Archive for July, 2010
July 25th, 2010 | 
Author: Bimboism is rampant in today’s media climate where those who do get their fifteen minutes of fame squander it with empty words and idiotic antics. Think about how much of YOUR time is wasted when you watch TV, listen to the radio or read newspapers or magazines. How long do you stay with a story if it’s not pertinent to your interests or if the interviewee is dull? With so much competition for your attention it’s easy to move on to the next best thing.
If you don’t want to become the next bimbo and instead touch the hearts and the minds of the nation, here are three things to avoid.
1. Give a fatty bone.
The quickest way to lose interest is to ramble. When you can’t make your point succinctly your audience tunes out-literally. They change the channel or they shift their attention. To keep your audience jazzed respect their time by getting to the point of what they want to know. Give them value every second you’re speaking. Shave off any unnecessary fat and get to the bone, the real core of what you have to give.
2. Be professorial.
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The 1980′s business culture in the USA and internationally put a considerable emphasis on personal reward on the basis that highly motivated individuals could transform organisations and societies. The extreme example in film was Gordon Gekko in Wall Street stating that greed was good. The 90′s, however, have seen companies traumatised and bankrupted by the inappropriate use of remuneration as a motivator. Yet major corporate successes have been built on reward based remuneration systems. Phones4U recently and Allied Dunbar in the financial services market is an earlier example.
The notorious Barings Bank had individual traders on bonuses in the millions yet in the long term these motivated individuals were not fulfilling the company’s objectives. Moreover even when an individual’s reward system is based on entirely appropriate performance indicators, resulting in the organisation’s success and he or she is rewarded, there may still be problems arising from the large differential between salaries of senior people and those of middle management. A payment system that depresses or demotivates 10 people for every one it motivates may not be the best for the organisation.
Wise organisations are therefore trying to reward and motivate all staff so that staff act energetically to further the corporation’s interests both short and long term and feel they have been treated fairly. However there must be properly in place the link between the items on which they are being rewarded and the actions they are able to take to influence the desired outcome.
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