Jobs and CareersEnam Cara Kenali Psikopat di Lowongan dan Tempat Kerja
Hongkong-RoL-- Dr. John Clarke, yang bertahun-tahun menjadi pakar psikologi kriminal, mengingat hari di mana dia seketika sadar bahwa mungkin ada psikopat-psikopat di jutaan kantor di seluruh dunia. "Saya sedang menyampaikan kuliah psikologi kejahatan dan memberikan daftar ciri psikopat," katanya. "Saat selesai, seorang perempuan menghampiri dan berkata 'anda baru saja menggambarkan bos saya'."
Clarke menemukan bahwa psikopat tidak hanya ada di penjara, di ruang sidang pengadilan, atau pada kisah "thriller". Psikopat, baik laki-laki maupun perempuan, sedang berencana licik di tempat kerja, di seluruh dunia. Penelitian menyatakan bahwa 1 persen populasi orang dewasa yang bekerja adalah psikopat di tempat kerjanya. Psikopat seperti itu ada di kantor besar maupun kecil, dia ada di ruang rapat dewan maupun di lantai-lantai toko.
Di sanalah mereka bersembunyi; lewat berbohong, mencurangi, mencuri, mememanipulasi, mengorbankan dan menghancurkan para rekan kerja --semuanya tanpa rasa salah maupun penyesalan.
Lebih buruk lagi, kata Clarke, mereka yang disebut organisasional psikopat, berkembang pesat di dunia bisnis, di mana kezaliman dan nafsu mereka, tidak saja mereka salah-artikan sebagai ambisi dan keterampilan memimpin, namun juga sebagai sesuatu yang dihargai dengan promosi, bonus dan kenaikan upah.
"Ambil contoh iklan lowongan kerja," kata Clarke. "Iklan itu misalnya menyebut 'anda tahu anda adalah yang terbaik, anda mampu mempengaruhi orang, apapun akan anda lakukan untuk memenangkan organisasi'. Ini jenis pernyataan yang menarik bagi banyak orang, teristimewa lagi untuk psikopat."
"Organisasi yang memasang iklan seperti ini, secara tidak langsung mengundang psikopat untuk melamar kerja." katanya. Dalam wawancara rekrutmen, psikopat tampil mempersona sebagai orang yang cocok untuk lowongan itu. "Mereka adalah pembicara yang sangat bagus dan kadang mengarang CV-nya sehingga pewawancara terperdaya," kata Clarke.
"Mereka terlihat mempersona, cerdas dan piawai, tapi jika anda sedikit saja gali lebih dalam, anda akan tahu seperti apa mereka sebenarnya." Psikopat tempat kerja akan melakukan apa saja untuk mendapatkan kekuasaan, status dan upah yang mereka inginkan. "Psikopat tempat kerja berpikir seperti psikopat kriminal. Mereka berusaha sekeras-kerasnya demi mereka sendiri," kata Clarke.
"Beda keduanya adalah, psikopat kriminal menghancurkan korban secara fisik, sedangkan psikopat tempat kerja menghancurkan korbannya secara psikologis." Clarke yang bergelar PhD bidang psikologi dari "University of Sydney", adalah penulis buku "The Pocket Pscyho" yang belum lama terbit. Buku itu adalah panduan sintas bagaimana melindungi diri dari psikopat organisasional.
Menurut Clarke, psikopat tempat kerja dapat diketahui dari pola perilaku dan ciri kepribadian di bawah ini:
1. Tanpa dosa.
Psikopat tempat kerja tidak menyesali berapapun yang mereka jadikan korban, mereka tusuk dari belakang atau yang hasil kerjanya mereka curi.
2. Mempersona.
Mereka adalah pembicara yang sangat bagus. Mereka lebih suka berhadapan empat mata dan menghindari rapat kelompok.
3. Manipulatif.
Mereka membengkokkan sistem maupun aturan perusahaan untuk kepentingan sendiri. Mereka memangsa berbagai kelemahan orang, khususnya yang kurang percaya diri.
4.Parasitis.
Mereka mencari penghargaan dari hasil kerja orang lain.
5. Pembohong yang patologis.
Psikopat tempat kerja bukan pembohong ulung. Namun, jika mereka ketahuan, mereka dapat berdalih untuk menemukan selamat.
6.Tak menentu.
Psikopat hanya punya emosi pokok (senang, sedih, marah). Pergantian antar emosi terjadi sangat cepat, semenit senang, semenit kemudian marah lalu semenit selanjutnya sedih.
Psikopat tempat kerja mencari pertemanan dengan orang yang punya kedudukan lebih tinggi agar dapat melindungi mereka. Mereka akan merongrong sekaligus berteman dengan bos dan berusaha meniti kedudukan di perusahaan. Mereka yang diincar psikopat akan menerima akibat yang menghancurkan.
"Mereka merampas keyakinan diri maupun rasa mampu seseorang. Mereka menghilangkan rasa percaya orang terhadap orang lain," kata Clarke.
"Korban menjadi dingin, sinis, getir dan hampir tak mampu bekerja." Clarke mengatakan ada dua senjata yang bisa dipakai untuk melindungi diri dari mereka yaitu: pendidikan dan kerjasama tim.
"Jika anda mendidik diri sendiri hingga tahu mengapa orang tersebut bertindak demikian, hal ini akan menghentikan siklus menyalahkan diri-sendiri dan rasa terasing dari korban," katanya.
"Hal kedua ialah membangun tim dan kerjasama tim. Anda harus berbicara kepada orang lain dan mengatakan apa yang terjadi. Jika psikopat tidak dapat mengasingkan anda, mereka tidak dapat menghancurkan anda," lanjut dia.
Dalam situasi di mana majikan tidak bertindak, Clarke menyarankan korban sebaiknya pindah kerja. Mengapa? Karena anda tidak bisa mengubah seorang psikopat, dan rehabilitasi hanya akan memperparah mereka.
"Mereka tidak peduli. Mereka tidak berpikir dirinya adalah psikopat. Mereka tidak berpikir apa yang sedang dilakukan adalah salah. Mereka hanya berpikir dirinya pintar dan jika semua orang secerdas mereka, semuanya pun akan melakukan hal serupa," kata Clarke.
"Saat anda merehabilitasikan mereka, berarti anda mengajarkan keterampilan sosial kepada mereka dan menunjukkan bagaimana cara berurusan secara pantas terhadap orang lain. Mereka akan menggunakan
keterampilan sosial itu untuk makin memanipulasi orang," katanya. ***
--------------------------------------------------------------------
source; artikel Republika
antara/dpa
=========================================
Don't look now but your'e fired!!
One-day you re minding your own business and your boss comes in and says "You re Fired", perhaps he was a bit more polite than that but the end result was the same, you re now out of work!!
Now what do you do?
Well get over the initial shock and look at the whole experience as a positive, this maybe the break you have been waiting for, no more excuses for not doing what you ve always wanted to do, that is too work for yourself and if that's not what you always wanted to do, it is now, because you may not have any other choice. Okay, just got the sack and now suddenly thrust into the world of the entrepreneur! What next? First thing is to think about what you have been doing that actually had someone paying you previously to do it. Also what do you like doing? What do your family and friends compliment you on being good at?
Do any of these things click that you may be able to make a living out of them if you went into business for yourself? Say, at your last job you were a good organiser and you love working with people and your friends have said that you take great photos!! Perhaps you could start a corporate photography business whereby you organise tour packages and you take all conference tour photographs for major corporations???
This may not be the perfect business solution but I think you get the drift, that once you are offered a challenge, turn it into a positive and an opportunity to do what you love doing and get paid for it. So what's stopping you? Haven't been fired yet, oh well, your luck may change tomorrow and you get fired!! Good Luck. ***
--------------------------------------------------
by Garry Munro
For more articles and ideas visit the Minds Alike Blog Site at www.mindsalike.blogspot.com and Receive the Free EBook "As A Man Thinketh - By James Allen"
About the author: Garry Munro has the Minds Alike web site at http://www.mindsalike.com.au where you can find more articles on success, happiness and self development.
====================================
The SAMMER Test
The SAMMER Test: Leading People To Get The Right Results At the Right Time In The Right Way by Brent Filson
As a leader, you do nothing more important than get results. But simply getting results can be easy. What's not easy is getting the right results ... to the right degree ... at the right time ... for the right purpose ... in the right ways. It's been my experience consulting with thousands of leaders worldwide during the past two decades that the vast majority of leaders get the wrong results -- or the right results in the wrong ways.
Here's a tool to help you get the right results. It's called the SAMMER Test, and you can use it continually throughout your career.
The SAMMER Test is simply a way of testing the results you intend to achieve, or the results you actually achieve, to insure they are the right results.
SAMMER is an acronym. Results should be:
S - Sizable.
Whatever results you are getting now, you can always get more. Not only can you get more; but as a leader, you MUST CONTINUALLY STRIVE TO GET MORE. Sizable is not an option. Sizable is a necessity.
A - Achievable.
Many leaders impose unrealistic expectations on people and so lose their trust and confidence. People must be challenged to do what they don't think they can do, but they must also be able, ultimately, to do it. Here's a tip for making achievable happen in the realm of sizable. Say to whom you are challenging: "I know you don't think you can meet the challenge I set for you. But I know you can, and I'm going to support you in every way possible."
M - Meaningful.
Leaders who find little meaning in their jobs or the results associated with those jobs, shouldn't be leaders, or they should change jobs and/or results. Most leaders understand this. But few leaders understand that meaning also involves the jobs of the people they are leading and the attitudes of those people toward those jobs and the results the jobs aim to achieve. These leaders stumble on what I call the Leader's Fallacy.
The Fallacy operates when leaders believe that their beliefs are automatically reciprocated by the people's beliefs.
The fact is, because leadership is challenging people to do what they would not otherwise do, leaders' belief is seldom reciprocated. Automatic reciprocity is an illusion. If it happens, great. But for the most part, leaders have to work at making reciprocity happen.
M - Measurable.
There is no value in business without measurements. Measurements link disparate things, organize activities, and help unify those activities. Apply precise, meaningful measurements to the results we want before we challenge others to get them. Without measurements, we can't make consistent improvements. Make sure your measurement system conforms to four attributes, that they are RELIABLE, REPEATABLE, ACHIEVABLE, and CONTROLLABLE.
E - Ethical.
As a leader, you not only have to get results, but you have to get the right results. Results only happen when people take action. To get the right results, they must take right action. Ethics help promote right action. Ethics, then, are not traffic lights, they're running gears. Ethics shouldn't impede your getting results, they should help you get more results.
R - Repeatable.
Evaluate your leadership and the leadership of others not only on the results you achieve and don't achieve but on the results that you REPEATEDLY achieve.
When we talk about repeatability, we must deal with process. A process is a series of mental or physical steps leading to results. Often, results are not as important as the processes you develop in getting the results.
Repeatability is promoted when you identify the steps that helped you get those results then apply those steps as a process to get more results in that area or get additional results in other areas. In that way, you make repeatability a driving force of your leadership.
Just because you're getting results doesn't mean you're being successful. Success hinges on getting the right results in the right ways. Whenever you must lead people to achieve results, apply the SAMMER Test to clarify, prioritize, and give direction to the actions that must be taken to achieve right results. ***
------------------------------------------------------------
by Brent Filson
About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at http://www.actionleadership.com
==================================
Top 10 reasons to hire a vet
1. Accelerated learning curve.
Veterans have the proven ability to learn new skills and concepts. In addition, they can enter your workforce with identifiable and transferable skills, proven in real world situations. This background can enhance your organization's productivity.
2. Leadership.
The military trains people to lead by example as well as through direction, delegation, motivation and inspiration. Veterans understand the practical ways to manage behaviors for results, even in the most trying circumstances. They also know the dynamics of leadership as part of both hierarchical and peer structures.
3. Teamwork.
Veterans understand how genuine teamwork grows out of a responsibility to one's colleagues. Military duties involve a blend of individual and group productivity. They also necessitate a perception of how groups of all sizes relate to each other and an overarching objective.
4. Diversity and inclusion in action.
Veterans have learned to work side by side with individuals regardless of diverse race, gender, geographic origin, ethnic background, religion and economic status as well as mental, physical and attitudinal capabilities. They have the sensitivity to cooperate with many different types of individuals.
5. Efficient performance under pressure.
Veterans understand the rigors of tight schedules and limited resources. They have developed the capacity to know how to accomplish priorities on time, in spite of tremendous stress. They know the critical importance of staying with a task until it is done right.
6. Respect for procedures.
Veterans have gained a unique perspective on the value of accountability. They can grasp their place within an organizational framework, becoming responsible for subordinates' actions to higher supervisory levels. They know how policies and procedures enable an organization to exist.
7. Technology and globalization.
Because of their experiences in the service, veterans are usually aware of international and technical trends pertinent to business and industry. They can bring the kind of global outlook and technological savvy that all enterprises of any size need to succeed.
8. Integrity.
Veterans know what it means to do "an honest day's work." Prospective employers can take advantage of a track record of integrity, often including security clearances. This integrity translates into qualities of sincerity and trustworthiness.
9. Conscious of health and safety standards.
Thanks to extensive training, veterans are aware of health and safety protocols both for themselves and the welfare of others. Individually, they represent a drug-free workforce that is cognizant of maintaining personal health and fitness. On a company level, their awareness and conscientiousness translate into protection of employees, property and materials.
10. Triumph over adversity.
In addition to dealing positively with the typical issues of personal maturity, veterans have frequently triumphed over great adversity. They likely have proven their mettle in mission critical situations demanding endurance, stamina and flexibility. They may have overcome personal disabilities through strengths and determination. ***
---------------------------------------------------------
by Larry Westfall
About the author: Larry Westfall is the owner of http:://www.AboutCarpentry.com
Hongkong-RoL-- Dr. John Clarke, yang bertahun-tahun menjadi pakar psikologi kriminal, mengingat hari di mana dia seketika sadar bahwa mungkin ada psikopat-psikopat di jutaan kantor di seluruh dunia. "Saya sedang menyampaikan kuliah psikologi kejahatan dan memberikan daftar ciri psikopat," katanya. "Saat selesai, seorang perempuan menghampiri dan berkata 'anda baru saja menggambarkan bos saya'."
Clarke menemukan bahwa psikopat tidak hanya ada di penjara, di ruang sidang pengadilan, atau pada kisah "thriller". Psikopat, baik laki-laki maupun perempuan, sedang berencana licik di tempat kerja, di seluruh dunia. Penelitian menyatakan bahwa 1 persen populasi orang dewasa yang bekerja adalah psikopat di tempat kerjanya. Psikopat seperti itu ada di kantor besar maupun kecil, dia ada di ruang rapat dewan maupun di lantai-lantai toko.
Di sanalah mereka bersembunyi; lewat berbohong, mencurangi, mencuri, mememanipulasi, mengorbankan dan menghancurkan para rekan kerja --semuanya tanpa rasa salah maupun penyesalan.
Lebih buruk lagi, kata Clarke, mereka yang disebut organisasional psikopat, berkembang pesat di dunia bisnis, di mana kezaliman dan nafsu mereka, tidak saja mereka salah-artikan sebagai ambisi dan keterampilan memimpin, namun juga sebagai sesuatu yang dihargai dengan promosi, bonus dan kenaikan upah.
"Ambil contoh iklan lowongan kerja," kata Clarke. "Iklan itu misalnya menyebut 'anda tahu anda adalah yang terbaik, anda mampu mempengaruhi orang, apapun akan anda lakukan untuk memenangkan organisasi'. Ini jenis pernyataan yang menarik bagi banyak orang, teristimewa lagi untuk psikopat."
"Organisasi yang memasang iklan seperti ini, secara tidak langsung mengundang psikopat untuk melamar kerja." katanya. Dalam wawancara rekrutmen, psikopat tampil mempersona sebagai orang yang cocok untuk lowongan itu. "Mereka adalah pembicara yang sangat bagus dan kadang mengarang CV-nya sehingga pewawancara terperdaya," kata Clarke.
"Mereka terlihat mempersona, cerdas dan piawai, tapi jika anda sedikit saja gali lebih dalam, anda akan tahu seperti apa mereka sebenarnya." Psikopat tempat kerja akan melakukan apa saja untuk mendapatkan kekuasaan, status dan upah yang mereka inginkan. "Psikopat tempat kerja berpikir seperti psikopat kriminal. Mereka berusaha sekeras-kerasnya demi mereka sendiri," kata Clarke.
"Beda keduanya adalah, psikopat kriminal menghancurkan korban secara fisik, sedangkan psikopat tempat kerja menghancurkan korbannya secara psikologis." Clarke yang bergelar PhD bidang psikologi dari "University of Sydney", adalah penulis buku "The Pocket Pscyho" yang belum lama terbit. Buku itu adalah panduan sintas bagaimana melindungi diri dari psikopat organisasional.
Menurut Clarke, psikopat tempat kerja dapat diketahui dari pola perilaku dan ciri kepribadian di bawah ini:
1. Tanpa dosa.
Psikopat tempat kerja tidak menyesali berapapun yang mereka jadikan korban, mereka tusuk dari belakang atau yang hasil kerjanya mereka curi.
2. Mempersona.
Mereka adalah pembicara yang sangat bagus. Mereka lebih suka berhadapan empat mata dan menghindari rapat kelompok.
3. Manipulatif.
Mereka membengkokkan sistem maupun aturan perusahaan untuk kepentingan sendiri. Mereka memangsa berbagai kelemahan orang, khususnya yang kurang percaya diri.
4.Parasitis.
Mereka mencari penghargaan dari hasil kerja orang lain.
5. Pembohong yang patologis.
Psikopat tempat kerja bukan pembohong ulung. Namun, jika mereka ketahuan, mereka dapat berdalih untuk menemukan selamat.
6.Tak menentu.
Psikopat hanya punya emosi pokok (senang, sedih, marah). Pergantian antar emosi terjadi sangat cepat, semenit senang, semenit kemudian marah lalu semenit selanjutnya sedih.
Psikopat tempat kerja mencari pertemanan dengan orang yang punya kedudukan lebih tinggi agar dapat melindungi mereka. Mereka akan merongrong sekaligus berteman dengan bos dan berusaha meniti kedudukan di perusahaan. Mereka yang diincar psikopat akan menerima akibat yang menghancurkan.
"Mereka merampas keyakinan diri maupun rasa mampu seseorang. Mereka menghilangkan rasa percaya orang terhadap orang lain," kata Clarke.
"Korban menjadi dingin, sinis, getir dan hampir tak mampu bekerja." Clarke mengatakan ada dua senjata yang bisa dipakai untuk melindungi diri dari mereka yaitu: pendidikan dan kerjasama tim.
"Jika anda mendidik diri sendiri hingga tahu mengapa orang tersebut bertindak demikian, hal ini akan menghentikan siklus menyalahkan diri-sendiri dan rasa terasing dari korban," katanya.
"Hal kedua ialah membangun tim dan kerjasama tim. Anda harus berbicara kepada orang lain dan mengatakan apa yang terjadi. Jika psikopat tidak dapat mengasingkan anda, mereka tidak dapat menghancurkan anda," lanjut dia.
Dalam situasi di mana majikan tidak bertindak, Clarke menyarankan korban sebaiknya pindah kerja. Mengapa? Karena anda tidak bisa mengubah seorang psikopat, dan rehabilitasi hanya akan memperparah mereka.
"Mereka tidak peduli. Mereka tidak berpikir dirinya adalah psikopat. Mereka tidak berpikir apa yang sedang dilakukan adalah salah. Mereka hanya berpikir dirinya pintar dan jika semua orang secerdas mereka, semuanya pun akan melakukan hal serupa," kata Clarke.
"Saat anda merehabilitasikan mereka, berarti anda mengajarkan keterampilan sosial kepada mereka dan menunjukkan bagaimana cara berurusan secara pantas terhadap orang lain. Mereka akan menggunakan
keterampilan sosial itu untuk makin memanipulasi orang," katanya. ***
--------------------------------------------------------------------
source; artikel Republika
antara/dpa
=========================================
Don't look now but your'e fired!!
One-day you re minding your own business and your boss comes in and says "You re Fired", perhaps he was a bit more polite than that but the end result was the same, you re now out of work!!
Now what do you do?
Well get over the initial shock and look at the whole experience as a positive, this maybe the break you have been waiting for, no more excuses for not doing what you ve always wanted to do, that is too work for yourself and if that's not what you always wanted to do, it is now, because you may not have any other choice. Okay, just got the sack and now suddenly thrust into the world of the entrepreneur! What next? First thing is to think about what you have been doing that actually had someone paying you previously to do it. Also what do you like doing? What do your family and friends compliment you on being good at?
Do any of these things click that you may be able to make a living out of them if you went into business for yourself? Say, at your last job you were a good organiser and you love working with people and your friends have said that you take great photos!! Perhaps you could start a corporate photography business whereby you organise tour packages and you take all conference tour photographs for major corporations???
This may not be the perfect business solution but I think you get the drift, that once you are offered a challenge, turn it into a positive and an opportunity to do what you love doing and get paid for it. So what's stopping you? Haven't been fired yet, oh well, your luck may change tomorrow and you get fired!! Good Luck. ***
--------------------------------------------------
by Garry Munro
For more articles and ideas visit the Minds Alike Blog Site at www.mindsalike.blogspot.com and Receive the Free EBook "As A Man Thinketh - By James Allen"
About the author: Garry Munro has the Minds Alike web site at http://www.mindsalike.com.au where you can find more articles on success, happiness and self development.
====================================
The SAMMER Test
The SAMMER Test: Leading People To Get The Right Results At the Right Time In The Right Way by Brent Filson
As a leader, you do nothing more important than get results. But simply getting results can be easy. What's not easy is getting the right results ... to the right degree ... at the right time ... for the right purpose ... in the right ways. It's been my experience consulting with thousands of leaders worldwide during the past two decades that the vast majority of leaders get the wrong results -- or the right results in the wrong ways.
Here's a tool to help you get the right results. It's called the SAMMER Test, and you can use it continually throughout your career.
The SAMMER Test is simply a way of testing the results you intend to achieve, or the results you actually achieve, to insure they are the right results.
SAMMER is an acronym. Results should be:
S - Sizable.
Whatever results you are getting now, you can always get more. Not only can you get more; but as a leader, you MUST CONTINUALLY STRIVE TO GET MORE. Sizable is not an option. Sizable is a necessity.
A - Achievable.
Many leaders impose unrealistic expectations on people and so lose their trust and confidence. People must be challenged to do what they don't think they can do, but they must also be able, ultimately, to do it. Here's a tip for making achievable happen in the realm of sizable. Say to whom you are challenging: "I know you don't think you can meet the challenge I set for you. But I know you can, and I'm going to support you in every way possible."
M - Meaningful.
Leaders who find little meaning in their jobs or the results associated with those jobs, shouldn't be leaders, or they should change jobs and/or results. Most leaders understand this. But few leaders understand that meaning also involves the jobs of the people they are leading and the attitudes of those people toward those jobs and the results the jobs aim to achieve. These leaders stumble on what I call the Leader's Fallacy.
The Fallacy operates when leaders believe that their beliefs are automatically reciprocated by the people's beliefs.
The fact is, because leadership is challenging people to do what they would not otherwise do, leaders' belief is seldom reciprocated. Automatic reciprocity is an illusion. If it happens, great. But for the most part, leaders have to work at making reciprocity happen.
M - Measurable.
There is no value in business without measurements. Measurements link disparate things, organize activities, and help unify those activities. Apply precise, meaningful measurements to the results we want before we challenge others to get them. Without measurements, we can't make consistent improvements. Make sure your measurement system conforms to four attributes, that they are RELIABLE, REPEATABLE, ACHIEVABLE, and CONTROLLABLE.
E - Ethical.
As a leader, you not only have to get results, but you have to get the right results. Results only happen when people take action. To get the right results, they must take right action. Ethics help promote right action. Ethics, then, are not traffic lights, they're running gears. Ethics shouldn't impede your getting results, they should help you get more results.
R - Repeatable.
Evaluate your leadership and the leadership of others not only on the results you achieve and don't achieve but on the results that you REPEATEDLY achieve.
When we talk about repeatability, we must deal with process. A process is a series of mental or physical steps leading to results. Often, results are not as important as the processes you develop in getting the results.
Repeatability is promoted when you identify the steps that helped you get those results then apply those steps as a process to get more results in that area or get additional results in other areas. In that way, you make repeatability a driving force of your leadership.
Just because you're getting results doesn't mean you're being successful. Success hinges on getting the right results in the right ways. Whenever you must lead people to achieve results, apply the SAMMER Test to clarify, prioritize, and give direction to the actions that must be taken to achieve right results. ***
------------------------------------------------------------
by Brent Filson
About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at http://www.actionleadership.com
==================================
Top 10 reasons to hire a vet
1. Accelerated learning curve.
Veterans have the proven ability to learn new skills and concepts. In addition, they can enter your workforce with identifiable and transferable skills, proven in real world situations. This background can enhance your organization's productivity.
2. Leadership.
The military trains people to lead by example as well as through direction, delegation, motivation and inspiration. Veterans understand the practical ways to manage behaviors for results, even in the most trying circumstances. They also know the dynamics of leadership as part of both hierarchical and peer structures.
3. Teamwork.
Veterans understand how genuine teamwork grows out of a responsibility to one's colleagues. Military duties involve a blend of individual and group productivity. They also necessitate a perception of how groups of all sizes relate to each other and an overarching objective.
4. Diversity and inclusion in action.
Veterans have learned to work side by side with individuals regardless of diverse race, gender, geographic origin, ethnic background, religion and economic status as well as mental, physical and attitudinal capabilities. They have the sensitivity to cooperate with many different types of individuals.
5. Efficient performance under pressure.
Veterans understand the rigors of tight schedules and limited resources. They have developed the capacity to know how to accomplish priorities on time, in spite of tremendous stress. They know the critical importance of staying with a task until it is done right.
6. Respect for procedures.
Veterans have gained a unique perspective on the value of accountability. They can grasp their place within an organizational framework, becoming responsible for subordinates' actions to higher supervisory levels. They know how policies and procedures enable an organization to exist.
7. Technology and globalization.
Because of their experiences in the service, veterans are usually aware of international and technical trends pertinent to business and industry. They can bring the kind of global outlook and technological savvy that all enterprises of any size need to succeed.
8. Integrity.
Veterans know what it means to do "an honest day's work." Prospective employers can take advantage of a track record of integrity, often including security clearances. This integrity translates into qualities of sincerity and trustworthiness.
9. Conscious of health and safety standards.
Thanks to extensive training, veterans are aware of health and safety protocols both for themselves and the welfare of others. Individually, they represent a drug-free workforce that is cognizant of maintaining personal health and fitness. On a company level, their awareness and conscientiousness translate into protection of employees, property and materials.
10. Triumph over adversity.
In addition to dealing positively with the typical issues of personal maturity, veterans have frequently triumphed over great adversity. They likely have proven their mettle in mission critical situations demanding endurance, stamina and flexibility. They may have overcome personal disabilities through strengths and determination. ***
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by Larry Westfall
About the author: Larry Westfall is the owner of http:://www.AboutCarpentry.com
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