| The heading of this article could just as
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| | recognised? There is such a thing as
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| well have been "How to position yourself
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| | telephone ethics, you know. If you are
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| for promotion" or "How to position
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| | prepared to pay for your use of the
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| yourself for career advancement" or "How
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| | employer telephone, you are not abusing
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| to climb the success ladder" or something
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| | it. Do you really know what you are
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| similar.What behaviour will improve your
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| | costing your employer for using the
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| chances for success? Behaviour which can
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| | phone? You are not supposed to use it for
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| be described as good work ethics.The
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| | private purposes in the first place. It
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| answer on how to cultivate good work
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| | is a privileged instrument entrusted to
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| ethics is simple. Make yourself one of
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| | you to help you in your work and not to
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| the linking pins in your organisation.A
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| | cause financial loss to you employer.6.
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| linking pin is someone to whom everybody
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| | Be open-minded and ready for
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| turns to, to get information and advice
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| | organisational changes.Whenever changes
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| from. It is also someone who can link
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| | are announced, be positive and display a
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| persons, sections and departments for
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| | leadership role in executing the new
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| better co-operation. But most important
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| | policies and strategies. If you
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| of all, it is someone who can exert
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| | participated in the planning of the
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| influence upwards, downwards and sideways
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| | changes, then you were forewarned. But
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| in the organisation structure. In other
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| | even if you experience unexpected
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| words you must be able to influence
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| | changes, be first to look out for
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| people around you to carry out the
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| | positive reasons for such changes and to
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| wishes, policies and strategies of top
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| | influence others around you to accept it
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| management, by earning respect through
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| | with positive attitudes. Defending
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| your display of expertise and
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| | superiors and higher management will
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| thoroughness. You must also be able to
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| | increase your leadership status and
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| represent the valid wishes and needs of
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| | trustworthiness. In a political sense it
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| lower levels to top management. You can
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| | will display your role as siding with
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| become a linking pin by striving to
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| | management against the disgruntled
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| attain the following traits:1. Cloak
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| | crowd.7. Arrange and organise your
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| yourself with expert knowledge in your
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| | paperwork.A good filing system allows you
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| technical field of operation.If you are
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| | to retrieve required documents and
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| an electrician, do not only be satisfied
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| | information fast for own use or for use
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| with your qualification. Try to gain more
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| | by other parties. It is a reflection of
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| in depth expertise in this technical
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| | your efficiency and your ability for
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| field of yours, to distinguish yourself
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| | sound logic thinking. If you surround
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| from other electricians.If you are an
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| | yourself with paperwork to impress on
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| accountant, avail yourself of in depth
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| | others how busy you are, you are making
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| knowledge about bookkeeping practices by
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| | the mistake of your life. It can be
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| studying or reading up on subjects
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| | interpreted in many different ways, like
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| pertinent for your field of technical
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| | you cannot cope with the workload, you
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| expertise.You can bluff your way during
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| | cannot delegate, you spend too much on
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| interviews, but once you have been
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| | time wasters, you are too slow and worst
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| appointed, people expect from you to
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| | of all you cannot manage yourself or
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| perform. This is where the cookie
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| | others. If you cannot get rid of papers,
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| crumbles or you succeed. The point is you
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| | you will not find the time to attend to
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| must not only perform at an average
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| | the needs and development of your
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| level, but you must display exceptional
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| | subordinates. You will also not find the
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| or above average expertise, so that
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| | time to liase with colleagues or to
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| others can start to rely on your opinions
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| | discipline your section or department.
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| and advice.2. Produce accurate
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| | You will be a walk over and ripe for
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| work.Cultivate a habit to carry out your
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| | being misused by subordinates not
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| work correctly with a minimum of
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| | respecting you. Rather be a reliable
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| mistakes. Sloppiness or tardiness must
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| | source of information with the time for
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| definitely not be present in your
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| | training your subordinates and others.
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| attitude, personal appearance or any of
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| | Clean up your desk to make time for
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| your work outputs, be it notes, memo's,
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| | others.8. Read up on the principles of
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| letters, spreadsheets, conversations or
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| | supervision and management.Familiarise
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| anything related to your work.Imagine
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| | yourself with the knowledge on how to be
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| what will happen if debits and credits
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| | a good supervisor or manager. If you can
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| are being processed the wrong way around
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| | display management capabilities, you will
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| in a financial department. It will have
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| | sooner be identified for promotion. It is
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| disastrous consequences. Strive for
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| | better to be promoted for your managerial
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| professionalism in what you do.3. Be
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| | capabilities than for your technical
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| quicker than most.This is one of the best
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| | proficiency. It will allow you to perform
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| ways to demonstrate your superiority and
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| | your managerial duties better. Apart from
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| efficiency. By executing duties and tasks
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| | being technically proficient, prepare
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| speedily, you are being more productive
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| | yourself in advance for possible
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| and can entice more important tasks your
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| | promotion. Make yourself ready and
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| way and thereby not only increase your
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| | available for your employer and the
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| merit ratings, but also your ultimate job
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| | future needs of your organisation.9.
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| rating. If you can perform your duties
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| | Confidential information.Your treatment
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| speedily, do not wait and stay idle, but
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| | of confidential information is going to
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| present yourself to your superior for
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| | be a good gauge of your character. You
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| more work. Find a balance to be both
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| | only have to make one mistake in this
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| quick and accurate.4. Display awareness
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| | area, not to be trusted ever again. If
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| of productivity.This must start with your
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| | you have a problem in this area, rectify
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| own self-evaluation. Ask yourself
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| | it quickly. Your superiors and employer
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| constantly if you are giving more back to
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| | have to trust and rely on your discretion
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| the organisation in value, than what you
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| | with confidential information. Some
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| are being paid every month. Although not
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| | information must be kept confidential or
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| easy to calculate, just thinking about it
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| | secret until it is time for disclosure.
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| may have enough of an impact. Just
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| | You must proof your ability for
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| imagine for a moment if your organisation
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| | discretion with this type of information,
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| were to be solely dependant for profit on
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| | so that they know they can trust and rely
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| the output of human beings only. In other
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| | on you. Let them know and understand that
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| words nothing to sell or produce but
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| | you are part and parcel of management.10.
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| labour output.If you can do more, it
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| | Show initiative.Make suggestions to
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| reflects directly on profit. Luckily a
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| | improve methods of work and systems. See
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| lot of organisations have machines that
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| | problems as opportunities for
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| make up in productivity for what is lost
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| | improvement. Do not just report problems,
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| by unproductive employees. But being more
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| | but analyse it wisely and make
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| productive in what you do as a human
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| | recommendations for improvement.
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| being, can contribute significantly to
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| | Recognise opportunities for improvement
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| the profits of any organisation. As
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| | and development and utilise it.11. Be
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| salaries are one of the highest cost
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| | honest, open and direct.Harboring a
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| elements in any organisation, this is one
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| | secretive attitude of slyness with hidden
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| of the first cost elements that come
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| | agenda's, will not remain a secret for
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| under scrutiny during times of cost
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| | long. Other persons will eventually
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| reduction efforts. You have to show your
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| | detect it and despise you for it. You can
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| worth in order not to be included in
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| | just as well fire yourself, because that
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| downscaling of the labour force. But more
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| | is where you will end up. Nobody will
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| positively, you have to show your worth
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| | trust you after you have been exposed. Be
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| to be counted in for consideration for
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| | open and direct in your communications
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| promotion.5. Get rid of time
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| | and handling of conflict situations. Do
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| wasters.Arriving late for work,
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| | not be afraid to air your opinions, as
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| stretching of tea and lunch breaks and
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| | long as it is genuine and true. Truthful
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| elongated private conversations on the
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| | mistakes can always be remedied later
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| phone, are not only wasting your valuable
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| | on.Summary:Life is ever so short that
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| time, but are a reflection of your poor
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| | nobody can really afford to remain
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| awareness of productivity. Private
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| | average in the obscured crowd of
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| conversations on the telephone are one of
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| | nobodies. Make yourself stand out as
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| the most abused methods of stealth
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| | someone with strong principles and work
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| stealing from your employer. If you
| |
| | ethics, so that others can rely on your
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| cannot be trusted on the use of the
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| | strengths. Qualifications alone, without
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| telephone, what else can you be trusted
| |
| | work ethics, are totally worthless.Make
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| with? Are you a role model for getting
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| | the following words part of your life and
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| rid of these time wasters or for abusing
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| | your philosophy on your outlook of
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| it? Are you earning respect for your
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| | work:Tenacity - keep on
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| ethical conduct in eradicating time
| |
| | tryingConscientious - keep on thinking
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| wasters or are you just one of the crowd?
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| | about ways to finalise and improve your
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| If you discipline yourself and others
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| | workHumorous - make life bearable and
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| around you on the economical use of time,
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| | enjoyableUrgency - you must finalise your
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| you are on your way to earn a respected
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| | work with speed and
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| leadership role. Others must detect a
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| | accuracyTrustworthiness - proof yourself
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| sense of urgency in your execution of
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| | to be a reliable and dependable
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| duties to begin to respect and follow
| |
| | personOpenness and honesty - be a person
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| your example. Do you want to be a
| |
| | of honour and proud of yourself.Pierre du
|
| follower or a leader? Do you want to stay
| |
| | Plessis, CEO of Leaders Circle
|
| obscured in the crowd for the rest of
| |
| | Educational Centre, specialising in
|
| your life or do you want to be
| |
| | Management and Leadership issues.
|
