you can recognize problems swiftly, allowing corrective action to be put in place to prevent further problems.

Some time and effort is necessary, all the same the payoffs far outbalance the work. Through establishing the bonds of a good team and taking heed of your team’s opinions, you can achieve a successful business.

Konica Minolta Business Solutions, a business machine specialist, and Medilink healthcare technologies support organization are the newest firms to take up residence in office space at the 50 acre Smith Wood regeneration site of St. Paul’s Developments.

Sales director of Konica Minolta Martin Hetherington commented on the merge stating that as their client base has continued to grow it is time to move out of Leeds and into a more accessible business location in South Yorkshire. He continued to state that Smithy Wood allows the company to have easy access to Junction 35 on the M1 so that they can reach customers and clients easily.

Hetherington continued to say that the location is also ideal as the office space at Smith Wood has a contemporary set up that will allow the company to operate efficiently and bring prestige to the company’s base. It indicates that despite the recession, it still remains an advantage for firms to consider relocation and office design to improve their business; Claremont Group Interiors is one such firm that offers design and contracting solutions.

Managing director of Medilink Kevin Kiely commented on Medilink’s move also stating that the new head office will allow Medilink to be part of a support group that will help develop the growth of the healthcare sector when it comes to technology. He also added that the location will open new opportunities for healthcare technology and support for organizations that are spread throughout the region.

The Smithy Wood office space development is a project headed by Yorkshire Forward, a regional development agency, and the Duke of Norfolk. David Newton, managing director of the St. Paul’s development project stated that the office deals have sparked an increasing amount of interest in the office park from other organizations with similar business interests.

Effective people management skills are important in order to achieve the best in your business success. People management may be improved and studied. Having a innate skill for getting along with people and forging relationships can be an advantage, however you can do numerous things to make the procedure simple.

Relationship Building: Addressing co-workers by name should be a beginning. Speak to employees; look individuals in the eye during a conversation. Show respect, in addition be attentive to the other person’s point of view, irrespective of whether you agree with them. The development of listening skills is one of the best things you may do to better your talent management skills. Show interest in what everyone can give to the team.

Live up to promises: Don’t give promises you won’t keep. If you can’t keep your word, the delicate bond of trust is damaged, and people won’t give you their best efforts without trusting you. Everytime you make a statement or make a promise, do be sure that you can follow through or don’t bother giving your word at all. The truth is, when you can’t be counted on, your employees won’t be available if you actually need them. Encourage feedback: It’s a two-way street. People management skills mean being receptive to all feedback. If you are able to demonstrate that you are accessible and receptive, you show that your co-worker’s views count, and they will appreciate yours. Frank discourse in addition encourages creative trouble-shooting, ways of fulfilling goals, and strengthens the company in general. If your co-workers have a voice, every employee takes ownership of the project’s outcome. Promote all sorts of communication: Dealing with your team comes down to the same concept - communication. Keeping an open door policy, practice good listening skills, be open minded, and allow all your employees a chance to speak. Encourage staff not just to speak with you, but also with each other. The creative process relies to a great extent on the open exchange of ideas, and by listening to one another, you can root out any problems swiftly, allowing corrective action to be implemented to prevent further problems. Acquiring these skills may require some work, all the same the rewards far outweigh the effort necessary. Through establishing the bonds of a good team and taking heed of your team’s suggestions, a successful business will be yours.

I hear four questions asked about leadership often. This article gives a short answer to each of these important questions.

Why Does Leadership Matter?

Parents universally hope that their children develop leadership qualities. They know that leaders are people who are effective in what they do, are respected by others, and typically rewarded for those skills in a variety of ways. It is in these formative years that, through our parents, we first see leadership as desirable and important.

As young people we look up to people around us that motivate and listen to us; people that seem like “real-life” heroes. We consider these people leaders.

As we grow we begin to relate leaders to their jobs - ministers, teachers, police officers. And later Mayors, Presidents, and CEO’s . . .

As adults all of these thoughts and experiences define why we think leaders have desirable traits and play roles we admire (and why we desire these things for our children).

All of these experiences and thoughts help us define why leadership matters - it matters because leaders make a difference and can shape the future. It matters because leaders are valued and valuable. In everyone’s mind leadership, especially when it is good, matters.

What is a Leader?

A leader is a person who sees something that needs to be done, knows that they can help make it happen, and gets started.

A leader sees opportunity and captures it.

A leader sees a future that can be different and better, and helps others see that picture too.

A leader knows they can’t do it alone.

A leader is a coach.

A leader is an encourager.

A leader views change as their ally.

A leader is willing to take risks today for something better tomorrow.

A leader is a learner.

A leader is a communicator.

A leader is a coordinator.

A leader is a listener.

A leader takes a long view - letting their vision keep their daily steps on track.

A leader is passionate.

A leader motivates and inspires.

A leader values results.

A leader cares about more than results though; she cares about those who are following her lead.

A leader makes a difference in the lives of others.

A leader is all of these things and much more.

Are People Born Leaders?

Sure they are - I mean everyone is born, right?

You might say that riddle-like answer misses the point. You say the real answer is that some people are truly born to lead.

And I would reply that your common statement implies that others aren’t born to be leaders.

So let’s examine that difference of opinion…

When people describe someone as a “born leader” they typically mean that the person is motivating, a good communicator and charismatic. And it is true; some people are blessed at birth with more natural ability in these ways.

But leaders can be great with different innate characteristics as well.

And there is no single small skill set that defines the perfect leader or guarantees success.

Everyone is born with a unique set of natural abilities. And all of us can develop skills and styles to complement those natural abilities.

Who is a Leader?

This question on the surface is the easiest question I’ve asked so far. After all, I’ve already given some examples.

People in certain roles are leaders, whether they’ve studied for the role, like a doctor, lawyer, teacher or minister… got elected to the role, like a county councilman, mayor, Senator or President… or worked up the through the organization like a supervisor, manager, Vice President or CEO.

You can ask most anyone the question “Who is a leader?” and those are the kinds of answers they will give you.

They are right, of course. But they are only partially right.

Leaders aren’t leaders because of a job title.

Leaders are leaders because they lead.

Which takes me back to my previous question - “Are people born leaders?” Yes they are. But it isn’t just a few that have been hand picked by our Creator or random genetics.

We have all been picked - genetics has selected us all.

We were all born to lead, in our own way.

We may not be the Chairman of the Board. We may not be the person on the stage.

We may not lead with oratory or flair.

We may lead by compassion.

We may lead by example.

We all can lead.

We all have the ability to be remarkable leaders.

Leadership isn’t about position.

Leadership isn’t about power.

Leadership is about potential - your potential.

You are a leader. Claim and believe this to be true, for it is. Stake your claim and make a difference in the world around you.

Your opportunities for leadership are endless. The rewards are boundless.

My answers to four questions lead to a question for you…

Where will you lead?

Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to http://www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.

You have worked hard and you have just gotten that promotion
you have always wanted and certainly earned. You have never
supervised or been held responsible for other’s job
performance and productivity. Now what?

If you can define answers to these fundamental management
questions and truly understand how they can or will affect
you in your new group leadership role, you can position
yourself to maximize your group’s ultimate productivity.

1) DEFINE WHAT IS EXPECTED OF YOU AS A “MANAGER”.

• What are the performance objectives of your work group?

• Are the group’s performance expectations measurable?

• Are the performance expectations tied to a timeline?

• Are the objectives realistic?

• Are the performance objectives relevant - worth pursuing?

2) DEFINE RESOURCES AVAILABLE TO MEET FUTURE DEMANDS.

• What internal and external resources are available to you?

• What resources available do you actually have control?

• Are the resources enough to meet performance expectations?

• Understand how to get more support if you find the need.

3) DEFINE WHO TO INTERACT WITH FOR MAXIMUM PRODUCTIVITY.

• Who within your company affects performance in your group?

• Who outside the company can affect group performance?

• Can you realistically affect these influential parties?

• What support can you expect if you find you need it?

4) DEFINE WHAT VIABLE LEADERSHIP AUTHORITY YOU HAVE.

• Can your supervisor clearly define your authority levels?

• At what point or level does you supervisor want involved?

• Are you given more responsibility than authority needed?

• What recourses do you have to address poor group results?

Any organization, be it a for profit company, government entity
or non-profit group, is often made up of groups of people who
collectively seek overall “success” for their organization.
As a group leader or manager you can best drive success for
your segment of the organization by being consistently proactive
in defining the span influence and control of your own
leadership role. This is a constant and ever changing process.
Circumstances both inside the organization and affects from
outside require successful managers to gauge their role and
contributions within the four segments defined above.

When you think about it, each group within any organization,
and each member within for that matter, should only demand
and use just enough or the organization’s resources to maximize
their productivity. Any use or demand of resources that is more
or less than what actually is required makes for unnecessary
frustration, confusion and waste.

Ideally it is the successful manager that constantly adjusts
what is needed to leverage their own group control, support,
influence and their ultimate accountability within the
organization. This leadership skill set does not come natural
to people. A manager must understand the need for their constant
definition of their own role within their organization and the
consequences of proactively communicating same to each of their
subordinates, showing them how their responsibilities and
contributions affect the organization as a whole.

As organizations grow and diversify as a response to ever
changing demands of them from their constituents, they naturally
become more dependent on their managers. More often than not,
the organization does not effectively clarify what is expected
of their managers. One cannot expect the organization to make
your management responsibilities easier - it is up to you to do
that for yourself.

About the Author:

Mark Smock is 30+ year veteran of business leadership and is
President of http://www.business-buyer-directory.com, the FIRST
International business buyer directory of its kind. Business
Buyer Directory provides a non-traditional means for proactive
business buyers to locate businesses for sale worldwide that
meet their exact registered purchase criteria.

As most of us know, the oil industry recently enjoyed fiscal quarters of record revenue and profits thanks to strong global demand, short supplies and high prices for oil and natural gas. Predictably, however, politicians like Rep. Dennis Kucinich, D-Ohio, Sen. Chuck Schumer, D-N.Y, and others were fast on the case, seeking but thankfully not getting new windfall tax legislation to tax “only excess profits,” leaving “reasonable profits” unaffected and arguing that anything more than “reasonable profits” should be returned to society. They contend that the oil companies’ recent quarter of higher profits is mostly an unearned “windfall” ostensibly due more to luck than anything else and they (the oil companies) really didn’t do anything to earn it. It reminds me a bit of Massachusetts Rep. Barney Frank’s comments on the estate (”death”) tax some time ago to the effect: “…why should the kids get it it; they didn’t earn it.”

The politicians, concerned about their low approval ratings, go on to stress that the oil companies’ profits this quarter are partially due to uncontrollable factors that they did not anticipate such as the tremendous increase in demand for oil from China and India. But that coin has two sides since just about every business venture involves factors that cannot be anticipated or controlled, and these factors can affect it both positively or negatively. That’s part of the risk businesses must take on. Heck, just ask any restaurant owner just ask any businessperson. .

Now then, to earn a profit requires the capability to create a product or service. It requires the capability to create value. Oil companies, like any other business, must invest time, money, and sweat equity, andmost particularlymust assume the risk that others will value its product or service, and that they will not be driven out of business by superior competitors, or better service, or a better dining establishment, or better hardware stores, et cetera. It only follows that since they assume the risk, they also deserve any rewards or losses that result from taking the risk. In the last decade, oil companies had no right to be bailed out by the government when oil prices unexpectedly fell below $10 a barrel (only seven years ago). As a result, what became known as the Texas oil depression of the 1990s ensued. But likewise, the government has no right to seize their profits when oil unexpectedly rose to almost $70 a barrel (it has since settled around $ 60 a barrel). Manifestly, it cannot and should not work one way and not the other.

After all, did the many computer geniuses who made millions at Lotus, Microsoft, Digital, IBM, Intel, Wang and elsewhere not deserve their money? Should they have been forced to “return it to society” because they did not anticipate their computer and programming skills would be so profitable? I think not! They developed and bet their livelihoods on those skills and assumed the related risks . They are entitled to their high compensation. It belongs to them, not the government. As author and philosopher Ayn Rand once stated, “If you ask me to name the proudest distinction of Americans, I would choosebecause it contains all the othersthe fact that they were the people who created the phrase ‘to make money.’ No other language or nation had ever used these words before; men had always thought of wealth as a static quantity- to be seized, begged, inherited, shared, looted or obtained as a favor. Americans were the first to understand that wealth has to be created.”

Perhaps lost in all the opportunistic maneuvering and socio-political criticism is the simple fact that the oil industry should be commended for succeeding. America’s oil companies have achieved their profits these past few quarters the old-fashioned American waythey earned them by creating value through great effort (working both hard and smart), and taking tremendous risks.

These companies plow back billions on new exploration and production (e.g., ConocoPhillips and Exxon) even though domestic investment is difficult due to restrictions on drilling on public lands and on the continental shelf. They construct giant rigs to extract oil from the ocean floor (e.g.,Transocean Inc). They develop new technologies like 3-D seismic surveys which plays a vital role in extending the limits of a field or finding new pockets of reserves in and around producing properties (e.g., ConocoPhillips.) They develop new extraction methods to get hundreds of billions of barrels of oil from the potentially rich sand deposits in Western Canada (e.g., Suncore Energy, Canadian Sands Trust). They increase production and reduce overall drilling and completion costs through horizontal, multilateral and other innovative drilling techniques (e.g., Baker Hughes and Dawson Geophysical). They achieve mergers, consolidations and acquisitions to combat depletion and increase their reserves and efficiencies (e.g., Cimarex Energy and Encore Acquisition, Inc.). And in so doing, they assume those risks inherent in oil exploration and development. Moreover, they must deal with unstable foreign governments like Venezuela, Iran, Nigeria, etc.; they must contend with new and ever-shifting government regulations; and, of course, they must deal with the complex, manipulative and risky issues associated with OPEC. Pure luck? A windfall? Didn’t earn it? I don’t think so.

So why bash success? Where does such oxymoronic behavior end? While the oil market is certainly not a model of pure capitalism, a windfall tax as a socialist-style intervention is hardly appropriate. Such punitive measures imposed on the industry in the 1970s hindered reinvestment in the industry’s infrastructure. The answer may lie in the fact that the politicians’ top priority is often survival, and far less frequently the protection of capitalism. If so, oil companiesand capitalismmay be in for some hard times.

“What kind of society isn’t structured on greed? The problem of social organization is how to set up an arrangement under which greed will do the least harm; capitalism is that kind of system.” Milton Friedman

Ted Sares, PhD, is a private investor who lives and writes in the White Mountain area of Northern New Hampshire with his wife Holly and Min Pin Jackdog. He writes a weekly column for a local newspaper and many of his other pieces are widely published.

His works focus on issues and themes dealing with socio-political topics, business and economics in which he advocates a free market approach to capitalism, patriotism, and matters dealing with individual freedom.They are frequently inspirational in nature and sometimes reflect the Objectivist philosophy of novelist and philosopher Ayn Rand. He also writes short stories that feature ironic and surprise twists.

An important aspect of good leadership is the ability to work and relate with others. There are ten qualities that characterize successful leadership in the area of relating and communicating with other people.

1. Availability
A good leader is available and in touch with people. An important leadership skill is the ability to recognize needs and be able to respond to them quickly and in the moment.

2. Facilitating Harmonious Relationships
A good leader realizes the importance of harmonious relationships and is proactive in creating a harmonious atmosphere. Successful results are born out of harmony rather than conflict. Good leadership will prioritize keeping conflict and disharmony to the minimum.

3. Approachability
A good leader is approachable and has an open door policy. Good leadership creates an environment where openness and honesty can occur in an atmosphere of fairness rather than judgment.

4. Appropriate use of authority
Sensitivity to the proper use, and conversely the misuse, of their authority is the whole mark of good leadership. A good leader will not use their position of authority for self gratification and promotion or in a controlling and domineering manner. Successful leaders use their positional power with wisdom and sensitivity to the appropriateness of the circumstances.

5. Confidentiality
Good leaders conduct conferences and meetings in an atmosphere of trust. They display appropriate confidentiality and respect towards others and about others.

6. Self Motivated
Good leaders set and use goals to motivate themselves and others. They understand the importance of personal and professional development. Successful leaders do what is necessary to upgrade their knowledge and skills and be on the cutting edge in their field. Successful leaders not only motivate themselves in personal development but also motivate those around them.

7. Provide Support
Good leaders are able to provide emotional support for those for whom they are responsible. They recognize the importance of encouragement and inspiring confidence and also give recognition of a job well done.

8. Maintaining Motivation and Team Spirit
A good leader provides incentives and motivators to improve the performance of their employees to challenge them to maintain quality results.

9. Clear Communication
A good leader is an excellent communicator. Their leadership involves communicating clearly the objectives and procedures required of a task. They set clear, attainable, and measurable goals.

10. An Understanding of Group Dynamics
A good leader understands the dynamics of group relationships. Successful leaders have the ability to lead groups without aggravating conflict and minimizing disharmony. They are inclusive and skilled in creating a sense of team unity. They are adept at balancing the strengths and weaknesses of the group for best results.

Barbara White,President of Beyond Better Development, (http:www.livingbeyondbetter.com )brings to the table years of experience in leadership and education. As a speaker and author, Barbara brings her passion and expertise to work with people to help them grow towards excellence and their unique potential in their personal and professional life.

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