BeWhoUR: UrBestSelf
Be-Who-You-Are: Your-Best-Self
November 2009--Vol 5, No 11
|
|
|
Business Energetix
Success Coaching
|
 Makes Your Business Work
For You!
Business Coaching
Leadership Coaching
for the business leader who wants to improve
Team Coaching
for staff groups, management teams and project teams
Business Coaching
for the business owner
Career Coaching
Career Assessments
Career Coaching
to find a career with
the right fit
Jump Start Your Career
2 career assessments
and 2 Career Coaching sessions to launch
your career search
775.337.0661
Call to arrange a no-cost sample coaching session. |
|
|
| Greetings! |
@UR BEST
Here are some coaching tips and ideas for being "at your best."
- Notice what time of day your energy is strongest and schedule your creative tasks for that time.
- What you resist, persists. Face that nagging frustration head on and figure out what can be done to resolve it.
- Stop your negative mental chatter and choose the best of who you are. Use this silicone wristband, debossed with bewhour@urbestself.com (Reads: be-who-you-are-at-your-best-self) and choose the best of your qualities. Check out the website www.urbestself.com for the wristband and suggestions on how to use this supporting structure.
What brings out the best in you? Share your ideas and suggestions so others can benefit from what you've figured out. Send an email to Marti@BusinessEnergetix.com and with your permission, we'll share it with the readers of this ezine. |
 Chloe's Chronicles
|
Meet Chloe, Business Energetix's Business Wizard; we call her MizBizWiz. When Chloe joined us, we didn't realize the depth of her talents for noticing how stuff works but she has dazzled and amazed us with her ability to relate her observations to common business issues. Read on to see how she serves as a constant source of instruction and inspiration for exploring the challenges of management.
I just got back from a great walk in the late afternoon sunshine. Today we took my favorite path, the one where there's a patch of that wide bladed grass I love to chew. That's my favorite treat; well, except for my other favorite treats.
I'm not one of those dogs who like to chase a tennis ball and bring it back so I can chase it again. I know there are lots of those dogs out there that love that game but I just don't get it. That's not fun for me-the way I like to play with a tennis ball is to retrieve it from the river, take it to the bank and chew it beyond recognition.
My buddy Mandy is obsessed with chasing balls! This summer, she dropped the ball over the side of the boat so she could jump in the lake to retrieve it. That was hilarious...little Dachshund, in that big lake, those tiny paws paddling like mad! And she would do that all day long if the people didn't get bored with it and hide her ball.
Read Full Article | |
|
|
|
|
| Book Notes |
|
Managing the Unexpected: Resilient Performance in an Age of Uncertainty
by Karl E. Weick and Kathleen M. Sutcliffe
Reviewed by: Marti Benjamin, MBA, PCC, CCMC
In some organizations, such as hospital emergency rooms and firefighting units, slight errors have major consequences like the loss of property or even the loss of life. These organizations develop systems and ways of learning that reduce the incidence of error and allow the organization to recovery quickly from errors that do occur. Weick and Sutcliffe call these High Reliability Organizations (HRO) and they have studied them to decipher what makes them so reliable. In the process, they have identified lessons for other businesses that want to learn to recognize threats early, respond to them appropriately, recover from them quickly and reduce their negative impact.
When the authors compared several business disasters, they found a pattern of company behavior and corporate culture that differed from that of the HRO's. They found that the reliable companies managed their expectations differently and developed a level of mindfulness that continually updated expectations based on unexpected events. Rather than seeing the unexpected as a blip on the screen, the HRO's saw them as an early signal of possible failure and then predictrd what could go wrong.
Weick and Sutcliffe have developed a set of five principles that characterized the HRO's.
Principle 1: Preoccupation with Failure
The HRO's "...treat any lapse as a symptom that something may be wrong with the system, something that could have severe consequences if several separate small errors happened to coincide." (Page 9)
These organizations create an environment that encourages people to report errors; the organizations come to mistrust complacency and drifting into automatic processing. They consider a small discrepancy to be the symptom of a larger failure evolving.
To identify the points of potential failures, the HRO's ask three questions:
What activities involve the most direct human contact with the system?
What activities, if performed less that adequately, pose the greatest risks to the well-being of the system?
How often are these activities performed in the day-to-day operations of the system as a whole? (Page 48)
The highest potential for failure is the points with the most frequent human contact, performed the most often.
Read Full Article |
 |
The Last Word
"Be who you are and say what you feel because those who mind don't matter and those who matter don't mind."
Dr. Seuss |
|
All the BEST,
Marti Benjamin, MBA, Professional Certified Coach, Certified Career Management Coach
Karri Benjamin, MBA
Chloe, MisBizWiz
Business Energetix--Success Coaching
|
|
|
|
|
