Get More Done With Less - The Right Employee Makes All the Difference

Face it, today we have to get more done with less. The recession has limited many organizations' spending and the most significant reduction has affected manpower and headcount. Over the past 9 months, several million employees have lost their roles - victims of our challenging financial times. With fewer employees remaining in virtually every business, these employees must now not only do their work, but also the work of others. Though some at the moment may feel appreciative for the work, today's workers must now shoulder a more significant workload. Having the right employee in the right role is key to getting more done with less; the right employee makes all the difference.

Today's intellectual workplace requires greater employee thinking as part of daily performance. Since all roles require very specific thinking, and not all people think the same way, not every person is a good fit for every role. Studies show employees who are a good fit for a role (the "right" employee) are those who are good at what they do and passionate about doing it; these employees are more engaged, fired up and consistently outperform all others. If an organization must have fewer employees, then those who remain must be the right ones. Having the right employees as surviving employees allows for a smaller and higher performing workforce. This will be key in surviving today's recession - right people, right roles, less expense.

To help your employees get more done with less, start first by assessing whether the right employees are in the right roles. Proper employee alignment is management's responsibility and requires that management clearly create (what I call) a "Talent Matrix" for each role. The Talent Matrix identifies the critical performance talents needed to do the role well (they know how to do the role and are passionate about doing it), the team talents needed (for employees to fit into the organization's culture), and the skills and experience that will help the employee be successful in daily performance. These attributes allow for a thoughtful and bias-free process to assess whether employees are in the right roles. The better matched employees are to roles that use their talents, values and interests, the greater their performance. Using the Talent Matrix creates an effective process to determine who will be part of the core team that remains, and who will be laid off. This removes much of the emotional component of the layoff, and redirects the attention on performance, impact and results.

After first assessing and realigning existing employees to better roles, you may still see that critical roles in the organization are not staffed by the right people and the right people are not currently part of your workforce. This means that you must find your critical talent outside of your organization. Today, while others are firing, you could be hiring. There is no mandate that in tough economic times, you only lay off. With an increased supply of talented unemployed workers, now may be the time for you to bring in new employees who will be more capable than your existing employees in particular roles. Again, one right employee will significantly outperform several of the wrong employees. Not only will performance increase, but critical payroll costs will decrease. It is important to get more done with less so having the right employee who may need to be brought in from outside of the organization may be the right response.

Many people (some famous, some not) have recently said, "never waste a good crisis." Tough economic times challenge us to be more clever, creative and to know the performance abilities of our teams. It is up to us to ensure we have the right people in the right roles, even if we have to go outside of the organization to find them. It has forced us to look for the very best employee for each role, to hold each employee more accountable for results and to spend wisely regardless of the times. It has forces us to be more involved in the process of hiring the right employee and realigning employees based on their talents and contribution.

Having the right employees (those who are good at what they do and are passionate about doing it) is the key to all great performance. These employees have to get the job done, and done well. Our customers depend on it. Our vendors rely on it. If they are connected and engaged, they will perform. If they are miscast, disengaged and disinterested, performance fails.

Today, we must get more done with less. The right employees are ready for the challenge. Hire or realign employees into roles that they are good at and are passionate about and they will perform. They will be your core workers. They will help you weather this financial storm. They will help you to be ready for whatever else comes your way. Not every employee is the right employee. You'll know you have the right employee because this employee will make all the difference.

Jay Forte, a former financial executive and educator, now performance consultant, speaker and author, is a nationally ranked Thought Leader and President of Humanetrics. Jay teaches organizations how to ignite passionate performance in managers, employees and individuals using his MaxImpact Core approach. He has helped many organizations and individuals become more performance-focused by learning how to connect to organizations of all sizes, become more performance-driven and financially successful.

As an expert in guiding and activating performance, he is regularly interviewed by national publications and as a guest on business radio programs. His many articles have been nationally and internationally published. He is the author of the new book, "Fire Up Your Employees and Smoke Your Competition; How to Invite, Incite and Ignite Employee Performance", an innovative, practical, hands-on manager guide to activate exceptional employee performance. His new program, "Stand Out and Get Hired" is due out shortly and is an interactive program that helps job seekers assess their talents, link to careers that support their talents (to create greater employment opportunities) and learn how to create the new and powerful talent-based resume that gets noticed and hired.

See his websites at http://www.HumanetricsLLC.com and http://www.FireUpYourEmployees.com He can be reached at jay.forte@humanetricsllc.com or at 401.338.3505.

Article Source: http://EzineArticles.com/?expert=Jay_Forte

Seven Practical Steps to Improve Workplace Productivity.

By: PLMitchell

Seven Practical Steps to Improve Workplace Productivity. One of the biggest problems in the workplace is how to increase labor productivity. The secret lies in the leadership of your people. You can make huge capital investments in systems and machinery but unless you provide good leadership then you're never going to release the potential of your people.

This hidden potential is worth a huge amount of profit. The normal way of trying to release this potential is to exhort people to work harder and longer. Yet the secret is to show them how to work smarter. Our tendency is to push people into producing more in the same amount of time. The intelligent leader knows how to pull people so that they do not work harder, just smarter.

When you push people, they push back and resist what you are trying to do. If you take people with you and show them how to work smarter, they go home at the end of the working day feeling much more fulfilled, and not as tired. The steps to take a simple but not always easy. They require thought and consideration as well as a considerable amount of discussion with the employees.

1. Set mutual expectations with your staff. Unless you set mutual expectations with your staff, you are always going to be on the back foot. This means that the only time you can mention expectations is when they're not being fulfilled. By then, it's too late. What do your people expect from you in your leadership position?

2. Agree that they are fair and reasonable. What do you expect from your people? Are your expectations are fair and reasonable? How do you know?

3. Measure current productivity. We are you going to start from? How accurate is your current productivity measure?

4. Set targets Setting targets with your people will involve them in the whole process. It will also give them an opportunity to contribute to, not only the targets, but also the milestones on the way to those targets.

5. Provide visible feedback. This is another high involvement area. Your team needs to work out how their progress is going to be measured, who is going to measure it and how is the feedback going to be presented. Is it going to be daily, or is it going to be weekly?

6. Discuss progress on a regular basis. How is this going to be accomplished? Is it through daily team briefing in the morning? Is it going to be carried out through one-on-one with the manager and supervisors daily? Are the results going to be posted on the notice board and then discussed weekly? The feedback is fundamental to the whole productivity improvement initiative. Without feedback you just won't work.

7. Celebrate milestones and achievements. Work out with your team how you are going to celebrate each milestone. Arrange this in advance so there is a sense of anticipation. Whatever happens, never let the pressure of work postpone such an important occasion.

Peter Mitchell has been an adviser to businesses of all sizes and types for the last 35 years. He has used all his experience to write a step-by-step guide for business owners and mangers which is complimentary. If you download this guide, you are eligible to buy his latest book "The Key to Productivity"at a special price for a limited time.

It is available NOW at http://www.thekeytoproductivity.com

About the Author

Peter Mitchell has 35 years of experience successfully managing and owning businesses. He strongly believes that increasing workplace productivity through staff is the most cost effective way of increasing and maintaining profits. He is the author of two books and countless articles.

Leading Through Emotional Times: The Fallout of 2008-09 Layoffs

By: Marci Rinkoff

In March of 2009, the unemployment rate rose by 694,000 to a total of 13.2 million people. We're at an average of 8.5% across the country. Clients of mine who are laying off people are wondering how to handle their own emotions as well as those around them. People who still have jobs wonder if they will continue to have their jobs. Read how one Sales VP managed her way...

In November of 2008, a VP of Sales for a major furniture company was facing a layoff of 25 sales staff. Sales were down 40%; the company was downsizing in other departments. In stress, her leadership style as a "Mediator" is to detach emotionally and blow through any obstacles. Through many trying months, she kept her doors closed, and focused relentlessly on restructuring the sales team. Coming home to her family after 9 was becoming a familiar habit. Employees were surprised by her tough and detached demeanor.

As she was preparing for a second round of layoffs, her true feelings suddenly came to the surface. Just as she was addressing her team, she removed her glasses and spoke from the heart. Her voice choked with emotion as she said, "The truth is that this is very difficult for me to do. I have been in this business for twenty years. You are like family to me. Some of the people leaving were mentors to me on the way up. These are good people and I'm proud to count many of them among my friends. I accept the responsibility for the decisions we've had to make and I understand why these people are leaving... but that doesn't change the fact that it breaks my heart to see them walk out the door." Then she took a deep breath, put her glasses back on, and continued with the rest of her remarks.

After the address, she expressed concern that she had "blown it" by getting too emotional with his organization. But instead, those 45 seconds of genuine emotion helped her regain her humanity and reestablish connection with the organization. Employees were reassured, empathetic, and even supportive. "That's the person I thought I knew," they said. "I was concerned that she had lost her soul, but maybe she was just trying too hard to be strong for us."

Showing her personal vulnerability didn't alter the necessity for making the tough calls, but it did jump-start the healing process by normalizing and validating the feelings of others. She earned back some trust that day.

Of course, saying the words "this is hard for me" or tearing up to show empathy is not a canned formula for facilitating grieving or reengaging employees. Forget about trying to fake authenticity!

The key lies in trusting people to accept the real you as you guide them through tough times in a way that is genuine and honest. "Lead from your own experience, emotions and empathy." Fair or unfair, others are looking to you to be both "larger than life" and "just like me."

In the book Leading with Authenticity in Times of Transition suggests that leaders can help their organizations through difficult transition by balancing operational and emotional leadership. Some suggestions:

Share information. Share the facts as early and as often as possible. Tell people the truth, acknowledge mistakes and be clear about your situation and prospects for the future. You probably don't know or can't share all the details of what's going on-especially given the huge uncertainty facing organizations today - but withholding information fuels speculation and increases anxiety.

Make room for emotions. You need to drive performance, but you also need to accept that people are experiencing loss and grief. People react in different ways to change and will adapt at various paces. Pay attention so you know when to push and when to back off or coach people through.

Be aware of your own reactions. Get clear on your own behaviors and reactions to change and challenge. Questions to ask yourself include: • Am I rushing the process and making everything equally urgent? • Am I avoiding ambiguity or downplaying uncertainty? • Am I stifling my emotions and isolating myself? • Am I overly optimistic to the point of raising questions about whether I'm in touch with the real challenges? • Am I investing enough time in meeting people where they are - in service of taking them where we need to go?

About the Author

Marci Rinkoff, CPCC, PCC, founder of MBR Coaching is a professionally certified coach and trainer with over 15 years of experience working with corporate and nonprofit executives and teams, entrepreneurs, and sales professionals. She began coaching in 2000 and received coaching certifications from the Coaches Training Institute and the International Coach Federation. Marci is President-Emeritus of North Bay Coaches, on faculty at the Marin Leadership Institute and at San Jose State University.

When You Should Promote From Within and When You Should Hire From Outside the Company

By: Anne Warfield

You must know WHEN you should promote from within and when you need to bring in new blood or you can KILL your company. So how do you know which one you should do? The answer is surprisingly easy yet I am amazed at how many companies miss it. I believe most companies miss it because they don't realize the importance of this ONE ingredient in the success of their company. The one key ingredient is YOUR CORPORATE CULTURE.

Their company was on the rise. They had gone from $50 million in sales to $250 million in just 10 years. They had a softball team, a family picnic every year, and a Christmas party that was so loved by everyone that groups of people would get blocks of rooms and stay the night to party together. Almost every Thursday the entire office would end up at a local bar for a few drinks together. Most of the Senior Vice Presidents made it on Thursday night as well.

And then the CEO decided to retire.

Two of the internal Senior Vice Presidents applied for the CEO position but were turned down because the board of directors decided it was time to bring in new blood to take the company to the next level. After all the board figured, how could someone internally take it any higher since all they had to learn from was the CEO and he couldn't take it any further?

Now at first the company grew under this new leadership. It actually went to $500 million in sales. On the surface it looked like the Board of Directors choice to hire from the outside worked.

What they didn't realize is that the corporate culture had switched to being one you worked at, watched your back, and did what you had to in order to get ahead. And then it happened...the corporate culture had switched so much that there was a mass exit of the top talented people and the sales dropped from $500 million to $300 million in only 5 years. In the last 3 years they have gone through 3 different CEO's and are still struggling today.

Can changing one person really have that kind of impact on a company? Is that normal?

ABSOLUTELY!

You must know WHEN you should promote from within and when you need to bring in new blood or you can KILL your company.

So how do you know which one you should do?

The answer is surprisingly easy yet I am amazed at how many companies miss it. I believe most companies miss it because they don't realize the importance of this ONE ingredient in the success of their company.

The one key ingredient is YOUR CORPORATE CULTURE.

If you have a great corporate culture promote from within your company. That way you are ensured that the values, integrity and character of the company will keep going. You are better off training a person on the new skills they need for the job than you are trying to train someone on what your company culture is.

If you don't have a good corporate culture or you wish to change the corporate culture, than hire from the outside. Look, not only at the individual, but study the corporations they came from as well. Have they learned under corporate cultures that you would like to duplicate or enhance? If so, they would be a great candidate.

Be leery if they have always been in organizations that are counter to your corporate culture. Remember they will practice what they have learned.

I have seen so many companies hire poorly with disastrous results for the department or corporation. I saw one company that was a driving yet balanced company hire a young woman that was a driven go getter. She came from corporations that rewarded you for the work you did, not the life you lead. She came in and disrupted the entire work flow, had 3 people in her department quit before the company had to fire her. That department is trying to rebuild itself today.

I have also seen companies that know their culture so well that they mainly promote from within. American Woodmark is a corporation that has a complete grasp of who they are. They have a solid seven year vision that each employee knows about and how they directly affect that seven year vision. They have a complete training program that builds on and molds people in their corporate culture. Matter-of-fact we are one of the only training companies they use from the outside. The reason our programs have worked for them is that we build our program to MATCH and ENHANCE your corporate culture. We realize that your behavior comes from your beliefs and so the more the training fits your corporate beliefs the more the training will be reinforced in your company.

Remember your company has it own culture, character, and flavor. If you like the way it is, than you are better off promoting from within and helping that person develop the skills to move to the next level. That is how you build loyalty, values, and love for the company.

About the Author

When people want to know how to say the right thing at the right time, they call Anne Warfield. As the leading Outcome Strategist, Anne helps people negotiate, present, sell and lead by managing perceptions, since perceptions become reality. She does this by showing you how to speak so people WANT to listen to you.

Training Managers to Lead Four Generations: Leadership Fad or the New Essential?

By now, anyone who hasn't been living under a rock knows that there are four generations of employees in the workforce (Millennials 1977-1998; Gen Xers 1965-1976; Baby Boomers 1946-1964 and Silent Generation 1933-1945). As a matter of fact, a rapidly growing number of organizations provide overviews, lunch 'n' learns, presentations, written material and/or online resources to raise management's awareness of the four generations.

These educational efforts do a decent job of raising awareness, but that's often as far as it goes. It's not far enough. Why? Because every manager needs substantive skills in multi-generational leadership, not just awareness of the generations, to recruit, hire, onboard, coach, engage, retain, and foster knowledge sharing across all four generational segments of the workforce.

For example, when a new hire comes on board, the manager helps the new hire find peer groups and understand expectations. This sounds pretty cut and dry until you take into account the new hire. A Millennial new hire, for instance, will expect the manager to provide him with a buddy and social network and to fill him in on the "unwritten rules." A Baby Boomer new hire, on the other hand, will want her manager to describe where her experience fits and to provide introductions to senior leaders and build her credibility.

Every level of manager, from newly promoted managers to first-line, middle, and tenured managers, is impacted by the challenge of the multi-generational workforce. Here's how:

• Recruiting & Hiring - Company recruiters can find candidates, but people go to work for a manager. Managers must adjust their interviewing approach when recruiting new talent. "By 2012, the US workforce will be composed of 3% Silent Generation, 27% Boomers, 33% Gen Xers and 37% Millennials." U.S. Census Bureau data
• Onboarding - New employees quickly make up their minds about their new managers, teams and companies. Managers must help new hires find their way into the culture as well as the work. "Most employees (90%) make the decision to stay with a company within the first 6 months." Bersin & Associates
• Job Mastery - Managers are expected to be on-the-job coaches and mentors, not just 'the boss.' Managers must know how to enrich entry level assignments, and keep work fresh for experienced team members. "Career growth and development is one of the top five retention factors for over 80% of the workforce." The Learning Café
• Retention & Engagement - People join companies but leave "bad" bosses. And they don't have to walk out the door to quit - they can mentally quit and come to work every day. Managers need to be savvy about the engagement drivers for each team member, and know how to make the department a great place to work. "Disengaged workers cost the economy $300 billion or more a year. Over 50% of the workforce reports being disengaged." Gallup
• Knowledge Sharing - Managers are the first line of defense in guarding precious organizational know-how. Managers must assess which expertise and skills are critical for the future, which are at risk, and ensure continuity. "43% of the 141 million US civilian labor force will be eligible to retire in the next decade." Wall St. Journal based on US Census Bureau data

As you can see, multi-generational leadership is not just a fad, it is the new essential. Providing managers with focused skill-building and tools to successfully lead across the generations is the new core, critical element for forward-thinking leadership development curriculums.

To learn more about the Five Roles of Managers in the multi-generational workforce, contact Diane Thielfoldt or Devon Scheef at www.thelearningcafe.net.

By: Diane Thielfoldt & Devon Scheef

About the Author

The Learning Cafe specializes in solving issues related to the four-generation workforce. Diane and Devon have helped organizations create strategies to manage their multi-generation workforces and bridge the generation gap. Their presentations, training materials and workshops provoke thought, change behavior and educate managers and employees on the importance of flexing to meet the needs of a changing workforce.

4 Key Fundamentals To Leadership

By: Rod Bragagnolo

Leaders are always in the game and in the game to win. They have a predetermined outcome already designed in their minds eye. They apply what Stephen Covey refers to as "Begin with the end in mind".

These 4 fundamentals are broken down to the following categories Influence, Integrity, Inspiration and finally Improvement

Let's review these Key Fundamentals of Leadership

Fundamental Leadership Key #1

Influence - ability to influence others to achieve a common goal. They do not bar orders they persuade and influence others to see and identify with the end goal in mind. They create buy in from those they are leading

Fundamental Leadership Key #2

Integrity - Leaders operate with a level of integrity beyond that of the average person. They have a level of awareness in their decision making process to ensure they say what they mean and mean what they say. Essentially this leadership quality is like an internal filter used prior to communicating with others. Its purpose is to ensure that what is being communicated is in line with the values and ethics of that particular leader. Bottom line is this leadership quality states "Am I going to do what I say I am going to do"

Fundamental Leadership Key #3

Inspiration - This quality allows the leader to inspire others, in creativity, free thought, achieving great heights, propelling one self to stretch beyond perceived or imagined boundaries. Inspiring others around them to realize the limitless potential that they have and in doing so excelling to achieve the desired goals.

Fundamental Leadership Key #4

Improvement - Leaders are always improving themselves. Leaders are constantly on a journey of self improvement and are not prone to arriving. This means they know they are always improving their skill and fundamental qualities to ensure they develop a level of mastery in the first 3 fundamental leadership keys.

Being a leader requires a commitment of ones self, a discipline, a love of what they do, and an unparalleled, focused work ethic. Developing mastery in the 4 fundamental leadership keys leads you along the path of success to what ever endeavor you choose

To learn more about this topic and business building techniques and strategies be sure to click the link in the resource box below.

About the Author

Ron Bragagnolo is a successful home business entrepreneur who specializes in internet network marketing. He teaches and assist people in developing powerful strategies in generating leads on line.

Ensure a Good Layoff Package for a Graceful Exit

By: Jeff Paul

When people are first hired, they can get overwhelmed with the compensation, benefits, and other incentives offered by their new employer. At this comfortable stage, perhaps one of the greatest mistakes is not to negotiate for a lay-off package right upon signing employment papers.

Securing a good severance package is actually comparable to purchasing a health insurance plan. By obtaining one, there is no need to worry should unforeseeable circumstances arise. For healthcare plans, that unfortunate event may be a life-threatening disease. For severance pay, it can be the unexpected termination that is so common nowadays.

This is especially important for those who are already middle-aged and deserve senior positions. When they get laid off, it will take quite some time, not to mention quite effort, to find a new employer who will treat them well and pay as much. Only when they face the prospects of being terminated do they realize its importance.

With an adequate severance pay, an employee will have in his hand on enough funds to sustain himself while in transition to a new job. Or for the entrepreneurial types, the pay can even be the seed money for a business. If the package is too costly, it can even be the reason for the company not to consider him among the candidates for termination in times like these.

While there is no law that requires an employer to provide severance package, an employee would do well to negotiate for one as early as the employment negotiations. If it is mentioned in the employment contract, the company will be legally bound to provide the layoff package.

Resource Box: Career Protection is a firm that provides assistance to executives and professionals in negotiations concerning employment, including those for a "layoff package". Visit http://www.careerprotection.com or call (877) 475-2948 for more information.

About the Author

Jeff Paul is a writer and copy editor who likes to share information on many different topics.

Small Businesses Beware: Top 5 Lies Told by Job Candidates

By: Shelley Phelps

While exaggerated and false résumé claims have always been an issue, job candidates are more likely than ever to lie on applications and résumés in these difficult economic times. Unfortunately, small businesses are more negatively impacted by falsified credentials and/or fraudulent job claims, as every employee in a small company has a significant impact on overall performance, employee morale and the bottom line. Compounding this problem is the fact that applicants are more inclined to lie to small businesses because they believe that these companies are less likely to conduct pre employment background checks.

A recent report compiled by HireRight outlined the five most common lies told by job candidates to potential employers. Here are the highlights of that report for you to keep a close eye on when you're hiring:

1. Exaggerating dates of past employment - It is estimated that as many as 34% of all resumes include discrepancies related to previous employment.

2. Falsifying the degree or credential earned - Approximately 20% of job candidates exaggerate or lie about education qualifications.

3. Inflating salary or job title - This is a common issue, as most job candidates are looking to get a better job or a higher salary.

4. Concealing a criminal record - Statistics show that about 11% of all background checks return a criminal record.

5. Hiding a drug habit - Since 42% of Americans admit to having used an illegal drug in their lifetime, screening candidates for drug use is a good idea.

Performing employment history and educational background checks, criminal record checks and pre employment drug testing will help to determine if the candidate you're looking to hire is being honest, or if they've told one of these five top lies.

About the Author

Shelley Phelps is a Background Screening Specialist with Corporate Investigations, Inc., a national provider of background check services headquartered in Pittsburgh, Pennsylvania.

Can't Find a Job? Think Outside the Box

This is a tough job market but there are jobs. With all the downsizing and layoffs, employers still have specific needs. This article is written for people of all ages who have specific job skills. These may be internet skills, technical skills, writing skills, proof reading, translation, being a virtual assistant, transcriptions, catalog layout, logo creations... I am just pulling these descriptions out of my head but these are jobs that are out there - posted on the web. There are thousands of opportunities. You just need to know how to access them. You need a Treasure Map.

The job market is changing. Optimistically, the shift that is occurring is an evolution. It is not bad but it is different from the work place that we all know. The world is moving very fast. In this technical age the needs in the workplace change faster than employers can adapt. Employers are trying to meet the needs of the market that they service. When you add unions into the mix, it gets very complicated because union rules and contracts are specific and the talents currently needed, require flexibility.

We initially focused on people wanting to live abroad and make a global income. This is appealing to the renegade Baby Boomers that are ready to retire now. This also appeals to the retirees that have seen their retirement portfolios "tank" with the recent economic down turn. Dr. Debi Yohn has lived abroad throughout her professional career and she has a very optimistic perspective. She advises people to "Think Globally".

Dr. Yohn and her husband, Winton Churchill (yes, he is related to Sir Winston) have a consulting business that coaches people of all ages to think globally, take control of their destiny and make a global income. Recently, this has gotten the attention of young college graduates that are having a difficult time finding a professional job. Many of our graduates do not have a work history but they have the skills. A college student often has computer skills and technology skills that surpass the baby boomer. Many were almost born with a lap top across their infant seat.

"I encourage young adults to use the Internet to develop their global income. It will look better on a resume than working at Starbucks plus this kind of experience will fine tune the technical skills needed in the current business environment." Yes, this gives the "geeks" a clear advantage but we help everyone discover the talents they can put on the global market place to supplement their income or to create an income.

Living outside the borders of the United States is adventurous but not for everyone. If you work on the global market place, you can work anywhere. This removes daily commutes, the need to wear suits and pantyhose, and the need to live in high rent areas. It gives individuals the freedom to live where they want. This can be in another country, a cruise ship, an RV, an isolated area and for those happy where they are, they can just stay home in their pajamas.

People of all ages can create profiles that attract businesses looking for their specific skills. There are monthly membership programs with weekly assignments with each week building on the week before. For those in the fast lane and need to come up to speed quickly, there coaching programs with one on one coaching. The business environment is changing but there is work out there that needs to get done.

So, put your skills on the global market place and take back control of your life and your income. You will no longer be dependent on large corporations and governments. You will be in control of your destiny. Find your serenity and your passion while earning a global income. That may be where your next job is. So get those shoes off and look outside the box.

Dr. Debi Yohn, Co-Founder of BareFoot Consultants and Counseling Psychologist, teaches you how to put your skills on the global market and increase your income 30% to 70%. This reduces your dependence on flaky governments, teetering financial institutions and oppressive employers... all of whom have too much influence on your life today.

Grab your FREE report "5 Ways to Put you Skills on the Global Market Place and Tap into your Global Earning Power". Go to http://barefootconsultants.com

Article Source: http://EzineArticles.com/?expert=Dr._Debi_Yohn