“Good planning is important; but smart reviewing is vital

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💎 Brian Tracy, in his valuable book “100 Laws of Business Success,” writes: It is true that in order to achieve success we must have clear goals and a definite plan, but thousands of factors may change, and as a result we may be forced to revise our plan.

🔹 That is why the most successful individuals and companies are those who are flexible enough to adjust their plans whenever they detect changes in market conditions or elsewhere, rather than insisting on their previous plan.

🔹 Therefore, I always tell participants in my training courses: whenever you feel that your great efforts are not producing the desired results, take a step back, pause, and re‑examine your plan.

🔹 To make this obvious law more understandable—though unfortunately many people fail to follow it—I tell my audience: adopt the mindset of a computer programmer. When the program you have written does not work, do not insist on running it repeatedly; instead, check it line by line to find where the error lies, and rewrite or correct the faulty part.

🔹 Alongside continuous correction of plans, you must also pay attention to another point: a wrong assumption is the main cause of all your failures in business.

🔹 For example, many people fail at the very beginning of their business because they assumed there was a large market for their product or service, while in reality this was not the case.

🔹 Consequently, when you do not reach your goal, review both your plans and your assumptions.

Motivating employees is simple

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💎 Stephen Robbins, in his book “53 Principles of Managing People,” writes: One of the most important problems that managers in organizations such as stores and restaurants face is motivating employees who perform simple tasks and receive very low wages. As a result, their motivation cannot be significantly increased through promotions or salary raises.

🔹 In the past, to maintain the motivation of these types of employees, managers were flexible in setting their working hours, and these employees were often selected from among teenagers and retirees.

🔹 However, the reality is that these methods have also lost their effectiveness, and we can no longer rely on them to increase the motivation of our simple employees and workers.

🔹 For example, Burger King attempted to solve this problem by offering special programs such as retirement bonuses and supplemental health insurance to these employees, but ultimately no significant change occurred in their resignation rate.

🔹 Therefore, I believe that until a tangible change is made in the wages and benefits of these employees, we should not expect their motivation to work harder and their loyalty to our company to increase.

🔹 On the other hand, we can strengthen the loyalty of our simple employees by showing respect to their families.

🔹 For example, the chain coffee shop “Doug Café” implemented three interesting and simple ideas to reinforce the relationship between its simple employees and the company:

◽️1. Each month, simple employees can spend one evening with their families as guests of the company, ordering up to $100 worth of items from the company’s branches.

◽️2. At the end of each season, the company dedicates one evening for its simple employees to showcase their talents, allowing them to recite poetry, share memories, or present ideas to professional colleagues and company managers.

◽️3. At the end of each year, the company organizes a large celebration with the presence of simple employees and their families, during which the company thanks its simple employees in front of their families and presents them with gifts.

Why do job candidates not continue the interview process?

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💎 According to reviews conducted on Reddit, five factors were identified that cause candidates to discontinue job interviews:

◽️1. Unprepared interviewers When interviewers appear unprepared, candidates immediately notice and question the company’s commitment to hiring the right talent. Many candidates pointed out that interviewers did not arrive on time for the interview session and even had little information about them or the job during the interview.

◽️2. Unclear job descriptions An interview is not only an opportunity to get to know a candidate, but also a chance for candidates to learn about the job and the company. Therefore, it is essential that interviewers describe the roles of a job in detail and provide sufficient information about the organization’s goals, strategies, and values. Lack of clarity regarding a job’s roles and responsibilities can be very frustrating for applicants.

◽️3. Disliking organizational leaders When meeting senior leaders, it becomes clear whether they are likable or not. Leaders do not need to be constantly smiling and cheerful, but if candidates seem to avoid them or openly feel anxious when speaking with them, it is not a good sign for the organization.

◽️4. Negative interview atmosphere An unpleasant or hostile interview environment can quickly drive candidates away from the company. This atmosphere may result from unprofessional behavior by the interviewer or the interview coordinator.

◽️5. Excessive delay in communicating interview results Even if the interview process has gone well, a long delay in announcing the results may indicate the company’s lack of interest in hiring candidates. Delayed feedback and follow‑up can discourage candidates who are actively seeking suitable opportunities. Several candidates noted that they rejected a job because of the long delay between the interview and the company’s contact with them.

“3 key steps for busy managers when delegation is not possible

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💎 In situations where busy managers cannot delegate more tasks to others, three practical strategies exist to achieve greater productivity without increasing resources:

◽️1. Accept “good enough” work Managers often fall into perfectionism, expecting every task to be completed at the highest level. However, this approach consumes excessive time and energy and slows progress. The authors recommend that managers instead align tasks with their purpose—defining an appropriate level of quality for each task and sharing it with the team. Sometimes letting go of unnecessary details can lead to higher productivity. Examples include summarizing reports, avoiding excessive editing, or sending short, concise emails.

◽️2. Eliminate hidden and low‑value tasks Many time‑consuming, low‑value tasks become ingrained habits and are difficult to identify. The article suggests that teams conduct a two‑step review to pinpoint tasks that can be eliminated or simplified. Examples include unnecessary checklists, useless reports, overly complex processes, and redundant meetings. Managers should encourage the team to assume that eliminating a task is reversible—if a mistake is made, the task can be reinstated.

◽️3. Strategically reduce availability Managers who are always available unintentionally increase team dependency on them. By reducing their presence in projects and limiting involvement to key areas, managers can lighten their workload while boosting team independence and accountability. For instance, managers may participate only at the start of a project, in key meetings, or through brief follow‑up sessions. This change not only frees up the manager’s time but also strengthens team confidence.

💭 Conclusion Busy managers who cannot delegate must rethink how work is done. Accepting “good enough” performance, eliminating habitual low‑impact tasks, and strategically reducing availability can free up time, sharpen focus on priorities, and improve both personal and team productivity. These actions not only reduce workload but also enhance employee satisfaction and motivation.

Have a strategy for ending negotiations

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💎 Tim Conner, in his book “91 Mistakes Salespeople Make,” writes: Professional salespeople know very well that closing a sales negotiation is never accidental or based on luck; rather, we must have a precise strategy for successfully concluding a sales negotiation.

🔹 The strategy for closing a sales negotiation is a process we use in all our sales discussions to guide the customer toward making a final decision and purchasing our product.

🔹 This process usually works as follows: after finishing the product presentation, we ask the customer a few short questions that help lead them toward a decision.

🔹 If we are a beginner salesperson, we can use these three types of questions to close a sales negotiation:

◽️1. Alternative questions In this strategy, we present several options about our product for the customer to choose from. For example, after presenting a car, we ask: “Do you prefer it in white or in black?”

◽️2. Action questions In this strategy, we ask about the next step the customer should take in the form of a question. For instance, after presenting an industrial raw material, we might ask: “Shall I send you the contract tomorrow, or bring it with me so you can review it?”

◽️3. Direct questions In this strategy, we ask the customer very clearly whether they want to buy the product. For example, after presenting a new refrigerator, we ask: “Would you like me to place your order?”

🔹 These three strategies share a common problem: they still place the customer in a decision‑making position.

🔹 Therefore, if we are experienced and professional salespeople, it is better to design our closing strategy in such a way that we make the decision for the customer and only ask them to confirm it.

🔹 For example, after presenting a car to the customer, instead of asking “Do you prefer it in white or black?” we ask: “I’ll order the black one for you, is that okay?”

🔹 After asking this question, the customer has three choices:

◽️1. The customer accepts the decision we made and agrees with it, in which case we have successfully closed the sales negotiation.

◽️2. The customer does not like the decision we made and changes it. For example, they may say: “No, I prefer the white car.” In this case, we close the negotiation based on the customer’s preference.

◽️3. The customer disagrees with the entire decision we made and does not accept it. In this case, we realize that the customer is not ready to buy, and we should not spend more time and energy on them. Instead, we allow time to pass and approach them again later.

The power of questions in negotiation: how inquiry paves the way for a win‑win outcome

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💎 David Goldwich, in his book “Win‑Win Negotiation,” writes: Negotiators who pursue a win‑win mindset ask many questions, because they know very well that by asking numerous questions, many solutions for successfully concluding the negotiation will come to mind.

🔹 Yet the scope of questioning is not limited to this and also brings the following benefits:

◽️1. Asking questions creates intimacy between us and our counterpart.

◽️2. When we ask questions, we gain more time to think.

◽️3. By asking questions, we control the negotiation process—just like a judge or investigator who, through questioning, corners the defendant.

◽️4. Asking questions helps us better understand the opinions and positions of our counterpart.

◽️5. Questioning helps us persuade our counterpart more easily and effectively.

◽️6. Inquiry enables us to obtain more information from the other party and design our negotiation scenario more precisely.

◽️7. Asking questions allows us, when necessary, to slow down the negotiation and buy time.

◽️8. Through questioning, we can gain the implicit agreement of our counterpart. For example, instead of saying “This product is useful for you,” we can ask “Why do you think this product would be beneficial for your company?”

Have a strategy for ending negotiations

in

💎 Tim Conner, in his book “91 Mistakes Salespeople Make,” writes: Professional salespeople know very well that reaching the conclusion of a sales negotiation is never accidental or based on luck; rather, we must have a precise strategy for successfully closing a sales negotiation.

🔹 The strategy for closing a sales negotiation is a process we use in all our sales discussions to guide the customer toward making a final decision and purchasing our product.

🔹 This process usually works as follows: after finishing the product presentation, we ask the customer a few short questions that help lead them toward a decision.

🔹 If we are beginner salespeople, we can use these three types of questions to close a sales negotiation:

◽️1. Alternative questions In this strategy, we present several options about our product for the customer to choose from. For example, after presenting a car, we ask: “Do you prefer it in white or in black?”

◽️2. Action questions In this strategy, we ask about the next step the customer should take in the form of a question. For instance, after presenting an industrial raw material, we might ask: “Shall I send you the contract tomorrow, or bring it with me so you can review it?”

◽️3. Direct questions In this strategy, we ask the customer very clearly whether they want to buy the product. For example, after presenting a new refrigerator, we ask: “Would you like me to place your order?”

🔹 These three strategies share a common problem: they still place the customer in a decision‑making position.

🔹 Therefore, if we are experienced and professional salespeople, it is better to design our closing strategy in such a way that we make the decision for the customer and only ask them to confirm it.

🔹 For example, after presenting a car to the customer, instead of asking “Do you prefer it in white or black?” we ask: “I’ll order the black one for you, is that okay?”

🔹 After asking this question, the customer has three choices:

◽️1. The customer accepts the decision we made and agrees with it, in which case we have successfully closed the sales negotiation.

◽️2. The customer does not like the decision we made and changes it. For example, they may say: “No, I prefer the white car.” In this case, we close the negotiation based on the customer’s preference.

◽️3. The customer disagrees with the entire decision we made and does not accept it. In this case, we realize that the customer is not ready to buy, and we should not spend more time and energy on them. Instead, we allow time to pass and approach them again later.

“3 key steps for busy managers when delegation is not possible

in

💎 In situations where busy managers cannot delegate more tasks to others, three practical strategies exist to achieve greater productivity without increasing resources:

◽️1. Accept “good enough” work Managers often fall into perfectionism, expecting every task to be completed at the highest level. However, this approach consumes excessive time and energy and slows progress. The authors recommend that managers instead align tasks with their purpose—defining an appropriate level of quality for each task and sharing it with the team. Sometimes letting go of unnecessary details can lead to higher productivity. Examples include summarizing reports, avoiding excessive editing, or sending short, concise emails.

◽️2. Eliminate hidden and low‑value tasks Many time‑consuming, low‑value tasks become ingrained habits and are difficult to identify. The article suggests that teams conduct a two‑step review to pinpoint tasks that can be eliminated or simplified. Examples include unnecessary checklists, useless reports, overly complex processes, and redundant meetings. Managers should encourage the team to assume that eliminating a task is reversible—if a mistake is made, the task can be reinstated.

◽️3. Strategically reduce availability Managers who are always available unintentionally increase team dependency on them. By reducing their presence in projects and limiting involvement to key areas, managers can lighten their workload while boosting team independence and accountability. For instance, managers may participate only at the start of a project, in key meetings, or through brief follow‑up sessions. This change not only frees up the manager’s time but also strengthens team confidence.

💭 Conclusion Busy managers who cannot delegate must rethink how work is done. Accepting “good enough” performance, eliminating habitual low‑impact tasks, and strategically reducing availability can free up time, sharpen focus on priorities, and improve both personal and team productivity. These actions not only reduce workload but also enhance employee satisfaction and motivation.

“Success lies in attention to detail; the difference between professionals and ordinary people

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💎 Brian Tracy, in his book “100 Laws of Business Success,” writes: The mark of a serious and professional person in any field is that, compared to average individuals, they make more thorough preparations.

🔹 When we talk about preparation, we mean paying attention to details that ordinary and non‑professional people overlook.

🔹 The reason is that a single oversight or lack of attention to detail can turn a great success into a major failure.

🔹 To better understand the law of preparation, let us look at Joel Weldon’s speech a few years ago at the National Speakers Association entitled “Elephants Don’t Bite.”

🔹 Weldon’s key message was that mosquitoes represent the small details that are never as visible as an elephant.

🔹 But unlike an elephant, which does not bite, a mosquito can keep us awake all night and drive us crazy.

🔹 Weldon’s message was very simple: if you want to reach the top of your field, you must pay close attention to details.

🔹 That is why even in Christianity it is said: “You find the devil in the seemingly insignificant details.”

🔹 Just remember, paying attention to details does not mean we automatically succeed; it means that if we fail to pay attention to details, we will certainly fail.

The power of questions in negotiation: how inquiry paves the way for a win‑win outcome

in

💎 David Goldwich, in his book “Win‑Win Negotiation,” writes: Negotiators who pursue a win‑win mindset ask many questions, because they know that by asking numerous questions, many solutions for successfully concluding the negotiation will come to mind.

🔹 Yet the scope of questioning is not limited to this and also brings the following benefits:

◽️1. Asking questions creates intimacy between us and our counterpart.

◽️2. When we ask questions, we gain more time to think.

◽️3. By asking questions, we control the negotiation process—just like a judge or investigator who, through questioning, corners the defendant.

◽️4. Asking questions helps us better understand the opinions and positions of our counterpart.

◽️5. Questioning helps us persuade our counterpart more easily and effectively.

◽️6. Inquiry enables us to obtain more information from the other party and design our negotiation scenario more precisely.

◽️7. Asking questions allows us, when necessary, to slow down the negotiation and buy time.

◽️8. Through questioning, we can gain the implicit agreement of our counterpart. For example, instead of saying “This product is useful for you,” we can ask “Why do you think this product would be beneficial for your company?”