This is what this book brings you: you support climate protection, quickly receive compact information and checklists from experts (overview and press comments in the book preview) as well as advice that has been tested in practice, which also leads to success step by step thanks to AddOn.
Because 20 percent of the effort is enough to solve almost all problems and achieve its self-set or externally specified goals. But in the stress of our everyday hamster wheel, we lose sight of this simple mechanism all too easily: instead of focusing on what is really important, we believe we have to over-perfectly complete every task, even down to the smallest detail. But focus, i.e. concentration on the essential 20 percent, is the magic word when it comes to working efficiently and productively and putting ideas into practice, even if unexpected obstacles stand in the way of implementation. Because only 20 percent of our tasks are really essential. Good time management, mindfulness and resilience help us to focus on the essential 20 percent and work more efficiently to achieve everything we want. This book shows how.
We give you the best possible help on the topics of career, finance, management, personnel work and life assistance. For this purpose, we gather in each book the best experts in their field as authors - detailed biographies in the book - , who give a comprehensive overview of the topic and additionally offer you success planner workbooks in printed form.
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Moreover, we give at least 5 percent of our proceeds from book sales to social and sustainable projects. For example, we endow scholarships or support innovative ideas as well as climate protection initiatives and in some cases also receive government funding for this. With our translations from German into English we improve the quality of neural machine learning and thus contribute to international understanding. You can find out more on the website of our Berufebilder Yourweb Institute.
Publisher Simone Janson is also a bestselling author and was one of the 20 most important German bloggers as well as columnist and author of renowned media such as WELT, Wirtschaftswoche or ZEIT - more about her in Wikipedia.
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Simone Janson (ed.)
Published at Best of HR – Berufebilder.de®
The German National Library lists this publication in the German National Bibliography; detailed bibliographic data are available on the Internet at https://dnb.dnb.de.
ISBN of the German eBook edition: 9783965963184
ISBN of the English eBook edition: 9783965963191
German website of the publisher:https://berufebilder.de
English website of the publisher: https://best-of-hr.com
The 20% Method to Achieve all your Goals
1st edition, 04.11.2020
© 2020 Verlag Simone Janson | Best of HR – Berufebilder.de®
Concept, editing, graphic design & layout: Simone Janson
Cover design with Canva
eMail: [email protected]
We give you the information you really need and are committed to a better and ecological working world. As Publishing Company Best of HR - Berufebilder.de® with a Unique Book Concept and eCourses, we offer over 20 Years of Experience in Corporate Publishing - with Clients such as Samsung, Otto, Government Institutions. Publisher Simone Janson also heads the Institut Berufebilder Yourweb, which awards scholarships, among other things, and was one of the top 20 German bloggers, referenced in ARD, ZEIT, WELT, Wikipedia.
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What this book can do for you: You support certified climate protection projects, quickly receive compact information and checklists from experts (overview in the table of contents) as well as advice that has been tried and tested in practice, which, thanks to the add-on, lead step by step to success. Because 20 percent of the effort is enough to solve almost all problems and to achieve the goals you set yourself or externally. But in the stress of our everyday hamster wheel, we are only too happy to lose sight of this simple mechanism: Instead of focusing on what is really important, we believe that we have to do every task down to the smallest detail. But focus, i.e. concentration on the essential 20 percent, is the magic word when it comes to working efficiently and productively and putting ideas into practice, even when unexpected obstacles stand in the way of implementation. Because only 20 percent of our tasks are really essential. Good time management, mindfulness and resilience help to focus on the essential 20 percent more efficiently to work so that we achieve everything we want. This book shows how to do it.
In addition, our unique publishing concept offers you many best practice tips and examples from successful managers, entrepreneurs and other exciting personalities.
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As already described, error management is the solution-oriented control of all activities dealing with errors, while error culture describes the way a company deals with errors. And this error culture means more than just a bit more leniency with human imperfection!
An error culture shapes the entire corporate culture. What exactly are the advantages that a company can derive from a positive error culture? Dynamic improvement instead of static error correction: In many companies, static thinking still prevails when it comes to errors.
The company management thinks and acts “ballistically”: like a cannonball, after firing it can no longer be influenced. If in the end an error occurs because the cannon was misaligned, it cannot be changed, the damage has occurred!
The aim of every error culture should be to avoid repetition of errors. Anyone who fails to make mistakes in a timely manner and analyzes them will run the risk of permitting the same error - with all the negative consequences for the company.
Mistakes can not be avoided altogether, but a conscious mistake culture creates appropriate preventive measures, in order to prevent a mistake several times.
Fault culture also means knowing and consciously using the individual learning behavior of employees. Everyone learns from mistakes, and this behavior is promoted by a positive error culture.
Employees also consciously develop their own problem-solving skills. Hand-in-hand, this also means a valuable feedback culture, which is the focus of this individual learning process.
Permanent Self-Reflection: An open fault culture forces a company to constantly question what and where it can improve.
The cannon is re-aligned for the next shot. The damage is only corrected afterwards. This leads to great losses and missed opportunities.
A good error culture, on the other hand, detects errors during the process and corrects them continuously. This results in a dynamic process of change and learning, wherever the latest findings on errors are incorporated.
Permanent change and fluid change are the result. Errors serve directly the internal training and further education.
In addition, a company can save considerable costs: Whoever only fixes the damage afterwards, when the “missed shot in the wrong place”, must expect considerable costs.
This realization has led to early deliberations of error avoidance, especially in mass production. Unfortunately, these measures are often too late, and only when the damage has already occurred.
The cost of troubleshooting skyrockets the later the error is discovered in the production chain. The most expensive issue is troubleshooting if the product has already left the company and the claim is made.
A return operation in the automotive sector is disproportionately expensive, including image and trust damage. Apart from this, this error avoidance strategy neglects an enormously important aspect: the fact that errors can not be avoided!
So it is better, and therefore much cheaper, to use these mistakes to continually adapt and improve products or services. This way, companies can also deduce the inevitable from a positive and cost-reducing factor!
Companies can also respond to the unprepared: A suitable fault culture is also prepared by a company in situations where an unexpected and often unforeseeable crisis suddenly arises.
Absolute flawlessness is particularly expected from “high responsibility organizations” such as hospitals, airlines or nuclear power plants. Nevertheless, mistakes will happen again and again and despite the greatest avoidance efforts.
So what can these companies do? A suitable fault culture teaches these companies to react even to the slightest warning. It also teaches these companies how to deal with actual damage. How this damage and its effects are kept as low as possible and how they are communicated both internally and externally.
Fast and standardized action is required here. A good culture of error is also the prerequisite for a professional crisis management.
Text comes from: Die Macht der versteckten Signale: Wortwahl - Körpersprache - Emotionen. Nonverbale Widerstände erkennen und überwinden (2014) by Dr. Gabriele Cerwinka, Gabriele Schranz, published by Linde Verlag, Reprints by friendly permission of the publisher.
Who as an office worker over the eMail- Flood complains, would grumble as a construction worker also about his shovel. eMails are not the cause of stress, but merely an instrument. It is the true reasons for the eMail-Tunsunami and to work systematically. The DEICH method helps.
The claim, eMails are one of the main causes of stress and overwork, and the highest level of agreement is found among professionals at every hierarchical level. To right? The cause and symptom are confused here: eMails are not a cause of stress, but merely a - still practical - instrument.
A demonization of eMailIt would be comparable to a doctor attaching to the scalpel or a construction worker who shovels responsibility for his overburden. Who among the supposed eMailFlood, should take effective countermeasures. This method describes in a comprehensible way how the inbox can be systematically emptied. It represents a pragmatic and quick-to-use method for permanently achieving this eMailTo reduce revenues.
But not just the sheer amount of eMails burdened managers and employees alike, but often also their poor quality. Some write extravagantly, the others far too short. Often, any structure is missing. The subject line remains empty or meaningless. Important information is concealed, but irrelevant details in epic width described.
In short, hardly anyone knows how to structure and understand eMails writes. But that's just a more superficial explanation for the "eMail-Depression ”, from which so many office workers and generally“ screamers ”suffer. Another - even more important - reason lies with those affected themselves: Often a high level of inbox signals a lack of leadership and organizational skills or a lack of trust. This is where the author of the DEICH method described below, especially developed for managers, comes into play.
Here is the right, structured way of dealing with eMailIt's not rocket science but something that can be learned in five easy steps. These are as follows:
The first step is to learn how to use your eMailSystematically analyze incoming mail to identify the main culprits.
After that, you will get to know the most important rules that you have when working on new ones eMails should apply.
The third step deals with a particularly annoying category of eMails - with informational messages.
Afterwards tips will be given, how you eMails can write faster and more structured.
The ending is an indication of how the inbox can be quickly reduced after a long absence.
Since it would be beyond the scope of this article to explain all the steps in detail, below I have picked out the two most important ones for you: Analyzing and categorizing eMails.
The first step of the DEICH method is to expose the most common “troublemakers”. First you define a period for which you want your eMailWant to analyze the input. From experience, it is sufficient if you look at the mails of the past four to six weeks.
It's about the question: who writes you? Make a list and write down the names of the people or departments you provide eMails have sent. Capture every e-mail you received from a specific person / department with a dash. You'll probably find - according to the Pareto principle - that roughly 20 to 30 percent of senders are about 70 to 80 percent of yours eMailCause incomes.
Sometimes - depending on the position or task - it's not individual senders, but certain topics that are above average eMail- Generate traffic. Here you can use the same method to circle the “top issues”. It may also be useful for you to create two lists - a sender and a subject list. A parallel look at both lists shows you who or what your “problem children” are.
Analyze these problems in the next step:
Why do they write to you?
What kind are they eMails?
Is it sooner? eMails according to the motto “I sold our model 'XYZ' to customer ABC and I just wanted to let you know so that you know how successful I am”?
Or are we asking (for) emails that require a specific action / answer from you, for example: "Which customers should we invite to our innovation days?"
A third category consists of reminder emails, such as "Have you already had the opportunity to look at the sales plan for the South Region?"
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