It is the Mission of the Laban Johnson Group to Improve the Quality of Life. This mission has many enemies. Depression is a mental illness which knows no color, nor class. It doesn't distinguish between rich and poor. It is a common enemy which affects us all directly or indirectly. Many mental disorders such as Bipolar disporder, A.D.D. and A.D.H.D and others are genetic and run in many families, including my own. I have witnessed first hand the destructive effects of mental disorders families, relationships, and lives. Therefore anything I can do to help increase awareness and soften the harsh impact, as well as to find cures, remedies and treatments is all something very near and dear to my heart. I am very thankful to have been blessed with an opportunity to help develop a new online community project for those of us who suffer from depression and/or other mental illness. The name of this project is The Friend Circle, located at http://www.TheFriendCircle.com (http://www.TheFriendCircle.com) . The purpose of this community is to build a safe haven for who suffer from depression and just need someone to talk to and air out their feelings without fear of being judged or mistreated for feeling the way you do. Sometimes just talking about it can make all the difference in the world, and The Friend Circle is a place where you will be embraced by people who understand the unique issues you face.We will also discuss common remedies and cures, both natural and pharmaceutical, as well as mental therapy and counselling, to help those in need find the answers they seek. But most importantly The Friend Circle enables people to build lasting relationships with other who understand one another deeply. I think there is nothing that can help turn a situation around in one's own mind quite like a true friend. The smiles created by medication are artificial and fleeting, whereas the smiles created by a friend are genuine and long-lasting! So join us at TheFriendCircle.com, and help put a smile on someone's face!Laban Johnson, FounderThe Laban Johnson Group

"Do_curl.php" Curl add-on for Philip Boone's CaLogic available at http://www.calogic.de (http://www.calogic.de) This addition hooks in with CaLogic's reminder function in srxclr.php, uses the event ID to check if that event has a curl_url and what the url is, if so, then it opens the given url at the scheduled reminder time(s). This is great for those of us who love automation and anything that makes it easier. If you have ever had to write a cron command it can be difficult to figure out how to make the cron do jobs on non-standard intervals such as "every other wednesday" without extra coding. Also, a cron will not directly open a page on another server like this script will by using cURL. 1. create an extended field named curl_url. This is the field where you will enter the URL which you want the script to open. 2. Include do_curl.php from within srxclr.php cURL is a PHP Library which opens a url anywhere on the web, just as if you were to open it with your browser, but you can set it and forget it, at least in theory. I found CaLogic was very beautifully programmed to handle almost any interval (except multiples of the same events in a single day). Depending on your understanding and implementation of cURL you really can do pretty much anything, and now you have a nice calendar to use to automate the task. There's really no limit to what you can do with cURL, this is just a simple iteration of cURL, feel free to edit it to do as you need it to do. This addition hasn't been highly tested yet, so any feedback, etc would be appreciated. About cURL http://en.wikipedia.org/wiki/CURL (http://en.wikipedia.org/wiki/CURL)http://curl.haxx.se/docs/httpscripting.html (http://curl.haxx.se/docs/httpscripting.html) Copyright 2007 Laban Johnson http://www.labanjohnson.com (http://www.labanjohnson.com) laban [@] labanjohnson.com Released under the General Public License - use it, change it all you'd like, but I'd like to hear what you are able to do with it!

We're Growing! Work at Home Opportunities Nationwide: No investment required, no "kits" or "information" to buy. We are looking for very energetic and highly motivated individuals that are ready to make a difference and earn good money doing it!Several work-at-home telecommute positions available, including:Marketing / Lead generatorsSales Team LeadersData EntryCustomer Service RepsVirtual AssistantsMedical TranscriptionTranslatorsand more! Income based on performance. Experience preferred but not a prerequisite. WE TRAIN. Learn more about us (index.php?Itemid=90 id=12 option=com_content task=view) Ideal Work-At-Home candidates will be able to demonstrate the following qualities:positive coachable, want to learn! goal-orientedorganized and efficient able to meet deadlinesself-startersteam playersnetworkersconfidenteffective communicators We want to know you!For more information and to be scheduled for a phone interview please complete the application, below: Work at Home Jobs Application Work at Home Jobs Form Description First Name: Last Name: * Home Street Address : City: State: Zip Code: Home Phone: Cell Phone: Email Address: Describe your current work: What is your work background:(summary, or paste resume) Do you have any certificationsor licenses? (not required) What kind of work experiences do you enjoy most? What would you like to get mostout of your next position? How soon can you start? What could prevent you fromaccepting a position? How many hours can you work per week?

We're Growing!Work at Home Opportunities Nationwide:No investment required, no kits or information to buy.We are looking for very energetic and highly motivated individuals that are ready tomake a difference and earn good money doing it! Several work-at-home telecommute positions available, including:Marketing / Lead generatorsSales Team LeadersData EntryCustomer Service RepsVirtual AssistantsMedical TranscriptionTranslatorsand more!Income based on performance. Experience preferred but not a prerequisite. WE TRAIN AND COACH CONTINUALLY.CLICK HERE TO WORK AT HOME (work_at_home#apply) Learn more about the Laban Johnson Group (latest/the-laban-johnson-group.html) Ideal Work-At-Home candidates will be able to demonstrate the following qualities:positive coachable, want to learn! goal-orientedorganized and efficientable to meet deadlinesself-startersteam playersnetworkersconfidenteffective communicatorsIf this sounds like you, Click here to apply! (work_at_home#apply) Or, Click here to learn more about Our Company (latest/the-laban-johnson-group.html) If George Bush can work from home and run a country, why cant you work from home and run a part of our business?

Invest in DEALS Not Markets by Attorney William Bronchick People who’ve always put their money in blue-chip stocks, bonds, and money-market accounts commonly think of real estate as being an inherently risky investment. While real estate can be risky, you can certainly limit that risk by educating yourself. My experience shows that certain types of investments in real estate can be inherently safer than others, particularly where there is uncertainty in the future of the market, whether it will go up or down. After all, real estate is a survival game - anyone can make money in rising markets, but those who survive the down markets retire wealthy. Always invest in “safe” deals—and you’ll survive long term in this business. Remember, there is no 100-percent “safe” deal, but being thoughtful, conservative, and defensive will increase your odds of long-term success in real estate investing whether markets are up or down. Too many novice investors try to time the market and ride the waves of market appreciation. Certainly buying and selling at the perfect time (when the market peaks, for example) is the easiest and most lucrative way to invest in real estate. It’s also the most risky because few people have enough foresight to figure out where the top and bottom of the market are. Instead of trying to guess the bottom and top of a market, stick to particular deals that make sense. In any market you can find particular bargains in solid neighborhoods that make sense. Buying houses at great bargains is easy when the market is soft and sellers are flexible. Even if you’re in a hot market, you can still find homeowners who want to sell below market for reasons other than money, including the stress of a divorce, a death in the family, a job transfer, or other life changes. At times like these, people can be highly motivated to sell their houses quickly. If you’re in a flat or falling market, you can either invest elsewhere or stay in your farm area and buy extremely cheap. Even if you seek emerging markets around the country, you can still end up with a bad deal that won’t make you money. In short, each deal must stand on its own. The late Will Rogers said, “Buy when others are selling and sell when people are buying.” This may work for stocks because you can get in and out of a deal in a short time. However, in real estate, you can’t expect to time the market in terms of days. Unless you’re in a market where bidding wars occur and prices go up in a matter of days, plan your strategies in terms of months and possibly years. Stick to reasonably-priced, single-family homes in good neighborhoods that you can buy at a discount because they need a little work. Keep the base of your investing portfolio in basic, cookie-cutter homes that are in the median price range of your city or below. These homes are easy to rent, easy to sell, easy to fix and easy to finance. Once you’ve mastered this, you can move on to the more exotic properties, such as multi-family, commercial or resort condos. Certainly when prices are rising, a new condo by the beach or a 10-percent appreciation on a million-dollar house seems like a good way to make a fast buck. Nevertheless, being a prudent investor often means going with the lowest risk investment on a consistent basis, not shooting for the moon. Ask any good football coach the key to consistently winning and it’s not the “hail Mary” pass. It’s making first down over and over by moving the ball down the field a few yards at a time. Excerpt from William Bronchick's new Book, Defensive Real Estate Investing ( http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FDefensive-Real-Estate-Investing-Principles%2Fdp%2F1427754632%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1174402113%26sr%3D8-1 tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325) , due in bookstores in Spring 2007. Click on the book below to pre-order your copy from Amazon.com ( http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FDefensive-Real-Estate-Investing-Principles%2Fdp%2F1427754632%3Fie%3DUTF8%26s%3Dbooks%26qid%3D1174402113%26sr%3D8-1 tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325) .

Experts say that reacting to events as stressful is learned behavior. We can unlearn it and learn new ways to react. Of course none of these experts ever worked for your boss. Still, it's really not the outside event that's stressing you out, is it? You and your body are stressing you out. You're allowing the outside event to trigger that reaction.Tactic: Ask yourself, does this really have to be a stressful situation? Do you gain anything from allowing it to generate stress? Tactic: Consciously work at lowering the stress levels for the people you work with, changing the scale of the ambient stress around you. You'll be surprised how quickly that can lower your own stress level as well. Tactic: Sometimes simply backing off from a situation can lower your stress. Take meditation breaks. (That’s medi-TA-tion, not medi-CA-tion.) Get out of the office for lunch. If it helps, play hooky occasionally, even if it's just leaving an hour early on a Friday afternoon for a movie date with your spouse. Take your vacations. They'll make you more successful not less. Workers at one Japanese firm take a hula break everyday. Paul Sheehan is an architect and the CFO of the Dyer Sheehan Group, Inc., a leading investment real estate brokerage in Ventura, California. He's also a former professional musician. Paul handles stress as well as anyone I know. When he does need a break, he shuts off his phone and closes his office door, a sure sign he's not to be disturbed. Then he picks up his guitar. I might spend 15 or 20 minutes concentrating intently on whatever song I'm writing, he says. And de-pressurizing. For those few moments, work becomes the farthest thing from my mind. Tactic: Take a one minute vacation several times during the day. Close your eyes and imagine yourself on the beach in Bermuda or skiing down a slope in San Moritz. Like the beer commercial says, It's a whole new latitude. And you know as well as I how often a solution to an intractable problem pops up once you stop hassling about it and let it percolate around in your unconscious for a while. Tactic: Seeing your situation through the eyes of others can't help but put it in a completely different perspective. That's why support and peer coaching groups can be so effective. And of course they also allow you to tap into a far broader range of experience than you could possibly gather on your own. Just being able to vent in a truly safe environment (preferably outside the company) can often deflate an overblown problem.Tactic: In your off hours, if you happen to have any, find something interesting enough to keep you from obsessing about your job. This can be tough, especially when you consider that one of the main causes of lack of sexual interest in both men and women is preoccupation with work. Like Pandas, humans often have difficulty breeding in captivity. If sex, or at least sex with your spouse, can't get your mind off your job, find something that will. Learn to dance or play a musical instrument, exercise, play in a softball or bowling league, take courses in adult ed, take a day trip, have a night on the town, collect matchbook covers (or manhole covers for that matter) or just do something you've never done. If you've got to obsess away from the job, do it about something other than work. Back in the early 70s, a good friend of mine got deeply into the Paul McCartney is dead hoopla. I decided to worry about that, he said, so I won't have to worry about anything more important. If all else fails, worry about Paul McCartney. I mean, could Silly Love Song really have been written by the same man who wrote Yesterday? If he's not Billy Shears, who is? What is really going on here, and isn't it just possible that Brian Epstein and John Lennon were eliminated because they knew too much? And how does Marilyn Monroe fit into all this? Tip: If you don't have any off hours, get some.# # #Author, speaker Barry Maher, is an expert on communication, leadership, management sales as well as a motivational keynote speaker. This article is adapted from his book, Fillingthe Glass, honored by Today's Librarain magazine as [Oneof The Seven Essential Popular Business Books. Read Barry's other articles, sign up for his newsletter and/or contact him at_www.barrymaher.com_ (http://www.barrymaher.com/ (http://www.barrymaher.com/)) .

Two types of goals: Your commited pursuit of both will help you better achieve both goals and round out your life.Common Goals: Those that link people together as a team, creating interdependency.Diverse Goals: Those goals in business or persona life that may or may not fit within a team common goal, but, ideally, they help establish a balance and perspective in life. SETTING EFFECTIVE GOALS1. Seat Realistic, Challenging Goals - goals should stretch you - strech and not leap.2. Write Down the Goals - writing down a goal is the first step to action. The written words remind you of why - why change your habits, etc. When you write the team goal it does the same thing but it applies to an interdependent group of people. The written goal gives people on the team a why, helps keep their eyes on the same end point. It''s a visible cue about where everyone is headed, so it helps energies stay mission-focused. In constructing a team goal, have the team address three issues:The underlying reason for being together : What is your mission statement? The mission statement is more than an outbound message that looks good on press releases and fills space on your company Web site. It is an internal message that your team embraces.The primary result that everyone wants to accomplish - Be clear that you have this in common, and if you don''t, be clear about that, too.How will you do it? Look at your Warning Order and your Operations Order. Is the path to success well marked in terms of direction and distance? Do you have a sound plan? Are you aware of potential dangers or MODD? 3. Question Yourself - After looking at each goal in writing as yourself:Does this goal fit the mission?Is this clearly a part of what I want to achieve?Where are the conflicts with the goal? Where am I going to have trouble? To work toward collaboration in all areas of conflict, you need to specify what those areas of conflict migt be. Identify the obstacles in the way, the known danger areas - MODDs.Is this goal SMART (Specific, Measurable, Attainable, Realistic, Time-Based) Specific: Don''t just say I want to be a better leader . Define specifically how you plan to improve as a leader or be a more valuable team memberMeasurable: Can you track your progress along the way?Attainable - Do I have th set of tools in my toolbox to achieve this goal?Realistic - Think of the Stretch, don''t leap adviceTime-based - Do you have a no-later-than time to shoot for? 4. Determine the Measurable Action Steps to Attain the Goal - Give yoruself 8 to 10 steps along the way toward the goal. Use them as rally points, so that if you confront a MODD on the way to the next step you can BRAD (Backup, Regroup, Assess the situation, and Drive on). O5. Visualize Yourself Obtaining the Goal - This exercise fuels a self-fulfilling prophecy. Bring your entire body into it: What does achieving this goal feel like? What does it look like or sound like? What will be different about your life when you accomplish the goal? Define success in relation to this goal and visualize yourself in success. Aids to Driving Toward the Goal: KEY TECHNIQUES FOR TEAM ENCOURAGEMENT:Celebrate Small Victories along the Way:At every checkpoint integrate reminders to your team that they''ve made progress. A simple thanks will go a long way. Take the time to write a memo to the employee''s file explaining how she contributed to achieving the goal. Sit down and have a cup of coffee with your team members. Celebrating doesn''t have to cost a lot, but it does carry of a lot of value.Give New Ideas Air Fresh thinking can be especially useful when the obstacle is higher than anyone had anticipated, as well as after a mistake has been made and the team is in BRAD mode. Refrain from criticizing an idea as illogical; the value may be in the fact that everyone commits to it. A little creative thinking can make the difference between success and failure in the mission. Provide Incentives That Wake People Up An innovative incentive can help someone who''s crashing find the motivation to dig down deep and reconnect with the team''s effort to drive forward.Train, Rehease, and Coach to Keep Competence and Confidence HighAutomatically delegating certaint asks to the most competent person doesn''t necessarily take the long-term goals of the organization into consideration. If you have an employee who is eager to help on a project but lacking some skills, and you instead rely on someone who is skilled and reliable known quantity , it is a sign of shortsightedness. That expedient route to getting the job done means you aren''t grooming anyone for the future, and you may be dampening the morale of other people you need to achieve the goals. It also means that you are ignoring raw talent - alienating an employee who is potentially more valuable - as well as burning out someone who already has a lot to do, and perhaps driving them away or eroding their ability to do their primary job. This is the mentality of someone who focuses on the next quarter, or tangible results today, to the exclusion of the big picture. Do you want to win the battle, or the war?Even the best people in your company will feel more energized about achieving the established goal if they have good training, time to rehease certain skills and drills, and coaching from an experience mentor. By providing those things, you also help close the gaps in their knowledge. Don''t tke the value of this schooling for granted.Training is not a human resource function, it is an operational function. Training helps people develop the skill sets to get the job done, and those skill sets include not only technical skills but also practical skills in leadership, teamwork, and communication.To summarize the key techniques to encourage your team:1. Celebrate small victories along the way2. Give new ideas fresh air3. Provide incentives that wake people up4. Train, rehease, and coach to keep competence and confidence highTiming of feedback - Say thank you immediately, coach someone when she''s struggling, and so on. Consistency - If you welcome new ideas one day and ignore them the next five, you''re confusing the team instead of encouraging them. Focus on the goal - use these techniques to keep your team''s eyes on the goal. And when they''ve reached taht summit, left them enjoy the triumph!You won''t always achieve all yoru goals. When that happens, don''t take it personally, just take it to heart and B.R.A.D.! Â Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

SORTING STYLES Team members cannot only complement each with different skills and knowledge but also with different approaches to information. These different sorting styles can also be a source of confrontation and misunderstanding. Large Chunk – thinks in conceptual wholes; sees the big picture.Small Chunk – thinks in small pieces, focused on details; sees the little pictureSequential – Prefers things neat and tidy; orderly, processes oriented = “Let''s finish one thing before we start another.”Random – Comfortable with having several balls in the air at once; jump from topic to topic during a conversation – A messy desk doesn''t necessarily get in the way of being productive. Positive – Tends to first see what is positive or beneficial about a situation - “The glass is half full”Negative – Tends to see the hazards and concerns up front; not necessarily a negative person - “The glass is half empty” Sameness – Tends to see what''s the same in various situations and objects.Difference – Tends to see what is different between various objects and situations Past – Tends to reference events in terms of what has happened beforePresent – Tends to reference events in terms of the here and nowFuture – Tends to reference events in terms of what might happen tomorrow I – Based on what individual thinks; uses “I” even when relaying a group decision and may really mean “we”.We – Prefers to have confirmation from others; uses “we” even when stating an individual decision and may really mean “I”. Polarity responder – Always has an alternative, (what sounds like and comes across as) a “better way”; proposes the opposite side first; the proverbial “devil''s advocate,” but done unconsciously.Conformity responder – Less likely to offer alternative suggestions or not the opposite at first. Approach – Tends to move toward opportunity and situations that satisfy curiosity Avoidance – Tends to move away from a perceived danger or the unknown - “Don''t do this and this will happen to you” Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

ELEVEN PRINCIPLES OF LEADERSHIP Often those who think they will make great leaders fail at first because they lack the character traits and the soft skills, such as active listening. Conversely, those who have never held a leadership role often display many of the characteristics listed without even realizing it. Know Yourself and Seek Self-Improvement – face your flaws and fears. Be Technically and Tactically Proficient – when the chips are down they will follow the leader who knows his or her subject matter. Diligently develop your professional knowledge, stay current. Seek Responsibility and Take Responsibility for Your Actions – a leader never blames someone else for his/her actions. Make Sound and Timely Decisions - “It is better to be first than it is to be better” “If you can''t be first in a category, set up a new category you can be first in”. No one remembers the second guy who flew across the atlantic solo, faster and using less fuel. We only remember Charles Lindbergh, the first. And also Amelia Earhart, the first woman to fly solo across the Atlantic. The probablity of you making a mistake should not stop you from forging ahead if you have assessed your PET. Set the Example “Follow me and do as I do.” Setting the example boosts team confidence Know Your Team and Look Out for Their Welfare – be aware of differences, uniqueness. When they know you are concerned about them, they will become a team you can depend on. Keep Your Team Informed – the well informed team has better attitude, performs ebtter and accomplishes more, and can even make decisions in your absence, knowing your intent. People fear the unknown. Keeping them informed reduces rumors and fears. Withholding key information does not inspire trust, nor does it give a team all the tools it needs to reach peak performance. Develop a Sense of Responsibility in Your Team – create trust and respect by giving your team enough authority to do the job. This inspires your team to take initiative. Too much supervision is as bad as not enough. Delegate authority each and every time it''s appropriate. In delegating decision-making and problem-solving authority you cannot abdicate responsibility. You are still the PL who made the decision to delegate and therefore are still responsible for mission success or failure. You can delegate authority, but never responsibility. Ensure the Task is Understood, Supervised, and Accomplished – When your team understands, they can respond quickly. Give clear, concise directions. Do not give too many details; let your team develop their skills. Be available for help and spot-check. Train Your Members as a Team - each must know their role within the team and how vital it is. Continually demonstrate and communicate that everyone is part of a team effort. Better morale will foster better teamwork and create a sense of pride and security. Employ Your Team in Accordance with its Capabilities – Success breeds success. Proper training prepares a team for its mission, and you must exercise sound judgment when assigning tasks to your team. Be aware of what your team can and cannot do. Many young leaders blow it here, wanting to stretch their team, they over delegate. Alternatively, they micromanage each aspect by providing too much direction to experienced team members. Don''t be too aggressive in either direction. Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

Leader Characteristics Accountable: Responsible for one''s actions Aggressive: Bold and active; willing to progress swiftly Candid: Tells it “like it is,” when it needs to be said, and to whom Competent: Capable of accomplishing a task in the absence of orders/directions Confident: Meets challenges with personal assuredness and faith in the team Courageous: Brave, controls the expression of fears, especially in an uncertain situation. Decisive: Acts without excessive ponder, haste, or ignorance; conclusive. Dependable: Can be counted on to complete a task; reliable Disciplined: Controls inner resistance and deceptions; willing to learn Honest: Displays integrity and sincerity; uncompromising Motivating: Inspires self and others to complete their mission, despite any obstacle. Passionate: Undefeatable spirit; desire, sincere commitment. Resilient: Can bounce back from discouragement; persistence in tough conditions Selfless: Holds team members in higher regard than self; cares for them first Tenacious: Stubborn drive to overcome difficulties and fight on to the objective. Vigilant: Keenly aware; able to detect obstacles/danger confronting the team.Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

The Decision-Making Process: 1. Identify the Situation:Verify the situation – confirm what you think you know. Identify all available resources – Check your PET (people, equipment, time)Set priorities on decision times – Create an initial timetable – Backward plan! 2. View the situation from all angles using recona-senses.View up closeView from others'' perspective.View from a distanceIdentify known danger areas 3. Set the stageKeep the mission in mind – Stay focusedMETT-T in effect (Mission, Enemy/Equipment, Time, Team-Terrain and weather; these are all elements that can affect or alter the plan during execution. Stay flexible and ready for change!)Take time, use all that''s available. (Understand you must do the best with what you have to work with. If you have five minutes, use five minutes; if you have five hours, use all five hours.)Keep urgency in mind – Move with purpose, not like pond water!Keep past mistakes and learning in mind. 4. Make a decisionChoose the style of decision-making. “I tell; you do.” “Here''s my decision, What are your critical concerns?” Majority rules – take a vote. Consensus Delegate Communicate the decision. 5. Make a planFollow the Planning Sequence. 1. Mission Brief2. Warning Order3. Operations Order 6. Execute the Plan Decision-Making Styles: range from very autocratic to very delegating, ranked from one to six below. All six styles of decision-making support effective leadership; the trick is to match the style to the given situation. Consider the four factors of leadership – the led, the leader, the situation, and the communication. “I tell; you do” - dictation. the led often determine the need to use this. Lack of committed or experienced people, such as new hires. Rarely is it appropriate to ask a brand-new person to find her own way. Get them started by telling them what to do, where to do it, how to do it and where to go. In the case of mature team members, if a job is being done for the first time and you don''t have time to explain it, this method may be most effective. Also in an emergency, if your body language and vocabulary communicate the urgency and they know you don''t live in the “I tell; you do” mode, they will realize the best thing to do is to fall in behind you and trust that you have assessed your PET and acted accordingly. However, if you continually use the “I tell, you do” mode you can expect people to do only the bare minimum to get the job done. As a leader, all you will ever get is the sum of your own abilities, missing out on the sum of the abilities of your team. “Here is my decision, What are your critical concerns?” Perfect style when time is short but you have a little more time than a “I tell, you do” situation. You must have a group of the led who are at least moderately experienced at the task at hand, otherwise they won''t be able to express any critical concerns. “I haven''t made up my mind yet. I''d like your input” - If you already know what your decision is, don''t ask for input; ask for critical concerns. Don''t say “I''d like to get everybody''s input” while you have a hidden agenda, or you''ll stop getting the input you need when you really need it. Be mindful of higher headquarters making changes and not communicating that to your team, or they will feel that you are only giving them lip service. Majority Rules: Everyone gets an equal vote, fast by show of hands. But you risk 49 percent of the team feeling dissatisfied with the decision and thinking the majority went the wrong way. As a PL, what you can do is adjust what constitutes a majority. You say “I''ll support majority rules but I need 85 percent to be in agreement. If we don''t have 85 percent by (NLT), then we go back to one, two or three on the continuum, and I''ll make the call.” Communicate the ground rules and boundaries. Consensus: Many companies strive for consensus but trade harmony for results. People feel compelled to agree whether the idea on the table is worthwhile, just because harmony is so treasured. Consensus-building becomes a hunt for fool''s gold, frustrating and ineffectual. This is because the agreement means agreement with someone in charge and the compromise makes people feel as though they''ve lost ground instead of achieved a decision. Business organizations that consider a consensus process fundamental to their decision-making would probably not use words such as conciliation and compromise to describe their modus operandi. Most companies simply try to reach consensus at the wrong point in time. Many also overuse consensus because no one wants to be held solely responsible for the decision or risk conflict in a meeting. Consensus means 100% agree to support the decision even after they leave the meeting, no “hallway commandos” jumping into cubicles whispering “It''ll never work!” They don''t have to even like it; they just have to agree to support it, and the way to facilitate the process is as follows: * Establish a ground rule at the start of the meeting that silence equals consent; that rules forces everyone to either put up or shut up* Everyone must have the opportunity to speak.* Those who choose to participate must feel as though they are accurately understood (on the same ''BOW''). To do this, whoever is leading the meeting has to commit to paraphrasing any contributions that aren''t absolutely clear to the rest of the group – no exceptions and no assumptions. No “mutual mystification”! * They must feel as if their ideas and contributions are seriously considered. If all of these conditions are met for everyone in th meeting, then you can at lest hope to achieve consensus. However you might have to ask those whose ideas are passed, “Can you live with this idea instead?” Delegating – may be the fastest style of leadership decision-making but it isn''t always the most effective. Think of the 4 factors of leadership and always assess your PET. You can only delegate if you have the following: * Competent, experienced people who are motivated and committed.* The equipment they need to carry out the mission* Enough time to allow them to correct any mistakes they might make – enough time to BRAD (backup, regroup, assess the situation, and drive on.) If you have motivated and committed people who don''t have all the skills needed for the particular job, but you do have the time to provide them with trainibng, you may want to delegate in that situation, too. With these factors in mind, you can see that the challenge for a leader is growing your people from “I tell, you do” to conditions under which you delegate routinely. Delegating can be an ideal way to ensure that the job gets done right if your own skills are lacking in a subject area, or if your time is fully committed and you have qualified people around you. Navigating Leadership: The North Stars In grooming your team to move through the decision-making styles on the continuum, from directive to participative to delegative, you will be pointing them toward certain beliefs, values and norms. I call these the North Stars because they guide the actions of individuals, groups and teams. They give direction, meaning and purpose to our personal and professional lives.Individual beliefs and values are shaped by past experiences involving such things as family, school, work and social relationships. Leaders must understand the importance of nurturing and shaping beliefs and values in their team members because they are fundamental motivating factors. As a leader, you have the power to influence the beliefs, values, and norms of your team in three key ways: Set the example Recognize behavior that supports professional beliefs, values, and norms. Plan, execute, and assess individual and collective experiences and training. As a leader you must respect your team members and earn their respect if you are to influence their beliefs, values and norms. Team members may respect your position, but they will base their genuine respect on your demonstrated character, knowledge and professional skills. Beliefs: Assumptions or convictions you hold to be true about a person, concept or thing. People generally behave according to beliefs developed from such experiences as religion or the fundamentals upon which this country was established to recent encounters affecting personal perception of a particular person, concept or thing. The beliefs of a leader directly impact the leadership climate, cohesion, discipline, training and effectiveness of a team. Values: Attributes of the worth or importance of people, concepts, or things. Values influence behavior because they are used to decide between alternatives. People may place value on such things as truth, money, friendships, justice, human rights, or selflessness. Your personal values will influence your priorities Strong values are what you put first, defend most, and want least to give up Individual values can and will conflict at times. Norms: The rules or laws normally based on agreed-on beliefs and values that members of a group follow to live in harmony. Norms can fall into one of two categories. Formal norms are official standards or laws that govern behavior (for example, traffic signals) Informal norms are unwritten rules or standards that govern the behavior of group members (for example, not smoking in front of a nonsmoking colleague). Norms are clear-cut: They express how you do things. Rangers don''t have a norm unless they live by it, they don''t have a rule just to have a rule, policies are pertinent to behavior. This ideal separates Rangers from much of corporate America, but it is still possible to employ this ideal in certain situations. Conflicting norms become a MODD. Negative informal norms can corrupt morale, and even make success impossible. There is no defense for double standards, something that tears at the very fabric of any team initiative, no matter how insignificant it may seem to you, the PL. Informal norms can have very positive effects on an organization, too. In the Rangers many informal norms helped breathe life into the Creed and make the Ranger culture something really lived. As a leader you not only have the power to influence the beliefs, values and norms of your team, but you also must do it. You must consciously cultivate your team through personal example, as well as by formally and informally reinforcing behaviors that support professional beliefs, values and norms. Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

Harnessing Planned Change Phases Denial – ''that won''t work, you''re not serious! This can''t be happening! We''ve always done it this way, or we tried this and it didn''t work!” - Offer constant, consistent communication about the change. Questions about how the change affects goals, jobs, interdependencies, lines of authority, resources, etc need clear answers. There will be unasked questions, too, so listen well. Resistance – employees push back and their productivity plummets. They openly rebel against the change and may even start sending resumes to other companies. They refuse to use the new process or system, may even make a deliberate attempt to sabotage the change initiative. - Listen actively and openly. Allow team members to express confusion or doubts without worries of retribution; they need to know you understand their issues, concerns and pains. Change introduced the unknown which is the leading cause of fear for most people. If you listen to people as they express concerns you can do a better job of supporting the process. Exploring Benefits: Employees may say “I''ll try it but I''m not convinced its going to work”. A shift in attitude occurs – not only in them, but also in people around them. The room will fill with ideas about how they can make the change work. - Be sure to offer direction that keeps the process moving forward. Don''t let them get going in the wrong direction with good intention, because by the time you catch up with them and turn them back around, you''ll have thrown yet another change at them. Commitment – Finally, employees move into commitment, they embrace the change as the new and improved way of doing something. - Celebrate when your team members demonstrate commitment to the change. Acknowledge what they accomplished. An overt sign of recognition will better prepare them for future changed, which are inevitable. Harnessing Unplanned Change (changes that you as PL were not planning for!): Seek responsibility and take responsibility for your actions: Leaders must exercise initiative, be resourceful, and take advantage of opportunities on the battlefield that will lead to victory. Accept just criticism and take corrective actions for mistakes. Introduce the change by being clear about why its happening now. If you misjudged a situation, admit it. If you have unexpected pressure from above, say so. Fix problems, don''t affix blame. Using SITREPS to Harness Change (situation report). They report Who what when where. Make choices on current information, not assumptions or old information. Things in place to be able to deal with constant change: * Really knowing a job – including having confidence that the person on your right or left also knows his or her job, that they have a grasp of the subject matter as well as technical competence.* Executing tasks with confidence and precision.* Staying calm and in control when the missteps happen – This is the direct result of thinking out contingency plans and detours. The ability to stay on course during times of change is 90 percent planning, 10 percent reacting. The planning gives you understanding from the beginning how to adapt when things don''t go as planned. Initiative: Through planning and communication tools such as SITREPS and Mission Briefs a leader reinforces what info is important and what isn''t, what actions would support the mission and what actions are extraneous. If a private sees the MODD the private takes the initiative and says “we have a problem here”. That kind of contribution is expected. There is never a sense that a person''s information isn''t important. Because of the training, the assumption is that each person knows what''s important and what isn''t. When people err in judgement, that''s addressed after the mission, not in the thick of a changing situation when continued initiative is vital to success. Change – even dramatic change of strategy or tactic – seems natural when its necessary to achieve a well-defined goal. Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

You Give What You Get In Your CareerCopyright (c) 2007 Deborah Brown-VolkmanSurpass Your Dreams, Inc.http://www.surpassyourdreams.com/ (http://www.surpassyourdreams.com/)How do you treat the people you work with? Do you say hello inthe morning or stare at something else as you walk by? Are youfriendly or aloof? Are you only nice to those that you deem asnecessary or can further your career?If you feel disconnected, mistreated, or misunderstood, maybeit''s not your co-workers, boss, or staff. Maybe it''s you. Theold saying you give what you get has been around for years fora reason. What you put into your relationships at work is whatyou get back. If you are great with the people around you, theywill be great with you. (Even if it takes some time for them tocome around.)It is possible to enjoy and be fond of the people you work with.Does it take some effort? Yes. But the rewards are worth it. Imagine that you look forward to seeing your boss in the morning.Imagine that colleagues cooperate with you on projects. Imaginethat your staff likes having meetings with you. When you put inthe time and energy, all of this is doable and more.So. How Do You Give What You Get In Your Career? Follow TheseFive Steps Below:1. Decide To ChangeAll great things start with a decision. Decide that you will havegreat relationships with the people you work with. Decide thatyou will put real effort into getting to know and understandthem. Decide that you will take the focus off yourself, andinstead put it on them. Decide to be in the moment when someoneis speaking to you and not somewhere else in your mind. Decide tohave more patience. Decide that you will be the type of personyou would want to work with everyday.2. Determine How You Want To Be RememberedYour career can run 30, 40, 50 years or more. How do you want tobe remembered? As a difficult person or someone people admired?No matter how many years you have been working, today can be yourfresh start. You can change people''s perception of you by howyou conduct yourself and treat others from this day forward.3. Agree To Be Nice To Everyone You Work WithThe people you work with are essential to your success. Do notunderestimate their power. Your career can be made or broken bythese individuals. Some people say, I am not here to be liked, Iam here to generate results. But not being liked can hurt you.Whether someone brings you your mail in the morning or anopportunity to work on a great project, be nice. Mail room clerkshave risen to CEO. You never know who can help you somewhere downthe road. Be nice to everyone you work with not because you haveto, but because you want to.4. Start To Give What You Want To GetIf you want understanding, give understanding. If you wantrespect, give respect. If you want to be listened to, listen. When you give first, people will start to notice. They willappreciate your thoughtfulness and will begin doing nice thingsfor you in return. Even the toughest person you work with can bewon over with kindness. All great relationships start with you.5. Reap The RewardsWhen you put in the work, your relationships with others willstart to improve. You will find that over time more people willcome to you, rather than the other way around. Your stress levelwill be lower. You will no longer worry about handling a run-inwith a difficult person. You will be able to enjoy the rewards ofyour efforts. And, you''ll deserve it because you gave what youwanted to get in your career.So, what do you say? You only have one life to live, so it mightas well be a life you love! ----------------------------------------------------------Deborah Brown-Volkman is the President of Surpass Your Dreams, Inc. a successful career and mentor coaching company that has been delivering a message of motivation, success, and personal fulfillment since 1998. We work with Senior Executives, Vice Presidents, and Managers who are out of work or overworked. Deborah is also the creator of the Career Escape Program(TM) andauthor of Coach Yourself To A New Career: A Book To Discover YourUltimate Profession. Deborah Brown-Volkman can be reached at:http://www.surpassyourdreams.com (http://www.surpassyourdreams.com/) http://www.career-escape-program.com (http://www.career-escape-program.com/) info@surpassyourdreams.com (mailto:info%40surpassyourdreams.com), or at (631) 874-2877.

Reflect and Connect is an interactive debriefing session with an important added implication. Each person on the team consciously tries to link the lessons learned with improving performance to reach the common goal. This acticity is a critical process often missing from corporate programs when a mission is successful. When things go wrong, the activity usually occurs in an atmosphere of blame and guilt. Regardless of the duration, importance, success, or failure of a project, be sure you allocate time and invest quality thinking in the reflect-and-connect process. Appreciate the acts of reflecting and connecting with your team as integral parts of the project. THE TEMPLATE * Reflect-and-Connect Template* Date/Duration: To use the template, always begin by recording the fundamentals of the project - the date, duration, Mission: one-line description of the mission, and Role: the role you played.* OBSERVE (What did you see?)Team TLC: What did you observe about the teamwork, leadership and communication within the group? Radical honesty is required! Here are some questions, for startersDid people hand each other equipment when they needed it?Did team members show respect for each other''s ideas?When it came time do do a 360, staying alert for MODD, did people systematically observe the sitation/ Where they focused on their quadrants or distracted by something else?What style of leadership did the leader use (directive, participative, delegation)? Did it change?What did the leader do under pressure that was effective? Ineffective?Did you feel connected to/inspired by the leader? At what timewas it most evident?Did you communicated well verbally with your teammates? (Same BOW). Give an exampleDid you notice different sorting styles in the communication of/with your teammates? Give an example.How did different people use different senses in communication?My TLC: In this section , record what you observed about the teamwork, leadership and comunication operating within yourself. Again, be completely honest!Did you help others without their having to ask?Did you listen actively? When? How did that show up?Did you get distracted from the mission at any point? How?If you were the leader, what styles of leadership did you use? Did it change? Why?When do you think you were most effective? Did you feel you motivated others?Did you communicate well verbally with your teammates? (Same BOW)Did any one tell you something you didn''t understand about your role, or the mission, or how to do a taks? Did you say that you didn''t understand, or did you fake it?How did you use different sense in communicating information to your team?* FEEL (How did you feel?)During PlanningDid you rehease enough to feel confident?Were you bored or energized durign the planning?Was the planning a participatory experience, or did you feel your ideas were excluded?Did you feel comfortable with the final plan?Did the plan contain elements that confused you?During MissionDid you feel annoyed or angry at any point? Why? Did anyone share that feeling?Were you excited, anxious, eager? Why? Was it just you, or did anyone else feel the same way?Did your feelings, good or bad, get in the way of your communication with others? Did they distract you from the task at hand?* REFLECT - Record your recollections of the mission, or the mission to this point in time. Draw some conclusions. To focus your reflections, go back to the principles of teamwork, leadership and communication. Think in terms of how you helped each other, or fell short, in using SALUTE to capture information for your project, and whether you kept each other updated enough on progress - that is, used SITREPS - to do your jobs well. * CONNECT apply what you learned. What are you diong to do differently because of what you learned? What will you do the same? What specific actions will you take to prevent certain problems from recurring? After each mission, the PL conducts after-action reviews. People who blame themselves for a big mistake during a mission usually find out they are not alone. A big mistake is almost always the result of a confluence of errors. Once that''s sorted out, people understand hwo to help each other more during the next mission. So many variables can happen in the course of following a business plan or project plan that it''s easy for a team to go off-track. The plan is not a bread-crumb trail. As a leader, you have to expect to take action deliberately to keep everyone moving toward the goal. The reflect and connect is the occasion to take that action. There are many things you can''t control, but you do know what th egoal is, what your timeline is, and what your resources are. You know the objective, NLT (no later than) and PET (people, equipment, time).By periodically reviewing them with your team while you examine the changing situation, you will be better able to accomplish your mission within the bounds you''ve been given. In short, the reflect-and-connect activity is an important tool to help you stay on the Ranger path to victory:Values and beliefsInspiring leadershipCommon goals / languageTechnical expertiseOpen communicationRespectYearining and passion Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

To be a leader is to understand that you must transcend being good at just functional and analytical (or problem solving) tasks. You must be able to build relationships that enable you to create a fabric of personal contacts that will provide you support, feedback, insight, resources, and information. That’s called networking! Leaders are great networkers and can work effectively with a diverse array of people. We all must become leaders. To that end we must simultaneously learn three types of networking: Operational Networking -The group of people we can depend on to make things happen. It''s the quality of relationships -- the rapport and mutual trust -- that gives an operational network its power. Personal Networking - Links with people with whom we have something common. This is done through professional associations, alumni groups, clubs and personal interests communities. These contacts provide important referrals, information and often-developmental support such as coaching and mentoring. Strategic Networking - The key to a good strategic network is leverage: the ability to marshal information, support and resources from one sector of a network to achieve results in another. Strategic networkers don''t just influence their relational environment; they shape it in their own image by moving and hiring subordinates, changing suppliers and source financing, lobbying to place allies in peer positions, and even restructuring their boards to create networks favorable to their business goals. Bottom Line: Leaders understand the alternative to effective networking is to fail. You simply will not reach a leadership position or you will not succeed at leadership without effective networking skills. *Harvard Business Review, January 2007, How Leaders Create Networks , Hermina Ibarra and Mark Hunter.

"We can't take any of this with us, except the experience." - Laban Johnson Resident of: Houston, TexasNative of: Washington, D.C. and Woodbridge, Virginia. Explorer of: the world. "I wear many hats but deep inside I just like expressing my originality creatively and inventively around open minded people who like to see change in the world. I enjoy the challenges of creating new ideas and business models, and using them not for selfish gain but to strengthen communities and support those who support the causes closest to our hearts. If you can appreciate the information on the pages of this website then there is definitely a place for you within our organization. I invite you to inquire within, I look forward to working with you!"Laban JohnsonFounder, The Laban Johnson Group

THE PLANNING SEQUENCEI. BEGIN Planning Procedures A. Read the Mission BriefMission Brief:Situation: (Friendly) You have chosen to expose yourself to an efficient planning process and begin to use it. (Unfriendly) MODDs, internal and external, will distract you; some may even attack your judgement and undermine your attempt to fulfill the mission.Mission: You will use the planning sequence decribed in this chapter to help you in a real work challenge i. Document the positive and negative aspects of the situationWhat about your situation is friendly or positive? What about your situation is unfriendly or negative?You will need to expand on the statements in the Mission Bried. Add to them as appropriate to build a complete picture of your situation.B. Identify your People, Equipment and Time (PET)i. Identify who is on the team ii. Establish the chain of responsibilityiii. Verify the situation and gather as much detai las time will allow. C. Backward plan your time schedule and begin managing your timeexample, if you are beginning the project at 10AM and you must complete the mission by the close of business, then you start at 5PM - Mission Ends and work your way backwards, what must be done for each step to be complete.D. Identify what tasks need to be completed by each team member i. Ensure that mission is S.M.A.R.T.ii. Identify key/specific objectives E. Draft the Warning Order (See Warning Order)this will happen quickly as long as you''ve followed the proceedures to this point. If you get stuck, answer these questions to develop your Warning OrderWarning Order - one of 2 tools in the Planning Sequence, it serves as the heads-up for what is to come. it helps identify your available resources - your PET (people, equipment, time). It establishes what the team will need for mission success, including the tasks to be performed and a start and end time for each task. It is a task organization and delegation tool and is intended to provide enough guidance to prepare a detailed plan - that is, the Operations Order. The Warning Order consists of four sections:1. Situation - States the current friendly and MODD situations2. Mission - states specifically what is to be accomplished )who, what when where, why)3. General Instructions - Identifies all available resources (PET) and delegates specific tasks (along with the available resouces and standards) to team members that must be completed in preparation of the Operations Order and/or mission.4. Specific Instructions - Specific guidance/delegation provided to key individuals based on position of responsibility or subject expertise/value add i. The Situation1. What are the positive aspects of the situation? What will help you get the job done?2. What are the negative aspects of the situation? What do you know about the MODD? What will work against you in getting this job done?ii. The MissionExactly what are you trying to accomplish? Put it in one sentence with bullet points if there are subparts to the mission.iii. General Instruction1. Who are the people or sub-teams taht need to be involved in accomplishing the mission?2. What is the chain of responsibility? Who is the Project Leader / Primary Leader (PL), the person ultimately responsible for the mission? What are the other key roles and who will fill them?3. What do the key people or subteams need to be ready to contribute to the detailed plan of execution - the Operations Orders?4. What equipment, material, or other resources do you have or need that are relevant to the mission?5. What is the time schedule for key events using backward planning? You begain this process before, but now that you have nearly completed the Warning Order, you have a better idea of what needs to happen between your start time and your NLT (no later than) time for mission completion. iv. Specific Instructions 1. What are the specific tasks that need to be accomplished by specific people or teams? What is the NLT for each?F. Assemble the entire Team II. ISSUE the Warning Order to the team III. COORDINATEA. Ensure Team Leaders understand their subteam tasks per the Warning OrderB. team Leaders get their Teams started on assigned tasks and then assist the Project Leader (PL) with Section 3 (Execution of the Operations Order) C. PL completes Section 3 of the Operations Order D. Team Leaders supervise and ensure subteam tasks are complete per the Warning Order time schedule and to standard IV. COMPLETE Operations OrderThe Operations Order is the second of two tools in the Planning Sequence. It follows the Warning Order and serves as the detailed plan of execution. it spells out in detail how the team plans to acheive mission success. It is intended to be a step-by-step plan that serves as a communications map for all team members. This allows the team to adjust fluidly to changing circumstances and adapt the plan to fit the new situation. Remember, No plan ever goes as planned.The Operations Order consists of five sections:1. Situation - More detailed than the Warning Order, updated friendly and MODD situations2. Mission - Restate the mission given in the Mission Brief.3. Execution - From start to finish, the Standard Operations Procedures (SOPs) that the team will follow to ensure mission success.4. Service and Support - Resources (PET) the Team has to work with; and where, when and how to order and acquire them.5. Communication - Identifies individual contact information and the SOPs for communicating and disseminating information during and after the mission.A. Sequentially organize the five Operations Order sections. As in the case of the Warning Order, the elements should fall into place quickly, but the questions listed here may provide assistance in expressing them.i. Situation - Add details such as these three points and any updating information to the Warning Order 1. How will the culture of your organization affect the positive and negative aspects of the situation?2. What do you know or suspect will make accomplishing the task difficult? What are the known or suspected MODDs?3. What is the formal system of identifying MODDs? How will you communicate problems that jeopardize the success of the mission?* In identifying the MODD, make only one assumption: The situation is always in two parts - enemy and friendly. It''s never just one or the other. Consider the MODD that people are naturally resistant to change-any change.ii. Mission1. Were there any additional elemenets of the mission identified by the team when the Warning Order was issued? Add any that are S.M.A.R.T.2. In light of ay changes, how does the mission description read below? iii. Execution - The PL should be personally involved in developing this section of the Operations Order. Subteams or key team members can develop the other sections using the informatin provided in the Warning Order as a starting point.1. What does the PL intend to accomplish/ 2. Precisely how will the project be carried out?a. Break the project into identifiable phases, or manageable chunks.b. For each phrase, list every task that needs to be accomplished including:A list of individuals or teams responsible The defining performance standards for completion (that is, exactly what is expected in terms of quality, costs, etc.)The "no later than" tiem for completion of each subtaskA list of the materials, equipment, or information needed to do the jobA definition of the output from the task, who needs the output, and how it will be used (for example, to meet customer standards)Consider a project management technique such as a flow chart or matrix to lay out the sequence of tasks visually. This will help further clarify the interdependencies critical to the success of the team.c. What (when) are your rally points along the way where progress can be assessed? What will you check at these really points, and how? Consider interim "reflecting and connecting" and "after-action reviews." Avoid arriving at the end of the allowed time only to find something gone astray in the execution.* Stick to the timetable, manage your time. One way to keep your team attuned to their rate of progress on the mission and the passing of time is to schedule interim times to reflect and connect. Spend a couple of minutes doing a debriefing every hour or other designated intervals. The team must always be concious of how far they are progressing.d. When an obstacle, difficult or MODD is identified, who will be notified, how and what actions will be taken? Make sure a plan is developed under item b. for all known MODD.e. Upon completion of the mission, when and where will the team assemble for reflecting and connecting and after-action reviews? iv. Service and Support1. In specific terms, what resources are available and what resources are needed?2. Who, what, where, when and how will you acquire needed resources or resupply along the way? v. Communications1. How will members of the team send, recieve and understand all the pertinent information involved?2. Ensure that individual contact information is available and that all understand any special communications B. Review each section of the Operations Order to ensure a thorough plan has been developed and organize the sections sequentially C. Assemble the entire Team V. ISSUE OPERATIONS ORDER to team VI. REHEARSE* Never underestimate the value of rehearsal in all forms. The real thing should be no different from the practice.A. Set Priorities for the various tasks involved in the missionB. If there are tasks involved that Team members haven''t done before, make sure they know how to do them VII. ISSUE EQUIPMENT VIII. EXECUTE OPERATIONS ORDERWork your planIX. DEBRIEF A. Conduct reflect and connect B. Conduct after-action reviews; solicit from your team members, in their own words, what they thought went well and what needed improvement in this mission 1. Describe how you felt during the mission, from planning through completion2. List one SMART goal that you will implement in the near future based on what you''ve learned post execution.When time constraints on completing a project make you feel like you have to do something as if planning isn''t doing something - the temptation may be strong to disregard certain elements of the Warning Order and Operations Order. Resist the urger to "wing it" based on your experience. When you use the Warning Order and Operations Order habitually, they save you time, guaranteed. The SOPs refererenced in the Operations Order can address many how-to issues - eliminating internal MODD, making interactions among team members much smoother. Excerpt from the book "Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos" by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

BackRegroup:Assess the sitution, andDrive on!BRAD usually happens at set RP''s (Rally Points), to re-assess the situation, make adjustments, and move ahead towards the group''s objective. Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

organizing principle for gethering information on a M.O.D.D. (option,com_content/task,view/id,84/Itemid,/) is SALUTE - When everyone rallies and reports in using this format, it gives the leader a very 360 degree view of the situation and decisions can be made quicker and more accurately. *S*ize, one person, or more? *A*ctivity, what they''re dong or not doing that doesn''t support your mission *L*ocation, where they are in the operational scheme, same dept or different dept? *U*niform, is there something about the way they present themselves that belies the notion that you are not on the same team? *T*ime, when problem is first noticed, is information collected now different from information collected earlier? *E*quipment - what resources do they have to do their job, are the competent in using them? Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

Our Code of Honor was developed to instill integrity, confidence, organizational culture, motivation, team spirit and quality relationships. Every member of this organization shall be bound and held accountable according to the terms of our Code of Honor, which are:Be willing to stand behind the purpose, rules and goals of the team once decided.Speak supportively of the team and each member and with good purpose.When a teammate is speaking, acknowledge whatever is being said as true for the speaker at that moment.Make only agreements that you are willing and intend to keep, then complete your agreements Communicate any potential broken agreements at the first appropriate time.Clear up any broken agreement at the first opportunity.If a problem arises, first look to the system for corrections and then communicate your solution to the person who can do something about it. Do not go behind people''s back with problems.Be effective and efficient (Do more with less!) - see Weekly Throughput Summary Have the willingness to win and allow others to win (Play win/win)Focus on what worksTake personal responsibility. No laying blame, justification or finger pointingCelebrate and acknowledge all wins and milestone achievements. - CELEBRATE SUCCESS, NO MATTER HOW SMALL!!!! Do a victory dance, ring a bell, a cha-ching, something! Milestone Achievement Celebrations: Business is life, which is why we rarely utter the phrase it''s just business , because our business literally touches thousands of lives. Therefore every major milestone achievement should be properly celebrated by all those involved. The type of celebration will be decided by the manager or supervisor in charge of the milestone achieved.Always be willing to do whatever it takes to support any and all team members and to win!Keep time agreements!Never abandon a teammate in need.

Week actionnotes 1 Layingthe foundationClarify your business concept: -  Identify your personal goals   Spell out your business values   Remind yourself of your source of inspiration   Describe your business concept   Identify your strategic position   Decide whether you want partners   Decide whether you want investors   consider potential exit strategies   Discuss the impact of starting a business with your family   Make an appointment with an SBDC counselor   Create your company identity   Choose a name   Check out trademarks    Secure a domain name   Consider logos, taglines and colors   meet with a graphic designer   Get Organized   Set up physical files   Set up computer files   Set up contact management system   keep track of your company''s vital statistics    keep track of expenses Week 2:Get theInformation You Need Learn more about your industry   Make a list of your research questions   Contact your industry association(s)   Do online research   Research your target market   Define your target market   Determin if there are enough customers   Check out your competition   Identify your competitors   Analyze your competition   Compare competitors'' pricing   Find suppliers   Consider strategic partners   Broaden / Establish your network   Attend an entrepreneur or industry organiztion meeting  Week 3: CutThrough Red TapDeal with legal and licensing matters   Choose a legal form and ownership structure  Discuss ownership of your company   Apply for business licenses, permits and ID numebrs    Discuss collecting sales tax   Draw up basic contracts and other legal agreements   Protect your intellectual property   Build your team and personnel structure   Consider your support structure   Decide who you need on your team   Examine the use of independent contractors    Understand employment laws consider personnel policies   Appraise your management style  Week 4: Take Care of Operations Find and secure a location   Option 1: Rent space:   Decide on the necessary attributes of your location   Meet with a real estate agent   Compare properties   Consider wheter you need more than one location   Option 2: Set up a home office   Find the space to work   Figure out your phone, fax and Internet connections   Plan how to meet with customers   Decide whether you need a separate business address   Understand home-based office tax deductions   Plan ways to separate work life from home life   Deal with kids and pets   Option 3: Set up and office in yoru vehicle   Design your work space and production process   Design your layout   Design your production process    Order / install utilities and facility improvements   order furniture and equipment   Order inventory and/or raw materials   Research and purchase computers and other technology   Develop an approach to buying technology    Choose a phone system   Choose software   Choose hardware   Get online   Find ways to get technical help   Consider how you will distribute your products    Design procedures for handling administrative tasks   Deal with insurance  Week 5: Deal With MoneyIssues Deal with money matters   Meet with an accountant   learn the lingo   Take stock of your personal financial situation   Clean up your credit   Set up your books   Establish your prices   Open a bank account   Consider accepting credit cards   Prepare simple financial forecasts   Learn about taxes   Consider financing   Determine whose money you want   Develop a business plan  Week 6: OpenYour Doors Develop a marketing plan   Clairfy your company''s message   Come up with your Elevator Pitch   Decide on marketing vehicles   Set up a simple website    Start making sales!   Hold your grand opening   Look towards the futureÂ

Supported Causesto continue our goal of improving the quality of life for as many possible we will continue to support growth in the following areas:Human Rights - Housing and Homelessness Prevention http://www.hud.gov/homeless/index.cfmUrban Redevelopment with focus of turning Renters into Home Owners Employment and Career Development EducationAdult educationEnglish as Second LanguageGrants and Financial Aid for CollegeFinancial Education for Adults as well as childrenMedicine / Health Care - affordable health care alternatives, cancer and HIV research new medical procedures and technology natural holistic cures for decreased pharmeceutical dependency. Mental Health issues A.D.D., A.D.H.D. , O.C.D. and Depression research, Victim and Spouse Support. (index.php?Itemid=97 id=37 option=com_content task=blogcategory) Family ValuesFather's RightsCrime PreventionEntertainment - Music Publishing, Performing RightsParanormal Research Psychic developmentEnergy and Environment - Alternative Fuels Solar and Wind Energy - promote more widespread useTechnology - Internet - Affordable Access, Broadband Backbones, Nano-techology R D, Software - Open Source, Artificial Intelligence, AerospaceSmall to Medium Enterprise (SME) Development and Management - Business Services (index.php?Itemid=26 id=39 option=com_content sectionid=6 task=category) (index.php?Itemid=26 id=39 option=com_content sectionid=6 task=category) Animal Rights - Abuse Cruelty PreventionEntertainment and the Arts

S.M.A.R.T. is an acryonym to help you organize your thoughts when planning or setting goals. Specific - set specific goals, not general.Measureable - AttainableRealisticTime-Based - stick to a specific time table Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

MODD = something that Makes Our Day Difficult external MODD - aggressive competitors, new technology that changes the market, economy, trade barriests, war internal MODD - personal, mental, interdepartmental conflicts, inefficiencies, self-doubt, obssession, anger, excessive ego, bad policies To properly assess M.O.D.D., use S.A.L.U.T.E. (option,com_content/task,view/id,88/Itemid,/)Â Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

TeamworkCommon GoalInterdependenceAct accordinglyLeadership Purpose - Tell them why they are doing what they are doing. Convey why the mission is important and what the mission priorities are. Direction - Provide an orientation of tasks to be accomplished. Let them know what the starting point is, how they know they''re moving toward the goal, and how they know when the job is done. Explain your intent. Motivation - This gives your team the drive to use their talents and skills whenever possible. Listen to them when they offer ideas and make the most of their input. Make sure they feel that initiative is expected and that their names are on the finished product or project, with success and failure. Communication We talkWe listenWe understandThe Leadership CompassAll leaders should be in tune with the 4 key factors of leadership. All four factors must always be considerations when exercising leadership, but at different moments, they affect each other differently. All 4 factors must be used when deciding a course, a direction. Mistakes happen when leaders fail to consider all 4 leadership factors and to see how they affect each other. THE LED -The people you are trying to bring together as a team, the people you are ultimately responsible for. The group is defined by having 3 things in common: 1. A Common Goal2. Interdependence in achieving that goal; they all need one another for success.3. Knowing and acting as if they have a common goal, conciously responding to their interdependence.Get to know your team as individuals. know their motivational features. What draws them to some activities and what tasks do they try to avoid? What turns them on and off? How hard are they willing and able to push themselves under stress and pressure, not just in general, but with these particular teammates and in these particular circumstances? Know where their will and spirit lie. The ultimate purpose of leadership is to give others the purpose, direction and motivation to be successful on their own.Assess the competence and commitment of your team. This allows you to take the appropriate actions at the correct time. A team member with a new job may need more attention and supervision than one who is already experienced at the same job. A team member with low self confidence needes your support and encouragement. A hard working employee who is focused on the mission deserves your recognition. A team member who intentionally does not follow your guidance or fails to meet team standards has earned your stern counseling and reprimand.Ensure always that each team member is treated with dignity and respect. You must create an environment that encourages your team to participate actively and want to help you accomplish the mission. Key ingredients to develop this relationship are mutual trust, respect, and confidence.You get what you give. The LEADER - You must have an honest understanding of who you are, whaty ou are, and what you can and cannot do. Without technical subject competence, a leader can''t lead for long. Know your personal strengths and weaknesses, capabilities, and limitations. You need to be able to discipline yourself in order to lead your team effectively.Look honestly at yourself. If you have trouble assessing yourself, ask you leader what he or she would like to see you change about the way you lead others. Seek counsel from your peers and seek an experienced team member to ask, How well do you think I lead? Acknowledge that you are never alone. Set up a 360 so you aren''t the only one gathering information that will drive action. The SITUATION - All situations are different. Leadership actions that work in one situation may not necessarily work in another.Consider all available resources before determining the best leadership action to take. In identifying resources, remember PET (people, equipment, time).Consider the team''s level of competence, motivation and commitment to perform the mission or task. In one sitation, you may have to supervise the team''s work closely. In another, your main job might be to encourage and motivate individuals who are well qualified to accomplish the task. Sometimes, the situation will require that you do a bit of both.Consider the timing of your actions. For example, confronting a team member may be the correct decision, but if the confrontation occurs too soon or too late, the results may not be what your intended.We all make mistakes. If you take the wrong action, reanalyze the situation, take quick corrective action, and move on. Remember BRAD - back up, regroup, assess the situation and drive on. Learn and reflect from your mistakes and those of others, but don''t dwell on them during the mission.The COMMUNICATION - Communication is the exchange of information and ideas from one person to another. Effective communication occurs when others understand exactly what you are trying to tell them and when you understand precisely what they are trying to tell you - whether it''s oral, written, or physical interaction alone, or some combination of them.You communicate standards by your example and by what behaviors you ignore, reward, pubish, or counsel.Different situations call for different types of communication.Your tone of voice, choice of words, and physical actions combine to affect those you lead.Say the correct thing, as the appropriate moment, and in the right manner. Through your methods of communication, you encourage your team to follow you and your directions. You must earn their trust and confidence. What and how you communicate either fuels trust and confidence or erodes it.Convey the facts and requirements of the mission accurately without the added confusion of your personal bias regardless of how hard you have to refrain.Pay attention to exactlywhat your tema members mean when they communicate with you. Employ all your active listening skills. Teams pay heed to leaders who listen to their concerns.Emotions are an important part of communications, and good listening is hard work. Look at the person speaking. observe not only what she says, but also how she says it since emotions are an important part of communication. Excerpt from the book Rangers Lead the Way: The Army Rangers'' Guide to leading Your Organization Through Chaos by Dean Hohl Maryann Karinch (http://www.amazon.com/gp/redirect.html?ie=UTF8 location=http%3A%2F%2Fwww.amazon.com%2FRangers-Lead-Way-Leading-Organization%2Fdp%2F1580625983%2Fsr%3D8-1%2Fqid%3D1166287766%3Fie%3DUTF8%26s%3Dbooks tag=layzboyzenter-20 linkCode=ur2 camp=1789 creative=9325)

A business that is not growing is dying. If Success = Preparation + Opportunity, then more success is the direct result of better preparation to tackle new opportunities. Kai Zen, a term that's been in vogue in business circles for the last 20 years, is the Japanese term for "Continuous Improvement" and it refers to the art and science of continuous, ongoing improvement, managers and workers alike. Kaizen is the magic of taking a good process and making it great. It's all about small, steady, incremental improvements. It involves nurturing a corporate culture in which everyone can freely admit problems and suggest improvement from every level and happens by continually testing for better results.Kai Zen suggests that if you keep testing, your process will keep improving. No one day should go by without some kind of improvement made at each level in the company. We will make positive changes every week, 52 weeks of the year, multiplied by each level of the organization so that each week creates new milestones. The Kai Zen concept admits input equally from all levels. Management must work hard to consider and implement worker suggestionsSimple Steps to Kai Zen: If you will just make a list, then do one thing on the list every day for 5 to 7 days, accomplish it, and keep it going, you will be making 1 change in business and/or life per week. This equals an amazing 52 changes per year! Can you see how powerful this can be in your life? In your career?

Mission Statement: Our mission is to improve the quality of life, and raise the standards of living for many by serving as a pillar to initiate and support growth and continued development in under-served social and economic niche areas by creating and supporting a diverse portfolio of privately held subsidiary investment companies. Join our team! (work_at_home) Or find out more (who_are_we)

"No man can get rich himself unless he enriches others." - Earl Nightingale The Laban Johnson Group is currently restructuring as an international democratic, member-owned and operated business and employment co-operative. Our Mission Statement: “Our mission is to improve the quality of life, and raise the standards of living for many by serving as a pillar to initiate and support growth and continued development in underserved social and economic niche areas by creating and supporting a diverse portfolio of privately held subsidiary investment companies.” What this means in short? Our goal is to achieve our dreams together and improve quality of life for all. Learn more about working with our team! (work_at_home) What are we doing now? We are building businesses! Our immediate goal is to capitalize future growth with the purpose of fulfilling our higher mission. We are recruiting and filling out our ranks, creating business opportunities for entrepreneurs and contracting with retailers and service providers, large and small, nationwide, siezing opportunities in many markets simultaneously. We increase their revenues and market share by and building cohesive teams to service our sales and marketing contracts. "You can have everything you want in life if you help enough people get what they want" - Zig Ziglar By investing across multiple industries we will be better prepared take advantage of opportunities created by market fluctuations. No matter what the market does, we will be ready. Success = Preparation + OpportunityAre you a team player? Would you like to achieve your full potential? Then Join us! (work_at_home) Several operations have been temporarily suspended to allow for growth. We regret any inconvenience.