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Friday, November 30, 2007

Newsletter 1

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The Only Leadership Advice You Will Ever Need!

INTRODUCTION The Only Leadership Advice You Will Ever Need... From “The Czar” Gerry Czarnecki Welcome to your first experience with the The Czar Report, and thank you for taking the time to read it. We hope that you enjoy and profit from the thoughts that we share with you. Each edition of the newsletter or “e-zine” will be structured in the same reader-friendly format: Section I – Short Article - Each article will present a topic that we hope will impart useful concepts for you to apply to your work performance, as well as to encourage your response with thoughts and comments of your own. Section II - Story/Case Study - This section is designed to help you think through some of the issues that all leaders must face as they work to achieve peak performance in their units. We will pose the challenge and then ask you to answer some questions about how you analyze the situation, and what you might do to deal with it. There are almost as many right and wrong answers as there are readers, but we hope that these cases will prompt you to think about how to practice quality leadership each day. Section III – Tips from The Czar - Practical ideas and guidance that you can take to the work place immediately. Section IV - “Ask The Czar” - In our Q&A forum, we will answer your questions about the issues that challenge you in the workplace. This space will be only as powerful as the questions you pose, so we hope that you view it as an open opportunity for advice, discussion about previous issues, comments and critiques. We all get better by learning from each other! Please send an email to Gerry: gerry@the-czar.com We sincerely hope that you will give us feedback on this effort. Our goal is simple…we want this to be the most useful tool for your improvement as a leader.
Volume I, Issue 1
• SECTION I – The Law of Administrivia
• SECTION II – Mini Case - "The Weekend Worker"
• SECTION III – Tips From The Czar
• SECTION IV - Ask The Czar

	SECTION I – The Law of Administrivia

The Law of Administrivia - The Greatest Barrier to Leadership Success

One of the long-standing principles in economics is called Gresham’s law. It states that if two currencies are circulating in an economy—one a high-quality currency that everybody trusts and believes in; the other a poor-quality currency that everybody thinks has substantial risk—then “the bad currency will drive out the good currency.” This means that everybody will want to hoard the good currency and give the bad to other people whenever they can.

In leading, the same principle applies. I call it “The Law of Administrivia”. That Law postulates that… Required or less useful activity drives out desirable and useful activity. In other words, people will do the tasks that they think are easy, trivial, and required first, in order to get them out of the way. Then, with the time left over, they will do what is desirable or useful but not required. The amount of trivial administrative tasks (administrivia) tends to grow once the boss concludes you are able to handle what you have already been given to accomplish. Eventually you do less and less of what you want or need to do and much more of the administrative work. Worse still, since administrivia is usually easy work, while being a leader is hard work, you end up spending more time on the easy jobs. After a while, all that gets done is the required, the trivial, and maybe even the useless.

Of course, not all administrative work is meaningless or trivial. Indeed, much of the success in an organization rests on process and process controls. However, if they are the only activities a leader has time for, then they will ultimately hamper the leader’s effectiveness. Frequently, bosses forget how much time and energy real leadership really takes. Effective leaders use planning, organization and control as tools to handle the administrative work flow, thus allowing more time for the job of leading. If the administrivia consumes your day, then leadership will be driven out. If the administrative work is effective, then you will be free to lead.

Parts of the Law of Administrivia have been recognized for some time. Saul Gellerman wrote in 1968, “The simple fact is that most managerial jobs are already more than full-time jobs. The typical manager has more than enough to worry about. His typical solution is to arrange his problems in order of priority, deal with the ones he has time for, and just ignore the rest. In other words, that which is urgent gets done and that which is merely important frequently doesn’t.” What we are adding to this concept is that the “urgent” is often not essential to the mission, it is just easier to request or to accomplish.

Look at the activities that you engage in and determine if they are critical to your efforts to succeed. If your efforts to lead are frustrated because you are preoccupied with administrative tasks, then you need to find a way to break loose from the constraints of those activities. You will learn that if you do the leader work well, you will have plenty of time for administrative tasks. Free yourself from the shackles of administrivia with the realization that leader work is the only way to achieve your goals and objectives. It is the “good work.” You must fight the natural and destructive tendency to be ruled by “The Law of Administrivia.”

Top

	SECTION II –Mini Case – “The Weekend Worker”

Frank had been working in the office all weekend and he was simply exhausted. His only consolation was that he had finally caught up with all of the work that he had not been able to accomplish during the week. It was now 7 PM Sunday night, and he was grateful for the few hours that he had left to relax and unwind before facing another work week. Just as he put his feet up and reached for the television remote, his wife came into the family room and told him that she wanted to go to the movies. This was not what Frank wanted to hear.

Frank said, “Jan, I’m exhausted and going out to the movies is the last thing I want to do tonight.” As soon as the words were out of his mouth, he saw from the expression on his wife’s face that he was going to have a problem. “Frank, I’ve been at home with the kids all weekend, and I’m ready for a break,” Jan said with an obvious sense of frustration. “At least you got out of the house when you went to work. I really need to get out too, and weekends used to be our time to go out together. Now, your job is taking over your life. Why did you have to spend the whole weekend at the office?”

Frank responded with a growing frustration of his own, “I had to catch up on all the paperwork, plus the month-end report that I have to submit to my boss. Ever since I started working in this new job, it seems like the paper work just keeps growing. If don’t catch up on the weekends, I’m just going to get farther and farther behind. I’m not the only one working long hours; my boss always works late and on the weekends as well.”
“Well, maybe your boss doesn’t have a wife and children at home,” Jan replied in exasperation. “What I don’t understand is why you have so much paperwork. You’re not the CEO of the company, you’re a senior systems analyst in the information technology department.”

Frank knew that a big argument was brewing. Jan had never really liked the idea that he took this new job, and she has been talking more and more often about the fact that they didn’t go out enough anymore. To avoid fighting with Jan, Frank decided to go with her to the movies even though it meant that he was going to be tired when he got up in the morning. He knew that he needed to talk to his boss about the problem, but he didn’t know the right way to broach the subject. He was worried that his boss might think he was a complainer, or worse, that he wasn’t capable of getting the job done. Despite his exhaustion, Frank spent much of the night tossing and turning, and was even more tired than he had expected when he went to work the next morning.

Question: What do you think is Frank’s problem? Is he actually getting overwhelmed with administrivia, or is he just inefficient?

We have no way of really knowing if the problem is administrivia or inefficiency but it is clear that Frank has a serious problem. He is not keeping up and it will eventually cause a serious problem at the job and at home. The tell-tale sign is his use of the word…paperwork. That probably means that he hates pushing paper and does not see the relevance to his job. He may be right, but he may also be lost in his new job. If you were his boss, you would need to be very alert to the symptoms. This is a guy who is most likely going to fail or burn out if you do not do something. When you have a staff member who is constantly working long hours and not getting ahead of the work, or performing far above your expectations, then you have a person in crisis. That person may be misplaced, may need better training, or may actually have too much to do.

As the boss, you need to recognize the signs of somebody who is working too hard, just as much as you look for or see the signs of those who are slacking off. Whatever the reason, Frank needs attention from his boss. We owe our staff the recognition of, and the sensitivity to, their frustrations. We should always set the bar high, but we also need to be certain it is not so high that our staff can never reasonably achieve it. As a leader, this is not just their problem, it is yours as well. Their failure is your failure. You need to see the problem developing, and address it early. It may be that you are giving them too much administrivia, or it may be that they are not dealing with a performance problem caused by a misstep on your part or a lack of ability, knowledge, skill or even attitude on the part of your staff member. If you have a Frank working for you right now, you must take the proactive step of addressing the is! sue directly so that you can provide help to what may be a drowning member of your team.

Top

	SECTION III – Tips From The Czar

When you have that conversation with your “Frank,” make certain that you do not threaten him when you open the subject. There are a great many reasons that could be causing his dilemma. There could be a serious personal problem that is consuming him and making him inefficient; there could be a serious administrivia problem for him; you could be simply asking too much of him. In short, a failure of a staff member may be his weakness, but it could also be your fault. If you really know how to love your associate, you will not make assumptions or judgments; instead, you will approach the discussion with an open mind and a demeanor that conveys your openness. If you start out with an accusatory manner, you will get defensive responses that may prevent you from making a fair and insightful assessment of the situation. It is important to r! emember that you are the person with the organizational power, but you want to avoid using it. You are seeking answers to the problem, not an affirmation of your authority or power.

Top

	SECTION IV – Ask The Czaer

Julie: I have a staff member who left the office today without telling me where she was going, and she hasn’t come back. It’s Friday and I know I need to do something on Monday, but what?

The Czar: Julie, it will probably be too late to help you, but if any other readers ever have this happen, my advice is…do not wait until Monday. Your employee’s behavior indicates a serious problem, and you need to find out what caused it. There are a great many possible explanations. She may have gotten a call that a family member has just died, in which case, you want to know that so you can offer your support. It could be that she had a huge confrontation with a fellow staff member, who failed to explain to you what happened. In that case, you need to get to the bottom of the conflict for the unit’s sake. Perhaps you and she had a confrontation that went over the emotional line that she could handle. You might not even have recognized that you caused the event. In any, in fact in all cases, immediate action is called for. What should you do…My answer is…call her.

Martha: I have a staff member who never shows up to work on time. What should I do?

The Czar: Well, depending on how long this has been going on, you might consider giving yourself a lecture about how you have failed yourself and the rest of the staff. The way you asked the question makes it sound as though this is a chronic problem, and that you have gotten angry about it, but taken little or no action. Whenever we allow a single staff member to get away with breaking the rules, we are hurting the entire team. If you have allowed this to happen for an extended period of time, you have in essence told that person it is ok to be late. I guarantee you that she will never be punctual, because she has learned that you don’t require it. Worse still, you have sent the rest of the staff the message that 1) you do not care about punctuality (hence they will all start showing up late) or 2) there are two standards, one for them and one for the “late one.” A double standard, even whe! n it’s merely implied as in this case, will cause the “good guys” to get angry with both you and the “late one.”

You must immediately change your own behavior and initiate a conversation with that staff member. Be sure to use the previous lesson, and ask that person to explain why she is late. There may be a very logical reason which you need to know. Once you determine the reason, then you need to tell her that from now on, being on time is required and that whatever the reason, you want to help her figure out a way to deal with that reason. That shows you care, and at the same time starts the process to establish new rules. Rules that apply for the entire staff.

Mark: I am lost at my job. I hate my boss, I hate the work I do and I have been living with this for four years. What can I do?

The Czar: Mark, I feel sorry for you. That is a sad tale, and one that I hear so often when I talk to leaders. My first answer is: you must change your job. That may mean that you need to “change jobs” or it may be that you need to change things about your current job. Whatever the case, I want you to do one of those two things. There are scores of reasons why we dislike our work, some are our fault, some are the organization’s fault. The most important thing you need to do is to honestly determine all of the reasons why you do not like your job. I can not answer that for you, but I can tell you that once you have come to your own conclusions, then you need to do something to eliminate that pain. In fact, once you sort through the question that I have asked of you, I hope you that will write again so we can work together on the ways in which you can move forward towards a positive work exper! ience.

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Your parents probably had a different mindset and attitude towards building wealth. Perhaps they believe the "proper" way to live is to work for the same company your entire life and save money. Many millionaires on the other hand have home based businesses so times have changed.

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Safe Teen Driving Tip #2

Visitor,

I hope the First Rule that that you received made sense.
As I stated in the previous email, you may not agree
with some of the things said. But there are valid reasons
for not letting your teen drive till they are 18.

Sure, let them get their learner's permit when they are
seventeen. That is what I did with my daughter. That is
two years later than most teens get their license, which
means their brains have had two more years to develop and, hopefully, they have matured a little more. And by that
time they may have a little more respect for the dangers
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The Second Rule for driving is this: if you are going to
give them a car (or if they are buying their own), there
should be three criteria for that car. Experts will tell
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Not what most teens want! My daughter got my Mother's old
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long downhill run. That is the car she was in when she was
in an accident. She got T-boned by a very large Ford pickup.
The car was totaled. The passenger side of the car was caved
in about eighteen inches to two feet. And as I told you previously, she escaped with only a few bruises.

And, my Mother (in her 70's at the time) walked away from a head-on collision while in her Volvo 240D. So, old,slow
and large is the only way to go. By the way, my daughter
was so thankful she walked away healthy from her wreck that
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Again, your teen may not be thrilled with an old vehicle. But there is a good possibility they will thank you later. No,
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Visitor, Discover subject placement secrets in Photo Lesson 1

Friday, 30 November 2007
Hi Visitor,

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Secret 1 to Developing a Winners Body

Hello Visitor,

Why does it seem so hard to make choices that we know will make us feel better? How many times have you tried to get into better shape and commit to being healthier only to find your old habits creeping back into your life?

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Visitor, theories are fine for professors

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Stop Identity Thieves Now! Mini Course - Frank Abagnale

Visitor,

Here is an opportunity to learn about one of the greatest identity thieves of all time. If you have not read the book or seen the movie, you are missing out of learning how the "greatest" ID thief passed himself as a physician, pilot, and a lawyer.

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Try Again! I Hate Flossing...

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As Requested, Ten Tips on Trust.. from BreedingTrust - Enjoy!

Hi, Visitor --

You had opted-in and requested my Ten Powerful Tips for Building and Maintaining TRUST, and I'm happy to supply it here:

Access http://www.breedingtrust.com/10Tips_Trust2.pdf and you'll be offered the opportunity to right click, Save As to your computer.

I'd love to hear your thoughts on two questions, opinions that I may use (and will credit) for my new book, Breeding Trust, due on later this year:
1. What do you attribute the top 3 reasons for the decline of trust in the world today?
2. What two things could people start doing today that would improve the trust among us all? Send replies to cbreeding@triad.rr.com.

As well, I like to make a gift of a subscription my ten-year old ezine newsletter, MondayAM Motivation (bi-weekly) FREE of Charge -- a value of $97/year. Make it a good day!

Kind regards,
Charlie Breeding
Performance Improvement Institute
Belews Creek, North Carolina USA
www.breedingtrust.com and www.thepepcoach.com

PS -- "When the student is ready, the teacher appears." If you're are serious about your career moving faster or your business getting more profitable, you will enjoy the Power Tools book. Sixteen expert, executive coaches produced this multi-authored book. Learn more at www.breedingtrust.com/prod01.htm

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Welcome to Secrets of Firing Your Boss!

Welcome Visitor!

Secrets of Firing Your Boss is a newsletter where you learn how and why to start a business. Replace the income from your job by starting your own business. Discover the different types of business, how to structure it for protection, and many tax saving strategies.

Chip Cagle

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Visitor, Your Photography Lessons Are About to Begin. Welcome!

Friday, 30 November 2007

Hi Visitor,

Welcome to GoodPhotographyInfo.com

You will receive messages with links to photography
lessons every few days. Each simple lesson covers one
topic. I recommend that after you go through the
lesson you take some pictures concentrating on
using the methods and techniques explored in the lesson.

Again, welcome to GoodPhotographyInfo.com,

Steve Thomas
Your Powerful Photography Coach

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How Short Sales Can Make You Rich While Helping People

Hi!

So, you're ready to discover New Real Estate Discount Breakthroughs that turn TRASH to CASH and learn how Short Sales can put easy money in your pocket?

As promised, here is the link to your FREE Report "How Short Sales Can Make You Rich While Helping People":

http://www.shortsalebreakthrough.com/How_Short_Sales_Can_Make_You_Rich_While_Helping_People.pdf

To your success!
Ben Pargman
President

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Listen to Secret Millionaire Conversations

Wow Visitor,

Did you get a good look at what
my good friend Charles Dudley Had
to say?

Charles has some of the top
people in their fields that are
bringing in "Millions" and are willing
to share their secrets finally.

If you missed it please click on the link below
right away to find out what is going
on.

http://www.kickstartcart.com/app/aftrack.asp?afid=689360

P.S. Please watch out for our amazing teleseminar
series coming soon. You will not want to miss this.

I will be sending you ALL the information
very very soon.

To Your Success,

Kimberlyn Lebsock
Your Keys To The Bank
www.yourkeystothebank.com

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AdSense Insider Part 2

Hello again Visitor

Here's the link to today's lesson online.
Don't forget you can see working demos there.

http://www.factsaboutadsense.com/day2a.htm

------------------------------------
High Value Keyword Report Download

You can download your bonus keyword
report from the link at the bottom
of this page. As you'll learn in a
moment, knowing which keywords are
worth the most is an important part
of maximizing your AdSense earnings
------------------------------------

First an apology: there's a bit of math ahead!

Yesterday we looked at AdWords and learnt how AdSense is
Google's AdWords syndication program that posts AdWords ads
on context-targeted websites:

Ads about binoculars appear on web pages with information
about binoculars on them.

It makes sense doesn't it!

Today we are going to look at the factors that affect how much
money you will get from Google if you sign up (and are accepted
for) the AdSense program, paying detailed attention to those
areas that are controllable - because many aren't.

****************************
The AdSense revenue equation
****************************

Revenue is generated for you when someone clicks on an AdSense
ad on your site. Google charges the advertiser for the click
thru and shares this revenue with you.

The amount you earn from an ad is given by the following equation

Income PER AD=

Click thru price X
Fractional pay out X
Click thru rate X
Page traffic X
Appearance frequency

The CLICK THRU PRICE is the price the advertiser is bidding to
place an ad under the AdWords program and is determined by a
complex real time automatic auction process: Google advertisers
set a maximum price they are prepared to bid for keywords
and they usually pay less than this.

The FRACTIONAL PAYOUT RATE is the percentage of its revenues
that Google pays out to AdSense partners. THIS FIGURE IS NOT
DISCLOSED BY Google. However, anecdotal evidence suggest the
payout rate is good and competitive systems such as 7search.com
payout around the 50% mark.

CLICK THRU RATE is the number of times the ad is clicked on
divided by the number of times it is displayed ("impressions").

PAGE TRAFFIC is the number of times people visit your web page.

APPEARANCE FREQUENCY is the number of times a particular ad
appears on your page (remember that ads are rotated by Google
automatically and successful ads are shown more often.)

To repeat: this is income PER advertisement, so to calculate
your total AdSense income you need to evaluate this equation
for each ad on all your web pages and add up the results.

By the way, Google saves you the bother and tells you the
answer.

But already the complexity of the process is apparent and of
these factors, some are completely out of your control:
Fractional payout rate and Appearance frequency being two.

So let's look at those three factors that are at least
partially within your control.

****************
Click thru price
****************

The Click thru price, whilst fundamentally determined by the
advertiser, CAN be influenced by the content of your website:
if you can modify your site so that it includes more content
related to higher value keywords, you are more likely to get
higher value click thru prices.

For example, if you run a site about Bird Watching you may
get ads posted about Bird Watching books. But why not
extend the site to include content about the best binoculars
for bird watchers?

Dedicate a page to this topic and you could find higher
value ads running on that page because binoculars sell for
more than books and businesses advertising binoculars may be
willing to pay more for keywords relating to them.

You could also run some pages about travel and hotels in
exotic locations where rich bird watchers like to take their
holidays.

It's all content relevant to your site but it is likely to
increase your AdSense revenues too.

-----------------------------------------------------------
TECHNOLOGY NOTE
-----------------------------------------------------------

The ads you get on different pages of your site will vary
according to the content of the page.

AdSense is that clever!
------------------------------------------------------------

If you've already got a site, you can get a tool from Google
called the AdSense preview tool. This lets you see what sort
of ads you'll get even if you haven't signed up for AdSense
yet.

You can get it here
http://www.factsaboutadsense.com/adsensepreviewtool.htm?2

If you get ads that don't seem relevant there are 2 possible
causes:

1) Google doesn't know what your page is about, or
2) Google has never heard of your site.

Uh-oh!

We'll discuss how you get round these problems later on.

****************************
Estimating click thru values
****************************

Visit
http://uv.bidtool.overture.com/d/search/tools/bidtool/
to find out how much keywords are being bid for on Overture,
a competitor to AdWords. This will give you an INDICATION
of the prices people are bidding on Google which in turn will
give you some idea about the click thru value of AdSense
ads relating to those keywords.

The rule is: aim high.

Alternatively if you already have an AdWords account you
can use the Keyword tool to find out the exact price of
any keyword - but remember AdSense is about content, not
keywords so, again, this is only going to be an indicator.

***************
Click thru rate
***************

Can you influence this?

YES.

You can. Here's how.

You use your page to sell the products and services that
are likely to be shown in the ads. To follow our binocular
example, if you post content about the benefits of excellent
(and expensive) binoculars and how they enhance the bird
watching experience, readers are going to be more
interested in buying binoculars than if you simply post
content about the different types of binoculars available
and they will consequently be more likely to click an ad.

http://www.factsaboutadsense.com/zeiss_binoculars.htm?2

You have to write sales copy that focuses on the generic
benefits of the products and services likely to be advertised
on your pages.

************
Page traffic
************

This is what web marketers fight hardest over.

No traffic means no clicks means no income. So you have to
maximise the number of people visiting your site.

There are a raft of techniques available and that's
tomorrows topic.

See you then Visitor

William Charlwood
FactsAboutAdSense.com

To download your bonus High Value Keyword report click this link
http://www.factsaboutadsense.com/adsensekeywords.htm

Commercial Reality Ltd
Raven House,
Marlborough
Wiltshire SN8 2PA
United Kingdom
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Thursday, November 29, 2007

Your Requested Information

Hi visitor
thank you for your interest in a better life with a better credit!

you will now enjoy a life with no more rejections.
you are already enjoying a life with great credit lines

-----------------------------------------

Visitor, An Important Message...

Hi Visitor,

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Best Regards,

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P.S. A good friend of mine once said "You don't have to
get it right, you just have to get it going!".