Imported models took all 13 spots on the U.S. insurance industry's list of safest vehicles this year, due mainly to a new requirement that all cars and sport utilities on the list have systems to keep them stable in an emergency.
The Insurance Institute for Highway Safety isn't bashful about its reasons for pushing electronic stability control, saying that its studies show up to 10,000 fatal crashes per year could be prevented if every vehicle had the safety feature.
"The research is so compelling that electronic stability control could help prevent many crashes from happening in the first place," institute spokesman Russ Rader said.
The list of 2007 model year winners being released Tuesday includes the Audi A6 in the large car category; the Audi A-4, Saab 9-3 and Subaru Legacy (with optional stability control) for midsize cars; the Hyundai Entourage and Kia Sedona minivans; the Mercedes M-class and Volvo XC90 luxury sport utility vehicles; the Acura RDX, Honda Pilot and Subaru B9 Tribeca midsize SUVs; and the Honda CR-V and Subaru Forester small SUVs.
All 13 vehicles are tops in protecting people in front, side and rear crash tests based on institute tests during the year. Pickup trucks were not included because the institute has not yet tested their side crashworthiness.
Electronic stability control senses when a driver may lose control of the vehicle and automatically applies brakes to individual wheels to help make it stable and avoid a rollover.
The National Highway Traffic Safety Administration has proposed requiring the technology on all new vehicles by the 2012 model year, but institute President Adrian Lund said that's not soon enough.
"We think that they are too slow," Lund said. "Automakers will probably have it as standard equipment by the time the federal standards actually take full effect."
Domestic manufacturers had no models on the list of safest vehicles because they haven't moved quickly enough to add stability control to their models, Lund said in a telephone interview.
For instance, Ford Motor Co. would have had three cars — the Ford Freestyle crossover and the Mercury Montego and Ford 500 sedans — make the list if they had stability control, the institute said. The 500 and the Montego earned top safety picks last year.
Ford spokesman Jim Cain said all three vehicles will get stability control for the 2008 model year, with versions equipped with the safety feature on sale sometime next year. The company has not determined whether the feature will be standard or optional, he said.
"We're moving in the same direction as the institute," he said.
Ford has said previously that it would put stability control on its entire lineup by the end of 2009.
General Motors Corp. said nearly two years ago that it would make the technology standard in all vehicles by 2010, including all SUVs and some full-size pickups in the 2007 model year.
Toyota has said stability control would be a standard feature across all its models by 2009.
DaimlerChrysler AG said it will have the technology on 54 percent of its vehicles this model year and will meet the federal government's timetable for the rest.
All 2007 SUVs, pickups and minivans produced by Honda Motor Co. carry the technology, while Hyundai Motor Co. said it is standard equipment on 70 percent of its 2007 vehicles.
Several other vehicles, including nine Toyota Motor Corp. models, would have made the list if they had stability control, the institute said.
No small cars made this year's list. The Honda Civic, which won last year, was knocked off due to lack of stability control on most models. The one version that has the feature doesn't have head restraints for rear crash protection, the institute said.
SUVs were eligible to win for the first time this year because the institute conducted side-impact tests on many models.
The institute said the overall awards will help people quickly compare vehicles without having to review results from multiple tests.
Saturday, September 20, 2008
Imported models deemed safest vehicles
101 Ways To Motivate, Energize And Inspire Your Team
Here is a long list of effective and simple incentives for your team.
At the conclusion of an incentive program, it is important to assess how successful it was. Did you get the results you wanted? One of the best ways to judge the program's effectiveness, besides considering your own observations, is to get feedback from the reps and administrators involved. You want to be sure that your directions were communicated clearly and at the right intervals, that the rewards were appealing and sparked interest and drive, that your team members felt supported and prepared to take on the challenges being presented, that the program boosted morale, team effort, energy and creativity,etc.
What were the weaknesses, if any? Did the program meet or fall short of participants' expectations? And of course, you must consider the bottom line impact on sales. Another important thing that cannot be overlooked is whether there may have been any outside influence that you did not have any control over. For example, has the industry experienced an increase in pricing? Was the product or service new, or has there been longstanding consumer awareness and recognition of it? Have there been any fluctuations in the company's marketing campaigns? All of these questions can basically be broken down into different areas, such as goals, budget or administration. In each area, identify what worked and what didn't so you have concrete information to help you develop your next incentive program.
I have outlined a list of different activities and they have been categorized for your convenience.
Group Building
1. Movie day—bring popcorn
2. Water-skiing/Lake trip
3. Join the city softball team
4. Go watch a professional team sport
5. Miniature golf
6. Volunteer opportunities
7. Cold-calling contest
8. Work-at-home week
9. Have the CEO address the sales staff
10. Racecar contest
11. Bring in a comedian for sales training
12. Fun, harmless practical jokes
13. Joke of the day to start a meeting
14. Bring in take-out for reps staying late
15. Laser tag
16. Ropes course
17. Bowling
18. Free lunch for the first sale of the day
19. VM broadcast about someone's personal success
20. Company Olympics
Company Socials
21. Luau
22. Fiesta
23. Ice cream social
24. Barbeque
25. Pizza party
26. Customer appreciation day
27. Four-day weekend
28. Bring in donuts
29. Company newsletter about the success of the week
30. Dress up like Santa and hand out gifts
31. Thanksgiving or other holiday party
Esteem Building/Awards
32. Best phone demeanor
33. Best dresser
34. Most creative close
35. Best sales week
36. Most improved
37. Best team player
38. Most cold calls
39. Most new clients
40. Best customer service
41. Top attitude
42. Special note or email
43. Telegram
44. FedEx special note
45. Thank-you card
46. Personal pat on back
47. Lead part of a training meeting
48. Personal goal-setting meeting
49. Suggestion box
50. Personal call from CEO
Simple compliments like…
51. You're incredible.
52. You're a good…
53. I believe in you.
54. Great job!
55. You made my day.
56. Hug.
57. Thank you for …
58. I'm proud of you.
59. Perfect.
60. You're awesome!
61. Well Done.
62. Great!
63. Excellent!
64. I knew you could do it.
65. I trust you.
66. Spectacular!
67. Outstanding!
68. I'm your biggest fan.
Friendly gestures like…
69. Smile
70. Warm handshake
71. Pat on the back
Individual Building
72. Daily contact with praise
73. Let them off to take their children to school on the first day
74. Free calls on company cell phones
75. Motivational plaque
76. Health club membership
77. Lotto wheel
78. Drive CEO's car for the week
79. Shirt/Hat with logo
80. Special parking spot
81. Photo with CEO
82. Remodel office
83. Disneyland trip
84. Porsche for weekend
Personal Development
85. Books
- As a Man Thinketh
- The 7 Habits of Highly Effective People
- Swim With the Sharks
- How to Win Friends and Influence People
- Maximum Influence
- The Power of Your Subconscious Mind
- Think and Grow Rich
- Psycho-Cybernetics
- The Magic of Thinking Big
- Learned Optimism
86. Videos
Remember the Titans
Miracle
Rocky
Chariots of Fire
Apollo 13
Field of Dreams
Mr. Holland's Opus
Seabiscuit
The Right Stuff
The Rookie
87. Audios
- The Secrets to Manifesting Your Destiny
- Lead the Field
- Unleash the Power Within
- The Psychology of Selling
- Magnetic Persuasion
- Present with Power
- The Strangest Secret
- Exponential Success
- The Science of Personal Achievement
- The Psychology of Winning
88. Travel Incentives
- Hawaii
- Upgrade to first class
- Local hotel with dinner
- Limo to airport
- Las Vegas
- Bermuda
- Cancun
- Caribbean cruise
- Free miles to fly
- Tahiti
- Hotel suite upgrade
- Australia
Monetary Rewards
89. Large-screen TV
90. Computer
91. DVD player
92. $100 bill
93. Lottery tickets
94. Restaurant gift certificates
95. Cashews
96. Take the rep's family to dinner
97. Department store gift certificate
98. Movie rental gift certificate
99. Costco certificate
100. Bookstore gift certificate
101. New suit
Leadership - The Test Of A Clear Vision
An informative article about vision. Indeed, one of the important qualities of a leader is to be able to put forth the vision clearly to the whole organisation and moving everyone in an unified direction towards the vision.
Many leaders assume that everyone understands their vision. Often there is a big gap between their vision and what the people they lead see as the vision. Unfortunately many leaders don't take the time to actually find out how well they have expressed their vision to their team.
When the vision is uncertain, people tend to default to doing whatever vision seems best to them. In a medium sized organization I heard one of the vice presidents gave his opinion on a branding issue and then casually mentioned how it aligned with the vision. However, the vision he articulated was very different from the CEO's vision. In fact the vice presidents view of the CEO's vision was 180 degrees from what the CEO had articulated as his vision. This was not the vice president's fault. I'm sure the CEO thought he had communicated the vision clearly, but the test of a well-communicated vision is whether or not the people responsible for implementing the vision correctly understand it.
A very simple way to test your organization's vision alignment is ask people to write down the vision anonymously on a piece of paper in a short paragraph. Keeping the process anonymous helps people concentrate more on articulating the vision and less on worrying about getting it wrong or any repercussions from an incorrect answer . Once you get the feedback read over each and every vision statement.
If everyone comes back and states the vision exactly as you feel you've communicated it, consider yourself fortunate. Most of the time this will not be the case. You will probably discover that what people see as the vision, is not what you thought you communicated. By taking this information and attempting to discover the sources of the miscommunication you can prepare yourself to better communicate your vision in the future.
The 13 Characteristics of Successful People
I've spent many years studying successful people and have identified the skills, talents, and characteristics that enable them to succeed. As you look at and study these skills, talents, and characteristics, you'll realize that you possess many of them yourself. Some of these skills and talents are more dominant than others and will play a greater part in your being, or becoming, a success in the business of life. These are the things you do well. The things you do easily and effortlessly. These are your strengths. When you find you need a skill or talent you don't have, just go out and look for a person or group of people with the skills, talents, and training you need. Skills and talents that complement your own. These people will become your teammates, colleagues, co-workers, professional advisors, and friends. With these combined skills and talents organizations grow, prosper, and become successful.
These are the five things you'll find every successful person has in common:
1. They have a dream.
2. They have a plan.
3. They have specific knowledge or training.
4. They're willing to work hard.
5. They don't take no for an answer.
Remember: Success begins with a state of mind. You must believe you'll be successful in order to become a success.
The following is a list of the skills, talents, and characteristics you'll find in successful people:
1. Successful People Have a Dream. They have a well-defined purpose. They have a definite goal. They know what they want. They aren't easily influenced by the thoughts and opinions of others. They have willpower. They have ideas. Their strong desire brings strong results. They go out and do things that others say can't be done.
Remember: It only takes one sound idea to achieve success.
Remember: People who excel in life are those who produce results, not excuses. Anybody can come up with excuses and explanations for why he hasn't made it. Those who want to succeed badly enough don't make excuses.
2. Successful People Have Ambition. They want to accomplish something. They have enthusiasm, commitment, and pride. They have self-discipline. They're willing to work hard and to go the extra mile. They have a burning desire to succeed. They're willing to do whatever it takes to get the job done.
Remember: With hard work come results. The joy in life comes with working for and achieving something.
3. Successful People Are Strongly Motivated Toward Achievement. They take great satisfaction in accomplishing a task.
4. Successful People Are Focused. They concentrate on their main goals and objectives. They don't get sidetracked. They don't procrastinate. They work on the projects that are important, and don't allow those projects to sit until the last minute. They're productive, not just busy.
5. Successful People Learn How to Get Things Done. They use their skills, talents, energies, and knowledge to the fullest extent possible. They do the things that need to be done, not just the things they like to do. They are willing to work hard and to commit themselves to getting the job done.
Remember: Happiness is found in doing and accomplishing, not in owning and possessing.
Anecdote: Many years ago I was asked: "Jeff, do you like pleasing habits or pleasing results?" As I pondered that probing question, and squirmed in my chair like a worm at the end of a hook, I felt as if I had painted myself into a corner. A few moments later I answered: "I like pleasing results." From that moment on my life changed. I began to do the things that were difficult, because they enabled me to achieve my goals.
6. Successful People Take Responsibility for Their Actions. They don't make excuses. They don't blame others. They don't whine and complain.
7. Successful People Look for Solutions to Problems. They're opportunity minded. When they see opportunities they take advantage of them.
8. Successful People Make Decisions. They think about the issues and relevant facts, give them adequate deliberation and consideration, and make a decision. Decisions aren't put off or delayed, they're made now!
SuccessTip: Spend more time thinking and planning before you make your decision, and you'll make better decisions.
SuccessTip: When you don't get the expected results from the decision you've made, change your course of action. Decisions should never be carved in stone.
9. Successful People Have the Courage to Admit They've Made a Mistake. When you make a mistake, admit it, fix it, and move on. Don't waste a lot of time, energy, money, and/or other resources trying to defend a mistake or a bad decision.
Remember: When people are wrong, they may admit it to themselves. If they are handled gently and tactfully, they may admit it to others and even take pride in their frankness and broad-mindedness. But people become very defensive and angry when others try to cram their mistakes down their throats.
10. Successful People Are Self-Reliant. They have the skills, talents, and training that are needed in order to be successful.
11. Successful People Have Specific Knowledge, Training, and/or Skills and Talents. They know the things they need to know to be successful. And when they need information, knowledge, or skills and talents that they don't possess, they find someone who does possess them.
12. Successful People Work with and Cooperate with Other People. They have positive, outgoing personalities. They surround themselves with people who offer them help, support, and encouragement. They are leaders.
13. Successful People Are Enthusiastic. They're excited by what they're doing, and that excitement is contagious. They draw people to them because these people want to work with them, do business with them, and be with them.
Establishing Dreams and Goals by Jim Rohn
A good article I received in my email a few years back about Dreams and Goals. It is challenging to dream and not only to dream, but to set goals to live out those dreams that we have. The part which catches my heart is, "Life is too short to not pursue your dreams. Someday your life will near its end and all you will be able to do is look backwards. You can reflect with joy or regret. Those who dream, who set goals and act on them to live out their dreams are those who live lives of joy and have a sense of peace when they near the end of their lives. They have finished well, for themselves and for their families."
(Excerpted from Week Six of the Jim Rohn One-Year Success Plan)
One of the amazing things we have been given as humans is the unquenchable desire to have dreams of a better life, and the ability to establish goals to live out those dreams. Think of it: We can look deep within our hearts and dream of a better situation for ourselves and our families; dream of better financial lives and better emotional or physical lives; certainly dream of better spiritual lives. But what makes this even more powerful is that we have also been given the ability to not only dream but to pursue those dreams and not only to pursue them, but the cognitive ability to actually lay out a plan and strategies (setting goals) to achieve those dreams. Powerful! And that is what we will discuss in detail this week: How to dream dreams and establish goals to get those dreams.
What are your dreams and goals? This isn't what you already have or what you have done, but what you want. Have you ever really sat down and thought through your life values and decided what you really want? Have you ever taken the time to truly reflect, to listen quietly to your heart, to see what dreams live within you? Your dreams are there. Everyone has them. They may live right on the surface, or they may be buried deep from years of others telling you they were foolish, but they are there.
So how do we know what our dreams are? This is an interesting process and it relates primarily to the art of listening. This is not listening to others; it is listening to yourself. If we listen to others, we hear their plans and dreams (and many will try to put their plans and dreams on us). If we listen to others, we can never be fulfilled. We will only chase elusive dreams that are not rooted deep within us. No, we must listen to our own hearts.
Let's take a look at some practical steps/thoughts on hearing from our hearts on what our dreams are:
Take time to be quiet. This is something that we don't do enough in this busy world of ours. We rush, rush, rush, and we are constantly listening to noise all around us. The human heart was meant for times of quiet, to peer deep within. It is when we do this that our hearts are set free to soar and take flight on the wings of our own dreams! Schedule some quiet "dream time" this week. No other people. No cell phone. No computer. Just you, a pad, a pen, and your thoughts (you get to do this in the workbook exercises this week).
Think about what really thrills you. When you are quiet, think about those things that really get your blood moving. What would you LOVE to do, either for fun or for a living? What would you love to accomplish? What would you try if you were guaranteed to succeed? What big thoughts move your heart into a state of excitement and joy? When you answer these questions you will feel Great and you will be in the "dream zone." It is only when we get to this point that we experience what Our dreams are!
Write down all of your dreams as you have them. Don't think of any as too outlandish or foolish - remember, you're dreaming! Let the thoughts fly and take careful record.
Now, prioritize those dreams. Which are most important? Which are most feasible? Which would you love to do the most? Put them in the order in which you will actually try to attain them. Remember, we are always moving toward action, not just dreaming.
Here is the big picture: Life is too short to not pursue your dreams. Someday your life will near its end and all you will be able to do is look backwards. You can reflect with joy or regret. Those who dream, who set goals and act on them to live out their dreams are those who live lives of joy and have a sense of peace when they near the end of their lives. They have finished well, for themselves and for their families.
Remember: These are the dreams and goals that are born out of your heart and mind. These are the goals that are unique to you and come from who you were created to be and gifted to become. Your specific goals are what you want to attain because they are what will make your life joyful and bring your family's life into congruence with what you want it to be.
Friday, September 19, 2008
Wednesday, September 17, 2008
Interviews
- Dress conservatively in smart business attire, first impressions do last, so think about the image you wish to portray.
- Do your homework on the company, understand its products and services, its recent business growth, plant or office locations and future growth opportunities. This information is usually accessible from documents and publications such as the company's annual report, its corporate website and business publications.
- Assemble relevant personal documentation, such as resumes and qualification certificates. Understand how your own annual remuneration is packaged. Rather than exaggerate your package explain why you feel you are worth more, as you may well be asked to prove your remuneration.
- Prepare examples of previous successes or achievements in your career, as interviewers will often ask for substantiation of specific claims.
- Arrive on time, having previously checked the address and exact location of the interview.
- Know the interviewer's correct title and the pronunciation of their name.
- Make and maintain eye contact, smile and have a firm handshake.
- Use small talk to establish rapport, but let the interviewer initiate and lead this, as being over familiar at this stage could set the wrong tone.
- During the interview, you will be assessed on your strengths and weaknesses. In addition to this, specific personal characteristics will be probed, such as attitude, aptitude, stability, motivation and maturity.
- After the interviewer has asked about your previous experience, specific skills and competencies and delved into your strengths and weaknesses, it is then opportune to talk about the specific role.
- Ensure that you have a number of well thought out and relevant questions to ask about the role.
- Do not initiate discussions on remuneration at the first interview stage, however be open and honest if asked.
- When dealing with interview panels maintain eye contact with all equally, even if one individual is doing the majority of the talking.
- This is a good time to reiterate any strengths/experience that you feel would add to your candidature for the role.
- If you are interested in the position enquire about the next interview stage.
- If the interviewer offers the position to you and you want it, be prepared to accept it there and then, although this is more typical for contract and temporary roles. If you wish for some time to think it over, be tactful and courteous in asking for that time.
- Leave the interviewer with a good final impression, smile and give a firm handshake. Do not make the mistake of relaxing too early and undoing all your previous hard work
- Immediately after the interview call the relevant consultant at Charterhouse to discuss how you feel it went, what you did well, what you wish you had done differently and how interested you are in the role. This is a chance for the consultant to provide extra feedback to the client to further establish your suitability for the role.
- Write a follow up letter or email, regardless of how you feel it went. It is an opportunity to thank the interviewer for their time, recap on salient points, add points not covered, express your level of interest and to leave a good final impression.
- Arrive on time, greet the interviewer by his or her title and surname and shake hands firmly.
- Wait until you are offered a chair before sitting. Sit upright in your chair and look alert and interested at all times.
- It is very important that you demonstrate your interpersonal skills during the interview. Try to be charismatic without being overly friendly.
- Be a good listener as well as a good talker.
- Look the interviewer in the eye and smile, let them feel that you are enjoying the process whilst taking it seriously.
- Follow the interviewer's leads and make sure that your good points get across to the interviewer in a concise, factual and sincere manner. Waffle will get you nowhere.
- Conduct yourself as if you are determined to get the job you are discussing. Remember you cannot reject a job that you are not offered.
- Try not to be too friendly and do not answer questions with a simple ''yes'' or ''no''. Explain yourself whenever possible.
- Conversely do not ''over answer'' questions, make your comments relevant and too the point without waffling.
- Do not lie. Answer questions truthfully, frankly and as close to the point as possible.
- Avoid making derogatory remarks about your present or former employers.
- Try not to use the term "we" when you are talking about your own achievements and avoid making very general statements that lack any real substance.
- Do not enquire about salary, holidays, bonuses etc. at the initial interview unless you are positive the interviewer wants to hire you.
- Finally do not slouch, mumble, smoke or answer that mobile phone you forgot to turn off.
- Why are you looking to leave your current role?
- Why did you choose a career in this particular field/industry?
- What kind of position are you seeking?
- What did you do in your previous position? How was your time allocated? What did you like best/least about it? How many people did you supervise? What was the budget responsibility? What did you accomplish?
- What is your technical experience?
- Why would you like to work for our company?
- What do you want to be doing in your career five years from now?
- What have you done that shows initiative in your career?
- Are you willing to relocate?
- What does "teamwork" mean to you?
- Give me some examples of the most difficult problems you encountered in your previous position. How did you resolve them?
- How did you get along with your boss? What are the qualities you look for in a manager?
- How would you describe your own operating/management style?
- What do you consider to be your strongest qualities? What are some of your weaknesses?