One of the best home business self improvement tips and motivation techniques you can start practicing today is how to get rid of procrastination. Do you suffer lack in your life and business? Do you feel like you’re running in circles trying to accomplish short term goals, but never seem to reach them? One of the reasons why procrastination occurs is due to a non-belief in the desired goal ahead. Let’s elaborate on this further.Faith is the substance of things hoped for and not seen (Hebrews 11:6). One of the most powerful ways to break procrastination is to have undying faith. Faith is the intangible force that makes a person take action regardless of the situation at hand. As a business owner, this means marketing your business before the money shows up. It means coaching and training before the people shows up. And it also means setting yourself up to receive in abundance.Another great self improvement and motivational tip is to study your worst possible self. I was taught this by my mentor early in my career. The more you are aware of the time your are wasting, the more equipped you will be to correct it. The goal here is to make a simple chart you can follow every day that outlines the times you are wasting time doing wasted activities rather than working on your business.You can only have, be, or acquire to the degree that you awareness will allow you to keep it. If you can’t see where you are going in your home business, you will procrastinate all the time. Being able to master this home business self improvement motivational tip will help you to excel a long way in the future.
Before proceeding with a proposed change initiative, you need to be very clear about this:# The organisational need for the change
# The specifics of what will change
# The benefits of the change
# The impacts of the changeHere is a Practitioners Quick Guide to a change initiative. It is based on these simple, fundamental questions:(1) Blueprint for change – why am I doing this and how is it going to be different when I’ve made the change?The more detail and clarity you have about this, the greater the chance you have of being able to communicate it to your staff and customers – and the higher the probability that you will actually achieve it! In terms of how your changed organisation will be different, you need to know precisely:# How it will be different?
# Where it will be different?
# Why it will be different?
# When it will be different?(2) Benefits of change- how is it going to benefit the organisation and how will I know it has benefited the organisation?For each anticipated benefit you need to know the following:
# Description – what precisely is it?
# Source – What new capabilities will make it possible?
# Observation – what differences should be noticeable before and after?
# Attribution – where in the future business operations does it arise?
# Measurement – how will it be measured?
# Dependencies – on other projects, tasks, risks and issues?
# Timescales – when is it expected to occur and over what period of time will realisation of the benefit take place?
# Management – who is responsible for ensuring that the organisational change delivers the benefit(3) Impacts of change – who is it going to affect, how will it affect them and how will they react?Recognise the difference between organisational change and the individual transition – the emotional dimensions that accompanies those changes:# Transition is not the same as change
# Change is what happens to you – externally
# Transition is what you experience – internally3 simple questions to start the process# What is changing?
# What will actually be different because of the change?
# Who is going to lose what?(4) Communicating change – what can I do to help them accept the change and to get them “on side”?The single biggest barrier to effective workplace communication in a change management situation is quite simply the disconnection between the change leader and those who are or will be impacted by the change.The key FACTUAL questions that your communication strategy needs to address:# What are the objectives?
# What are the key messages?
# Who are you trying to reach?
# What information will be communicated?
# When will information be disseminated, and what are the relevant timings?
# How much information will be provided, and to what level of detail?
# What mechanisms will be used to disseminate information?
# How will feedback be encouraged?
# What will be done as a result of feedback?The key EMOTIONAL questions that your communication strategy needs to address:# What is changing?
# Clearly express the change leader’s understanding and intention
# What will actually be different because of the change?
# Who is going to lose what?(5) Risks of change – what risks and issues do i have to face and how can i mitigate those risks?The preparation for and documentation of the Blueprint for change will have identified most of the issues that you are likely to face. You now need to take this a stage further and examines risk in terms of the:# Potential
# ImpactRisk is assessed across various levels:# Strategic level
# Programme level
# Project level
# Operational or “business as usual” levelThe risk assessment process should involve all key stakeholders who are impacted by the change. The risks are logged in a risk log and regularly reviewed.(6) Steps to change – what steps do I have to take to make the changes and get the benefit?
This is the area where most people are strongest and focus most of their attention: “What steps do I have to take to make the changes and the get the benefit of this change?”Key elements include:# Your first big decision is the “Business as Usual” test – is it Incremental Change or a Step Change? If it’s a step change, then you need some form of structured methodology and people to fulfil the leadership and management roles.
# A project management led approach is not enough. You need the wider perspective of a programme-based approach to manage the links, overlaps and dependencies between tasks and projects, and to apply the principles outlined in this guide.
# As you plan the change initiative, you need an overall schedule of all of the initiatives and projects that are going to deliver the new capabilities that will realise the benefits.
# This needs to be supported by the collation of all project documentation e.g. business case, description, dependencies, risks, deliverables, dates etc.
# The over-riding purpose of the programme plan is to ensure that nothing jeopardises the delivery of the capabilities and realisation of the benefits(7) Leading and managing change – how am I going to lead and manage all this so that it happens and I succeed?Most change methods ignore the emotional dimension of the personal transition. Ignoring the transition is a major cause of change resistance and change failure. Leading your people through this transition is as important as managing the organisational changeMany directors and senior managers have the emotional detachment and objectivity to make clear, sound strategic decisions yet seem to lack the “counter-balancing” self-awareness and emotional intelligence to realise the impact of their decisions. This omission frequently [and unnecessarily] delays or jeopardises the implementation of their strategic vision and the realisation of the organisational benefitsThe primary causes of failure in change initiatives are all people related, and to do with emotions. So change leadership requires some very special qualities in the person[s] leading the change. This is more to do with “being” than “doing”. What you do, and how you do it will be largely determined by how you are as a person.# Are you inspired in your heart and mind, and do you show it?
# Are you connected to yourself, the world and the people around you? [I don’t mean as a concept but as felt or sensed reality]?
# Do you have a vision and communicate it with passion and purpose?
# Do you allow your emotion to speak to others in a way that transcends their mind, and speaks to their heart?
# Do you pay personal attention to others in a way that engages them and generates their trust and commitment?
# Do you genuinely care about others, what they want, and how you can help them meet their objectives as well as yours?