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TundeGold is Digital Media Certified and an H.R Specialist. He is a Blogger who loves writing on topics relating to Leadership and Career Development. Click HERE to view His Full Profile

THE VIRTUE IN SELF BELIEF


Self-belief is important not only for developing confidence but also for achieving success. If you believe in yourself, no one can ever stop you from reaching your goals. Believing in your self has certain irreplaceable advantages. 

Many people constantly doubt their abilities, skills, talents, opinions, and numerous other aspects that makes them who they are. For these individuals, a lot of precious time is wasted on this demeaning method of thinking.

When a person believes in their abilities, skills, talents, and value, they also develop a new logic to life. They understand that for every action there is definitely a reaction, however, each reaction can be a positive and fulfilling experience.

These individuals have a high level of self-confidence, they are usually quite motivated, and they understand the power of positive thinking.

Therefore,  I challenge u this tuesday morning,  quit the demeaning method of thinking,  start loving yourself,  cos you are different and unique from that great hero you admire in your industry. There is something only you can bring to the table that no other person can replicate exactly. Inside you lies giftings and oceans of talent waiting to be explored. 
Stop Loving others at your expense, Start falling in love with yourself. 
See you at the top!

'Yours inspirationally
-Tundegold 




7 Rules On What To Wear To A Business Meeting

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Over the past few years, work wear rules for women have changed. No longer are we expected to strut around the office in a power suit or smart shift dress and pearls.  As the office outfit guidelines soften, it’s easy to feel like we’re staring into a style vacuum.
Okay, so it’s goodbye power suits,  padded shoulders and sharp tailoring, then… what? what should we wear instead? What are the new rules? How do we balance being taken seriously in a professional environment with feeling feminine, stylish, comfortable and us?
While it’s obviously essential that you’re great at your job, the importance of being well-groomed and confidently-dressed should never be overlooked when making an impression on clients. One small style misstep could make all the difference to the outcome of a client meeting.  Here are 7 rules on what to wear to a business meeting – or, just as importantly, what not to wear.
7 Rules On What To Wear To A Business Meeting
#1. Don’t wear a cheap jacket or coat
While we may have left the 80s behind, your jacket or coat is still a vital element of your work wardrobe – and it’s worth spending some money on if you can. If you invest in a fabulous coat, be it a great colour, gorgeous fabric or classic brand, you can expect to be forgiven for wearing high street separates underneath. You’re also likely to be noticed (and remembered) by clients for all the right reasons.
#2. Don’t wear unforgiving fabrics
Look for fabrics which have a mix of both man-made and natural fibres – and wear skirts that don’t crease and trousers that don’t shine. No matter how long or demanding your day, you want to give the impression that you can easily handle it – and if your clothes look sad, tired and crumpled then so will you.
It’s much better to breeze into the meeting venue after some hours behind your desk looking professional and polished, so pick your fabrics wisely!
#3. Don’t forget to plan
One of my favourite business quotes is ‘failing to plan is planning to fail’. And when it comes to your work wardrobe, planning is vital. So look at your diary or planner, and check which meetings and events you have to attend for the week ahead – then plan an outfit for each one.
Make sure you have items that go together, are clean, fresh and ready to wear. The last thing you want on the morning of a big presentation is to discover that your skirt has a stain on it, or your shoes desperately need re-heeling.
Even if you get the odd curve ball thrown at you with an unexpected event, your wardrobe should be flexible enough to pull together an appropriate look at short notice.
#4. Don’t wear unsuitable shoes
Work from your shoes up! While it may be true that you should never judge a book by its cover, first impressions really do count. So make sure the first impressions clients are forming of you are flattering.
Avoid shoes that are dirty, scuffed, ill-fitting, obviously-cheap or unsuitable for your outfit, the weather or the occasion. Heel height is a matter of personal preference. Go high if you can walk well in heels.
But  if you’re unsteady in two inch heels, please opt for a kitten heel instead, or a ballet pump (stay away away from trainers though, as a whiff of foot odour when swapping shoes is not good office etiquette)!
#5. Don’t overlook your foundations
Get your foundations right, and make sure you’ve got a good-fitting bra for your size and shape, a nude cami vest and seamless pants.
#6. Don’t be afraid of separates
While dresses may be an easy go-to one-piece for work, don’t overlook quality separates. If you don’t do dresses normally, then don’t do them for a business meetig. Let your innate style dictate your work-wear rules and go for a great blouse, pencil skirt or tailored slim trousers and heels.
#7. Don’t fall for these office fashion crimes
If you want to look stylish and be taken seriously, say no to these all-too-common office fashion crimes too:
  • Crop tops, plunging necklines or other skin-bearing clothing.
  • Mini skirts (even when worn with opaque tights).
  • Ill-fitting, unflattering tailoring (a good local tailor or alteration service in your area can breathe new life into an old suit – then wear as separates rather than together).
Dress well, and you’ll not only feel (and look) great, but your performance will improve too – you’ll feel more confident delivering a pitch, meeting new clients to negotiate a deal.
-(Source: www.talentedladiesclub.com)

The 3 tasks Entrepreneurs Must Stop Doing in their Business

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When I started my first real company, Single Grain, I was a one-man shop. I did everything that needed doing, whether that meant hiring virtual assistants to help with SEO, or carrying out the administrative work needed to support them.
As my company grew, I was also forced to start hiring. After all, there's only so much you can do on your own, and getting bigger meant bringing on a team to pick up the work I couldn't get to.
At first, I was resistant. Nobody knew my company like I did, and I struggled to understand what to delegate (and when), to maintain my quality standards and not go over-budget hiring outside help.But once I actually started delegating, I could have kicked myself. As I shifted activities I wasn't really skilled at handling in the first place, I "won back" more and more of my time to spend on the ones I was. I couldn't believe I'd hesitated to expand for as long as I did.
Don't make the same mistakes I made. If you're an entrepreneur and you're still doing the three tasks below, it's time to make a change.

1. Finance

I've always been decent with numbers, so I figured I was doing fine handling my company's books on my own. And, to be fair, I never got audited, so I must have done OK.
But bringing on people with actual financial expertise changed the way I looked at my company's finances. With proper bookkeeping systems in place, I was able to better understand my cash flow and make decisions based on profit and loss statements -- not on gut feel. Having someone on my side who was knowledgeable about taxes and financial planning saved me far more than I spent, as well.
If you aren't ready for a full-time bookkeeper, accountant or CFO, no worries. Services like Bench.co can take bookkeeping requirements off your shoulders. You can also hire a contract, freelance or part-time financial pro on a more limited basis. Kris Merritt of AccountingDepartment.com describes on his blog what one of these professionals can do for you: "A part-time CFO manages cash flow, reports financial information to management efficiently and performs other important finance-related tasks that can fall under the radar at busy small businesses," Merritt writes.
"A part-time CFO can also train qualified employees to do some basic accounting work."
Get the financial help you need. It might not be as expensive as you think.

2. Legal

Your company's legal needs are another place to avoid cutting corners. I've been sued before. And it stinks. While getting professional legal help won't guarantee that that will never happen, it can reduce your odds (or at least give you a ready ally who knows you and your company should the worst occur).
I don't care how new your business is or how little cash is sitting in your bank account. The following legal tasks all require legal guidance - which, again, you can get at reasonable rates, using services like Upcounsel:
  • Your business's organization documents and initial filings
  • Your contracts
  • Your employee handbook (if applicable)
  • Funding and fundraising
  • Mergers and acquisitions
This list isn't comprehensive. A good rule of thumb is: If you think you might need a lawyer for something, you probably do.

3. Back-office work

Finally, getting administrative tasks off your plate is a no-brainer; it's a simple calculation. If I have 10 hours free, and I can use that time to either network with the contacts that will bring in business, or handle my companies' admin requirements, delegating my back office work represents a much better use of my time.
Of course, hiring out your administrative work to a real-world or virtual assistant isn't as easy as pressing "Post" on your job listing. As BiggerPockets founder and Entrepreneur contributor Brandon Turner noted: "Success with a virtual assistant doesn't come naturally. Like any skill, it must be learned, developed and mastered."
I've hired assistants -- both in-person and online -- that failed for different reasons. Now, when I'm in the position of needing administrative help, I ask myself the following questions first:
  • What specific tasks do I expect this person to complete?
  • What skills does that mean they need to have?
  • How long do I expect these tasks to take?
  • What's required on my part to get my new hire up to speed?
  • What will a successful assistant look like in this role?
Whether you're looking to delegate out your financial, legal or back-office requirements, having a plan is critical. But don't get so hung up on developing a perfect plan that you never get around to actually hiring.
Your time truly is your most valuable resource. Make sure it's being spent in the right places.                                                                                                    -(Credit:Entrepreneur)

The Strategy Paradox

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The Strategy Paradox is about managing risk. It provides a vocabulary and set of frameworks to help us begin to embrace our ignorance about the future and deal with it. 

The strategy paradox lies in the fact that the characteristics that we typically associate with success are also systematically associated with total failure. That is, the strategies with the greatest possibility of success also have the greatest possibility of failure. Author Michael Raynor, says that resolving this paradox requires a new way of thinking about strategy and uncertainty. 

In his research he found that strategies normally associated with success look very much the same as strategies that in fact lead to failure as well. What was interesting is that while successful and failed strategies look the same, strategies that lead to mediocre financial performance look very different from strategies associated with both successful and failed strategies. This leads us to the conclusion that the opposite of success is not failure, but mediocrity. So to assume that we are safe with a compelling vision, commitment and a clear focus—all defining elements of successful strategies—is misguided as these elements are also systematically connected with some of the greatest strategic disasters. The real issue is that these elements must be based on an accurate view of the future, and not surprisingly even the best minds often get this wrong. Naturally, the further out you go the greater the degree of strategic uncertainty. 

One of the reasons the future is difficult to predict is because it is random. In other words, the past isn’t always a good indicator of the future. Randomness enters in your analysis because at some point you have to confine it. You have to leave some data out, thus reducing your accuracy. To avoid this “we find ourselves compelled to build a theory of everything in order to predict anything.” Not practical—analysis paralysis. 

Another issue is cause and effect. Accurately determining why something happened before—initial conditions—is a judgment call. Even if we are correct, recreating those conditions exactly is not generally doable.  

What are we to do? Raynor suggests implementing what he calls strategic flexibility and using what he calls requisite uncertainty to allocate responsibility for managing uncertainty vertically through an organization. That is, calibrating the focus of each level of the hierarchy to the uncertainties it faces. 

For instance, Board members should be looking ten or more years out and asking, “What is the appropriate level of strategic risk for a firm to take? What resources should be devoted to mitigating risk? What sacrifices in performance are acceptable in exchange for lower strategic risk?” CEOs looking out five to ten years, should ask, “What strategic uncertainties does the company face? What strategic options are needed to cope with those uncertainties? In other words, it falls to the CEO, and the rest of the senior team, to find ways to create the strategic risk profile the board has mandated for the firm. 

Moving down the hierarchy, operational divisions dealing a time horizon of two to five years should ask, “What commitments should we make in order to achieve our performance targets? For these folks, it’s no longer about mitigating strategic risks, but making strategic commitments. And then managers with a short term time of horizon of 3 months to a year should ask, “How can we best execute the commitments that have been made in order to achieve our performance targets? There are no strategic choices to make at this level, because the time horizons are too short. 

What is useful about this book is that it is not just for CEOs. As just shown, people at all levels in an organization deal with a certain amount of uncertainty. Regardless of the timeframe they are dealing with or looking at, the tools outlined here are valuable for managing that risk.                                            -(SourceLeadershipNow)

DOWNLOAD NEW SINGLE - GREAT IS THE LORD BY AKANLE OLANREWAJU














This song Great is the Lord is a Debut Release of Akanle Olanrewaju and it reiterates the greatness and goodness of the Lord.

In the era where there are many 'junk music' filtering the air, the spirituality in the lyrics of this song combined with the melody will get your spirit attuned to God the more. Go download and listen.


                             DOWNLOAD HERE

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