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Tuesday, February 08, 2011

← Time to LeadMake room for mentoring!

Make room for mentoring!

Although National Mentoring Month has passed, conversation about the role of mentors is still very much top of mind this February.  Not only did Allison Jones and Rosetta Thurman host an online chat (hashtag: #ynpnchat) about how young nonprofit professionals can successfully acquire mentors, but the Harvard Business Review Best Practices blog discussed "Demystifying Mentoring", an article which outlines some common misperceptions associated with mentoring and offers some solid advice to those seeking some form of mentorship.

Within the discussion at the #ynpnchat with Rosetta and Allison, folks talked about how mentors are those people who always look out for your best interest, who serve as a sounding board when needed, and who invest in you and your future.  Chat participants reported having multiple mentors, with each relationship having its own structure and format.  Nonetheless, there was a clear recognition that maintaining mentoring relationships required some effort; however, it was clear the group felt the benefits of mentoring were well worth this effort.

This conversation dovetailed nicely with the "Demystifying Mentoring" article, which lifted up these four big myths of mentoring:

  1. "You have to find one perfect mentor" – People have different strengths and abilities, and so it makes sense that you would rely upon a multitude of people when seeking guidance and advice.  Get out of the habit of thinking of your mentor as one individual, and begin to develop relationships with a variety of individuals who will be equipped to meet all of your different needs over time.
  2. "Mentoring is a formal long-term relationship" – There is no minimum time commitment over a period of months years that qualifies a person as your mentor.  Rather, you can define your relationship in a way that works best for you.
  3. "Mentoring is for junior people" – Regardless of where you are in your career, you can benefit from having a mentor.  I would actually take this a step further, and note that mentoring does not necessarily necessitate an older person providing guidance to a younger or less-experienced person.  I believe mentoring can occur among peers, as well as from younger to older.  After all, we all bring our own unique perspectives to the table, and each has a special value!
  4. "Mentoring is something experienced people do out of the goodness of their hearts" – Mentoring needs to have direct benefits for both parties.  As a mentee, you need to make sure that you are fulfilling your end of the bargain, whatever that may be.

So in light of both of these discussions, here are my suggestions to you:

  • You should "Mr. Potato Head" your mentor.  You're not likely to find one person who is the perfect mentor for every situation, so solicit guidance from a collective of individuals.
  • Not unlike dating, some mentoring relationships will last a long time and some will fade out quickly.  So long as it has some tangible benefits for both the mentor and the mentee, the relationship will likely continue to grow.  When that is lost, it is time to let the relationship go.
  • Mentoring is not just reserved for those times when you are facing a challenging situation, or have to make a difficult career decision.  Great mentors can help you continuously grow and learn, and help to ensure you don't reach a point where you feel "stuck" in your work and life.  It is important to always reserve the time and create the space necessary for mentoring relationships.
  •  

    Given your own experiences with mentoring, what would you add?


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    Monday, February 07, 2011

    Franchising My Business - Why It Works

    Franchising My Business - Why It Works

    People suffer from various queries like how to franchise my business? Whether franchising my business would be beneficial for my business? Is it the right time to franchise my business? And so on. You keep on searching for a perfect person who can answer all your questions. The best solution for this is to consult with franchise consultants. Franchise consultants are the persons who have complete information about franchising your business with all the latest updates required in it. They first analyze your business so that you can know whether your business must be franchised or not. If not then what are the requirement that must be fulfilled to make it more perfect.

    With franchise consultants you can analyze the overall benefits of franchising your business. Now you must be thinking about that what are the actual reasons behind the successful carrier in franchising my business.
    So there are many. People go for franchising their business as they can see that when they take one step in the market they find number of business franchises which are successful. Here are certain reasons which I found that why franchise business actually works.

    -Well-known Services or Products: In the franchise business, a franchiser offers such services or products which are successfully developed, tested, refined and sold.

    -Promotional Backing: For effective marketing proper planning holds a great importance. With franchising you can develop effective plans for a local market. The franchisers also have experience and various resources with which they can develop local and nationwide marketing programs. This is very beneficial for all the franchise owners.

    -Guidance for Start-Up: The franchiser who has experience and complete knowledge provides proper assistance to new franchise owners for their perfect start-up.

    -Guidance for Management: The franchisers provide great guidance in managing and operating the new business successfully.

    -Brand Name: With the help of established franchisers, the brand name is recognized regionally as well as nationwide.

    -Financial Guidance: Franchisers play vital role in providing guidance about financing to the new franchise.
    It is quite easier for them because of their experience to find the perfect financial help among all.



    Read more: http://business.ezinemark.com/franchising-my-business-why-it-works-31f4f6c3bc9.html#ixzz1DJbjYsS6
    Under Creative Commons License: Attribution No Derivatives
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    Soliciten nuestros cursos de capacitación  y consultoría en GERENCIA ADMINISTRACION PUBLICA -LIDERAZGO -  GESTION DEL CONOCIMIENTO - RESPONSABILIDAD SOCIAL EMPRESARIAL – LOBBY – COACHING EMPRESARIAL-ENERGIAS RENOVABLES   ,  asesorías a nivel nacional e  internacional y están disponibles  para OTEC Y OTIC en Chile

    Thursday, February 03, 2011

    EGIPTO ..An end or a beginning?

    An end or a beginning?

    As Hosni Mubarak fights back, where Egypt's revolt will go, and how far it will spread, are still unanswered questions

    The upheaval in Egypt

    Citizens find a voice

    IT IS the greatest drama to shake Egypt since the killing of Anwar Sadat in 1981. Huge nationwide protests have challenged the long rule of President Hosni Mubarak, threatening to dislodge him. As yet, the denouement remains unwritten. Will it match Tunisia, where a popular uprising sent another strongman president into exile, toppled his ruling party and opened the way to real democracy? Or will it look like Iran in 2009, where a hardline regime crushed a popular protest movement with iron-fisted resolve?

    The protests have left hundreds dead, frozen Egypt's economy, forced a cabinet to resign, brought the army onto the streets and prompted Mr Mubarak to promise reforms. Egypt's tough 82-year-old president, in charge for the past three decades, now says he will go—but only at the end of his term in September, with dignity and with a subtle threat that if he does not get his way, things could turn uglier still. While offering a bare minimum of concessions, he has driven a wedge between millions of protesters who demand change and millions of others who fear chaos and want a return to normal. By February 2nd the two sides were battling each other.

    Mr Mubarak has been slow to respond throughout the crisis, but his few appearances have been cleverly pitched. When he finally spoke, after midnight on January 28th, a day when hundreds of thousands across the breadth of Egypt had battled furiously with his police, it was with a husky voice and the petulance of a master betrayed by bungling servants. He said he understood his people's concerns, and as a concession fired his cabinet. But he blamed the unrest on miscreants and agitators, declaring that protests had grown so loud only because he himself had magnanimously granted rights to free expression.

    There was something in this. During his rule Egyptians have changed, as has the world they live in. They do speak more freely now, but not only because Mr Mubarak's regime has belatedly allowed the airing of more critical views. New technologies have also made it impossible for states such as Egypt's to retain the information monopolies they once enjoyed.

    Mr Mubarak was right in a wider sense, too. It has been on his watch, and in part because of his policies, that Egyptian society has ripened for a sudden outburst that now threatens to blow away his regime. This is true not only because he failed to improve the lot of Egypt's poorest very much, because he throttled meaningful political evolution, or because he let his police humiliate victims with impunity. Some of Mr Mubarak's modest achievements, such as improving literacy, keeping peace with neighbours, extending communications networks and fostering the emergence of a large urban middle class, have also sharpened tensions.

    This is one reason why the unrest in Egypt and Tunisia echoes resoundingly across the region. Most of the other countries there, whether monarchies or republics, also have structures that seem increasingly anomalous in the modern world. Since the 1950s the Arab social order has been run by paternalist strongmen, bolstered by strong security forces and loyalist business grandees. Those below have been marginalised from politics, except as masses to be roused for some cause, or as a rabble with which to frighten a narrow and fragile bourgeoisie. They have been treated as subjects, rather than citizens.

    But much as in southern Europe in the 1970s, when authoritarian regimes in Portugal, Spain and Greece fell in a heap, or later in Latin America, where juntas collapsed like dominoes, Arab societies are changing in ways likely to provoke a sweeping political reordering. Because of the extreme violence of a radical fringe, much of the outside world's concern for the region has focused on the rise of Islamism as a social and political force.

    The role of groups such as Egypt's Muslim Brotherhood is important. But it is underlying social changes that affect all, rather than the ideological aspirations of some, that are jamming the mechanics of authoritarian control. Islamists in both Tunisia and Egypt may soon emerge as leading political actors. So far, however, they have taken a back seat.

    The bellwether country

    Egypt is bigger and poorer than most other Arab states, and not necessarily a model. But it is a more of a bellwether than Tunisia was. It was Egypt's 1952 revolution, ushering in the military-backed authoritarianism of Gamal Abdel Nasser that Mr Mubarak inherited, which inspired similar regimes to emerge, from Algeria to Iraq to Yemen. The direction Egypt chooses now could have a similar influence.

    Egyptians of all classes and persuasions have joined today's protests. But in their vanguard, except perhaps in the thickest combat, have been thousands of urban professionals, or university students who hope to be professionals one day. Such people have typically shunned politics, seeing Egypt's stage-managed version as a waste of time. In private they have often complained that they do not feel they own their country, as if it is someone else's private estate.

    In the past—for example, in the riots that erupted in 1977 when Sadat's government doubled the price of subsidised bread—it was the poor who forced simple demands on Egypt's government. To prevent another climbdown, Mr Mubarak's regime built its riot squad into a daunting force of perhaps 150,000 well-trained and well-equipped men. It also kept the economy burdened with subsidies, with bread, cooking fuel and public transport priced at fractions of their real cost.

    Some 40% of Egyptians still live on less than $2 a day. In recent years, even as Egypt's overall economy has grown apace and more consumer goods have filled even lower-income households, the poor have won little relief from relentlessly rising food prices and sharper competition for secure jobs. Such anxieties have found expression in a growing number of strikes and local protests across the country. Yet in a sense, persistent poverty has helped prop up the regime. "People survive on a day-to-day basis," says a young Cairo lawyer. "They can't go for long without a daily wage and daily bread, so they can't afford to make trouble."

    Economic strains have squeezed better-off Egyptians, too, but other factors raised their anger with Mr Mubarak's government to boiling point. Even to a people inured to politics as a farcical pageant, the blatant fakery of parliamentary elections held in November and December, which virtually shut out any opposition players, seemed a lurid insult, added to the injury of Mr Mubarak's apparent plan to foist upon them his son Gamal as their next ruler. Equally lurid are the tales of corruption involving not just rich businessmen but also institutions of Mr Mubarak's state. Dismay over police cruelty has also risen, especially after an incident in June when plainclothes agents in Alexandria beat to death a young internet aficionado, Khaled Said, spawning a Facebook campaign that prompted silent vigils across the country.

    That such overlapping concerns seemed unlikely ever to coalesce into political action testifies to the effectiveness of Egypt's police state. This relies less on repression than on co-opting, dividing and, perhaps most important, demoralising potential challengers. Its other prop has been a political shell-game, whereby Mr Mubarak and his inner circle simply blame any shortcomings on his ministers, and explain repression as a needed defence against menacing Islamists. Despite rising calls for change, bitter quarrels—between Islamists and secularists, conservatives and leftists—have dissipated the energies of Egypt's opposition.

    Two new factors seem to have tipped the balance. One was the emergence of loosely related groups pressing for reform, run via the internet by youths of generally secular outlook but no particular ideology. Some coalesced around labour rights. Some promoted human rights or academic freedom. Others were inspired by the appearance on the scene of Mohamed ElBaradei, the Nobel prize-winning former head of the International Atomic Energy Agency, the UN's nuclear watchdog. For such a respected figure to demand an end to dictatorship seemed a breath of fresh air to educated Egyptians. Some of these groups studied other people-power movements, such as Serbia's, and began quietly organising for a similar campaign.

    The second factor was Tunisia. It was not only the speed and success of its revolt that convinced many Egyptians that their regime might prove equally flimsy. The most obvious outcome of Tunisia's unrest was the exit of its president, Zine el-Abidine Ben Ali, after 23 years of rule. His flight to exile in Saudi Arabia concentrated Egypt's dissident minds on the one thing they could all agree on: the demand that Mr Mubarak should go.

    Revolution's trigger

    The Facebook page for solidarity with Mr Said, the victim of police brutality, was what drew the widest audience for the idea of a "day of rage" to be held on January 25th. Yet few among the page's 375,000 followers anticipated the impact this would have. The peaceful crowds that turned out that day were not huge: they numbered in the tens of thousands only in Cairo and Alexandria. By the end of the day, police recaptured Tahrir (Liberation) Square, the symbolic heart of Cairo, in a brutal charge.

    But the eruption of protests in nearly all Egypt's main cities at once had proved a stunning shock. As in Tunisia, the regime appeared paralysed at first. It responded solely through security measures, such as cutting off mobile telephones, text-messaging services and the internet. By the time Mr Mubarak decided to speak, three days later, it seemed too late to turn the tide.

    Demonstrations on Friday January 28th prompted him at last to break his silence. Protesters were numbered not in tens but in hundreds of thousands, including people from all walks of Egyptian life. In Cairo itself pitched battles between protesters and riot police raged in more than a dozen places, leaving scores dead and thousands wounded. Flames roared through the halls of Mr Mubarak's National Democratic Party in Tahrir Square, where youths danced amid the lingering fumes of tear-gas around the smouldering wrecks of overturned police vehicles. When night fell it was not only the riot police who retreated, beaten and exhausted. The entire uniformed manpower of Egypt's mammoth Ministry of Interior, amounting to perhaps a million policemen, vanished from the country's streets.

    Exactly as in Tunisia, their suspiciously complete exit sparked a wave of looting, vandalism and banditry. Rioters breached the walls of several of Egypt's main prisons, freeing more than 20,000 convicts, including several hundred on death row. In the strategic north-east corner of Sinai, along the border with Gaza, local Bedouin blew up police stations and grabbed their arsenals. Reports from Alexandria claimed that some 20,000 police guns had gone missing. The city of Suez, where the toll of casualties was particularly high, fell entirely into the hands of protesters.

    The evacuation of police also fanned rumours, backed by reports of security agents engaging in arson and thievery, that the chaos was planned. If so, it had its effect. Despite the hasty organisation of citizen militias, reports of roving bands of thugs terrified many, especially in poorer districts. This kept people at home, away from the demonstrations. As bread became scarce in the shops and salaries went unpaid, many also began blaming the protesters for provoking chaos.

    The regime hangs on

    With his police in disgrace, Mr Mubarak sent in his army and decreed what only weeks before would have been seen as a radical change. He appointed as vice-president his dour, dapper 74-year-old intelligence chief, General Omar Suleiman. Since Mr Mubarak had never anointed a deputy, this was widely seen as a first step to his own graceful retirement. He also picked a new prime minister, a former air-force commander, Ahmed Shafik.

    The army's intervention has been broadly greeted with relief, particularly since its command declared it would not use force. But Mr Mubarak's other moves did not assuage protesters, now joined by the enraged families of those injured by police in previous clashes, as well as by the full might of previously hesitant Islamist groups, led by the Muslim Brotherhood.

    The cabinet soon sworn in by Mr Shafik retained half the ministers of the previous government, a sign, perhaps, of the difficulty of manning what many perceived as a sinking ship and a signal, to some, that Mr Mubarak was up to his old trick of blaming failings on subordinates, in this case the outgoing ministers. The new vice-president failed to impress with a brief statement, his only public appearance so far. Mr Suleiman said he was open to talks with opposition forces, and would respect court verdicts over challenges to December's election results. This could prove a big concession, since many jurists say the whole vote was fraudulent.

    Not surprisingly, protests mounted to a new pitch. Despite the continued suspension of the internet and text-messaging, and the blockage of rail and road links into Cairo, a crowd of nearly half a million crammed into Cairo's centre on February 1st, overspilling Tahrir Square onto adjacent streets and bridges. As many as 100,000 also marched in Alexandria.

    Citizens find a voice

    Knocked back, Mr Mubarak replied with the skill of a seasoned general. In a masterful speech that night, he declared that he had never intended to run for a sixth term this September, without explaining why he had never revealed this before. He also said he would revise articles in the constitution, inserted by himself, that narrowly restricted the field of presidential challengers. He restated his willingness to negotiate with the opposition, and reasserted his paternal concern for the people. "I am a military man and it is not my nature to abandon my duties," he said gravely. "I have defended the soil of Egypt and will die on it, and be judged by history."

    To protesters camped in Tahrir Square, who had spent days screaming for his departure, this was again far too little, too late. But many other Egyptians, particularly the elderly and the poor, saw it as a dignified way out of the impasse. Amid a backlash of pro-Mubarak sentiment the next day, foreign newsmen were attacked by Egyptians accusing them of plotting to undermine stability. In Alexandria and Cairo large pro-Mubarak mobs of youths, some reportedly fortified by plainclothes thugs and paid criminal stooges, tried to storm the protesters' camps, leading to mêlées in which dozens were injured.

    Such dirty tactics, accompanied by calls from the army, which has remained scrupulously neutral, for the protests to end, suggest that Mr Mubarak's regime believes it can complete what appears to be a well-devised script. Middle-class protesters will be frightened back to their homes, and most ordinary Egyptians relieved to see the unrest end. The president's opponents will be able to declare that they have won key reforms. But the regime will remain in charge, controlling the pace of change.

    Whether this will succeed in restoring stability remains to be seen. Egypt has now become starkly polarised. The fury against Mr Mubarak felt by many has only increased. Despite numbers thinned by the defection of those fearful of getting hurt, the anti-Mubarak protesters may still be able to mount mass protests, perhaps after Friday prayers. The Muslim Brotherhood has declared that it will not negotiate with the government until Mr Mubarak steps down. Mr ElBaradei has described pro-Mubarak demonstrations as criminal acts by a criminal regime.

    From pharaohism to democracy

    As Egypt's powerful state regroups its forces and continues to capitalise on fears of insecurity, Mr Mubarak's men may have their way. Still, even within his army, which has so far remained loyal to the president, many may believe that only Mr Mubarak's departure can calm Egypt's streets. The president could possibly announce an early retirement on health grounds. But if there is one quality Mr Mubarak has shown during his three decades of rule, it is stubbornness.

    Whatever the outcome, it is already clear that Egyptian society as a whole has evolved. Despite the ugly clashes of recent days, the change has mostly been peaceful. Egyptians have graphically demonstrated that they will no longer accept the old rules. They are moving, in the words of Fahmi Huweidi, a popular columnist sympathetic to the Muslim Brothers, from pharaohism to democracy.

    Even if protests fizzle for the time being, a certain pride of reclaiming possession was vividly in evidence. Protesters in the notoriously trash-strewn megalopolis of Cairo swept and tidied the squares they occupied, and ordinary Egyptians cheerfully and quite efficiently directed traffic or joined neighbourhood patrols in the absence of police.

    In the posh district of Zamalek, one volunteer manning a citizens' roadblock at night gleefully displayed a photo he had taken with his mobile phone, showing his patrol demanding to see the driving licence of a police officer whose car they had stopped. In such ways, Egyptians have begun to establish themselves as citizens of their own country.


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    Rodrigo González Fernández
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    Diplomado en "Gestión del Conocimiento" de la ONU

     CEL: 93934521
    Santiago- Chile
    Soliciten nuestros cursos de capacitación  y consultoría en GERENCIA ADMINISTRACION PUBLICA -LIDERAZGO -  GESTION DEL CONOCIMIENTO - RESPONSABILIDAD SOCIAL EMPRESARIAL – LOBBY – COACHING EMPRESARIAL-ENERGIAS RENOVABLES   ,  asesorías a nivel nacional e  internacional y están disponibles  para OTEC Y OTIC en Chile

    Saturday, January 29, 2011

    January is National Mentoring Month Posted on January 29, 2011 by lynnsideedition

    mentor chile

    January is National Mentoring Month

    Posted on January 29, 2011 by lynnsideedition

    1


    I can't let the month slip into the past without mentioning that January is National Mentoring Month. According to Mass Mentoring, the word mentor is from the Greek meaning steadfast or enduring and is the one-on-one or group relationship that one or more adults develop with a child or group of children to help them succeed. January 26 was Youth Mentoring day, and I was privileged to attend a ceremony at the statehouse where one of my colleagues at Big Brothers Big Sisters received the Ignite award for excellence in mentoring.

    According to the Edna McConnell Clark Foundation, children with adult mentors are more likely to have fewer unexcused absences from school, better attitudes and behaviors at school, and better chances of attending college than similar youth who do not have a mentor. Children with mentors are also less likely to engage in drug or alcohol abuse as well as other "problem" behaviors.

    So the next time you see Representative Robert Fennell, thank him for being an advocate of mentoring.  From signing on to amendments and naming mentoring as a budget priority, to voicing support for mentoring with leadership, he has worked tirelessly on behalf of young people across the Commonwealth. Rep. Fennell owns the Capitol Diner in Downtown Lynn, so stop by and ask him about mentoring.

    I would be remiss if I did not take this opportunity to once again thank all of the people who gave money in support of mentoring by sponsoring me in the Rodman Ride for Kids this past September. You too deserve credit for stepping forward and making the decision to help Big Brothers Big Sisters of Massachusetts Bay reach more kids in need of a mentor.

    Finally, I ask you to contact your state legislator in support of line item 7061-9364 of the FY12 budget, Mentoring Matching grants. In FY11 this program was funded at $100,000, an 86% decrease from FY09. This year, an investment of $250,000 would create and support at least 500 mentoring relationships in Massachusetts and leverage an additional $250,000 from the private sector through the match requirement.

    I witness the work that goes into creating and supporting lasting relationships for children in need, and can tell you it is money well spent. Stay current on state and federal legislation that impacts youth mentoring programs by subscribing to alerts from Mass Mentoring and responding to requests  by calling and/or emailing legislators at critical points in the budget process.

    To all my mentors: thank you.


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    Rodrigo González Fernández
    Diplomado en "Responsabilidad Social Empresarial" de la ONU
    Diplomado en "Gestión del Conocimiento" de la ONU

     CEL: 93934521
    Santiago- Chile
    Soliciten nuestros cursos de capacitación  y consultoría en GERENCIA ADMINISTRACION PUBLICA -LIDERAZGO -  GESTION DEL CONOCIMIENTO - RESPONSABILIDAD SOCIAL EMPRESARIAL – LOBBY – COACHING EMPRESARIAL-ENERGIAS RENOVABLES   ,  asesorías a nivel nacional e  internacional y están disponibles  para OTEC Y OTIC en Chile

    Friday, December 17, 2010

    Automotive Franchising Opportunity Express Oil Change and Service Center Certified A World-Class Franchise

    Automotive Franchising Opportunity Express Oil Change and Service Center Certified A World-Class Franchise

    This post was written by Julie on December 17, 2010
    Posted Under: Automotive Franchises
    Automotive Franchising Opportunity Express Oil Change and Service Center Certified A World-Class Franchise

    Automotive Franchising Opportunity Express Oil Change and Service Center Certified A World-Class Franchise

    Automotive franchise Express Oil Change and Service Center has received World-Class Franchise® certification from the Franchise Research Institute® and FranSurvey®.

    The recognition comes after an independent survey conducted by the Franchise Research Institute of which 75.8 percent of Express Oil Change and Service Center automotive franchise owners participated. The survey was designed to determine the level of franchisee satisfaction within the Express Oil Change and Service Center franchise system.
    "For the past seven years Express Oil Change and Service Center has turned to the Institute to conduct annual surveys of their franchisees to obtain honest feedback about their franchise system," said Jeff Johnson, founder and CEO of Franchise Research Institute. "The company understands that using unbiased, confidential, third-party research is the best way to judge what is working well and what needs to be improved for its franchisees."
    The survey asked Express Oil Change and Service Center franchise owners to rate their franchisor through a series of questions in categories such as overall growth potential, quality, support and communication.
    Among the most notable responses received from Express Oil Change and Service Center franchisees:
    96 percent of franchisees gave a positive rating to the overall quality of the Express Oil Change and Service Center franchise system
    96 percent of franchisees stated they would recommend the Express Oil Change and Service Center franchise to a prospective franchisee
    96 percent of franchisees agreed with the statement, "My franchisor and I are committed to a long positive, long term relationship"
    100 percent gave a positive grade to Express Oil Change and Service Center's initial training
    It takes a very strong franchise training and support program to obtain this high level of satisfaction," said Johnson.
    Donald Larose, Senior Vice President Of Franchise Development for Express Oil Change and Service Center, agrees with Johnson that the results are exceptional and reinforce that the decisions made at the corporate level are helping franchisees build strong businesses.
    Birmingham-based Express Oil Change & Service Center is a recognized leader in the quick-lube and automotive service industry and the largest independent quick-lube chain in the Southeast with both corporate and franchise-owned locations. Express Oil Change has more than 170 locations in ten states: Alabama, Florida, Georgia, Mississippi, North Carolina, Oklahoma, South Carolina, Tennessee, Louisiana and Texas. More than 100 locations are franchise-owned. Click here for ore information on Express Oil Change and Service Center franchise opportunities.
    The Franchise Research Institute has certified the following World-Class Franchises during the past year:
    Alphagraphics
    Auntie Anne's
    BrightStar
    City Wide
    CMIT Solutions
    ComForCare Senior Services
    Comfort Keepers
    Compound Profit
    Express Employment Professionals
    Fibrenew
    The Goddard School
    Great Harvest Bread
    The Interface Financial Group
    Liquid Capital
    Miracle-Ear
    Money Mailer
    Mosquito Squad
    Pop-A-Lock
    ReBath Corporation
    Speedpro Imaging
    Spherion
    Spring-Green
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    Rodrigo González Fernández
    Diplomado en "Responsabilidad Social Empresarial" de la ONU
    Diplomado en "Gestión del Conocimiento" de la ONU

     CEL: 93934521
    Santiago- Chile
    Soliciten nuestros cursos de capacitación  y consultoría en GERENCIA ADMINISTRACION PUBLICA -LIDERAZGO -  GESTION DEL CONOCIMIENTO - RESPONSABILIDAD SOCIAL EMPRESARIAL – LOBBY – COACHING EMPRESARIAL-ENERGIAS RENOVABLES   ,  asesorías a nivel nacional e  internacional y están disponibles  para OTEC Y OTIC en Chile

    Wednesday, November 24, 2010

    FRANQUICIAS Civil Servants Well Placed to Become Successful Franchisees

    Civil Servants Well Placed to Become Successful Franchisees


    Franchise Opportunity

    Franchise Requirements

    Franchise Information

    Franchise News

    FOR IMMEDIATE RELEASE
    NOVEMBER 24, 2010

    November 24, 2010 // Franchising.com // Civil Servants are well placed to become successful franchisees, according to leading greeting card publisher and franchisor, Card Connection.

    "Despite the downturn, the franchise industry has seen continued growth and in the UK the sector is now estimated to be worth more than £11 billion," explains Andrew Cutler, sales and franchise director of Card Connection. "However, one of the main challenges facing franchise companies today is recruiting quality franchisees. We believe civil servants could be ideally placed to help fulfil this need. Management skills combined with the experience to interact with a diverse group of stakeholders and an ability to get the job done within boundaries of a public sector environment will be valuable when it comes to running a serious franchise operation.

    "With many government departments facing cuts, Civil Servants may be re-evaluating their career options," continues Cutler. "For those looking at starting their own business, franchising is worthy of consideration as many provide the opportunity to earn an income from day one. In addition, marketing and training is provided, giving the flexibility of self employment with the support of an established company in the background, which therefore reduces the risk of start-up significantly.

    "The recent increase in the availability of management franchises also now offers an exiting opportunity for ex-Civil Servants," continues Cutler. "As well as the chance to take advantage of corporate experience putting skills such as delegation, people management, planning, budgeting organisation, time management, communication, customer-facing and negotiation skills into play, larger management franchises take advantage of economies of scale and franchisees can capitalise on exponential profit margins as the business grows."

    Card Connection has limited UK vacancies for those who are keen to run an expanding business. Successful candidates would ideally have some management experience as, once established, they would be expected to employ a small team, operate a warehouse and have several liveried vans on the road.

    Because the franchise networks in the UK and Ireland are complete, the available opportunities now consist of acquiring an already-established territory from an existing franchisee. These vary in price according to their level of development, but start at £20,000 (+ stock) with earnings potential in excess of £50,000 per annum. For further information and for a list of territories for sale see: www.card-connection.co.uk

    About Card Connection

    Card Connection is one of the UK's most successful card publishers and is the market leader in the franchised distribution of greeting cards.

    The company was established in 1992 and became a Full Member of the British Franchise Association in 1995. It now distributes greeting cards to around 15,000 outlets through its network of 85 franchisees.

    Source: Card Connection


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    Thursday, November 18, 2010

    Make Meetings Work: Fight the PowerPoint

    Make Meetings Work: Fight the PowerPoint

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    PowerPoint overload! Hundred-twenty-minute snoozefests! Inconclusive conclusions! We all know how meetings can go wrong. In this fifth in a series of posts on personal productivity, Bob Pozen, chairman emeritus of MFS Investment Management and senior lecturer at Harvard Business School, tells HBR's Justin Fox how to structure meetings that don't waste anybody's time.

    JF: What are your rules for meetings?

    First, almost every meeting can be completed in one hour or at most 90 minutes. At 90 minutes, people turn off — they get tired and they stop paying attention. If you try to extend a meeting beyond 90 minutes, the diminishing returns are staggering.

    Second, you should have meeting materials delivered the day before or the night before by email. All materials should have a one-page executive summary, and the assumption should be that everyone has read at least the summary before the meeting starts.

    There are so many meetings at which the presenters just slog through 20 or 30 PowerPoint slides. But they've already sent the material in advance to the participants so this is a terrible waste of time. In my view, the presenter should give a five or 10 minute introduction to set the stage and tee up the key questions, and leave the rest of the time for discussion and formulation of an action plan.

    JF: If somebody comes with a PowerPoint presentation, do you just say: "Look, you already gave me those slides, so I don't want to see these PowerPoints?"

    Usually, I let them go on for a little while to see if this is just an introduction. But if they start to drone on, I would say, "Look, you've already given us this material, which we've all read. And there's some really excellent analysis in this material. So let's see if you can focus us on the key points we need to discuss and decide upon."

    JF: What's your strategy in structuring a meeting?

    There are two typical styles for leading meetings, both of which are problematic. One is the very open leader who says, "OK, let's have everyone's ideas about what we should do." But that leader has not given any structure to the conversation, so the participants can waste a lot of time. The other sort of leader is authoritarian. He or she says: "This is my view about where this project should head. And here are the steps I believe we need to take." Then the participants are likely to be afraid to say that this whole plan makes no sense.

    I take a third approach, which could be called the rebuttable presumption. It is designed to focus the discussion and encourage debate. I might say, "Here is the area where we really need to do something. But it is a difficult area and there are several ways to address the problems. Now this is my tentative view of the path we should take, but I could be wrong. I want you to feel free to disagree and offer alternatives." And then you have to be willing actually to discard or modify your plan if someone comes up with a better one.

    If someone comes up with a truly new idea in a meeting, I embrace it enthusiastically. How many times do you hear a totally innovative idea? If you embrace new ideas, you will attract creative people to work for you because they see that you really value innovative contributions.

    JF: Do you have a particular way of closing meetings?

    At the end of a meeting, I will always ask, "Where are we going to go from here? What are the to-do's and who's going to do them and when will they be delivered?" I want the meeting participants to agree on a set of deliverables and to set their own timetable. Then they will have an ownership interest in the follow up, rather than just going along with my directions. And they often select a more aggressive timetable than I would have the nerve to suggest.

    Update: Pozen responds to a question about conference calls in the comments below.

    The previous posts in this series were on daily routine, speed reading, speed writing, and prioritization.


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    Thursday, November 11, 2010

    Cómo preparar el mejor café

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    ¿A QUIEN NO LE GUSTA TOMAR UN BUEN CAFÉ?

    Cómo preparar el mejor café

    Por:  Tomás García  
     

    Si eres de quienes disfrutan una buena taza de café, entonces sabes que esta bebida caliente acompaña bien cualquier actividad. Ya sea que estés navegando en Internet, leyendo un libro o trabajando, siempre es un buen momento para tomar café. Es por eso que decidimos hacer una guía sobre la mejor manera de hacer un café, siguiendo unos pasos simples y utilizando granos de café, un molinillo y una prensa francesa, también conocida como cafetera de pistón.

    Probablemente te estés preguntando, qué hace una guía para hacer café en un sitio dedicado a la tecnología. Pues es simple: no hay nada mejor que sentarse en el ordenador con una deliciosa taza de buen café. Y nuestro objetivo es que tú consigas esa misma experiencia de la manera más simple y económica posible, ya sea para trabajar o simplemente navegar por Internet. Porque mientras que hacer café con granos ya molidos en una cafetera de filtro está bien, puedes sacar mucho mejor sabor de una manera más veloz y sin gastar mucho más dinero. Está más que claro que esta nota apunta a quienes buscan invertir un poco más, a favor de un mucho mejor café.

    De esta manera, a continuación explicaremos cómo hacer una excelente taza de café utilizando café en granos, un molinillo eléctrico y una prensa francesa. Luego también explicaremos cómo hacer leche con espuma en la misma prensa francesa, en caso de que tomes el tuyo con leche. Lo bueno de este método, es que aunque no tengas las herramientas necesarias, como el molinillo o la prensa francesa, pueden conseguirse por un precio muy económico en cualquier tienda del mundo.
    Café en granos, un molinillo y una prensa francesa es lo único que necesitas.
    Café en granos, un molinillo y una prensa francesa es lo único que necesitas.

    Introducción al Café

    Ahora bien, si comenzamos desde el principio, debemos decir que el café por lo general se consigue de dos plantas diferentes: Robusta y Arabica. Mientras que la primera tiene un sabor más amargo y mayor nivel de cafeína, la Arabica tiene un sabor más liviano y menos cafeína. Es por eso que, por lo general, la Robusta se utiliza para el café envasado. Esta información es importante más que nada porque cuando estés por comprar los granos, saber con qué planta se hizo te ayudará a saber cómo será el resultado final.

    Los granos conservan el sabor y aroma y garantizan un mejor café.
    Los granos conservan el sabor y aroma y garantizan un mejor café.

    Granos de Café

    La razón por la que se usan granos de café sin moler, es porque al momento que se muelen comienzan a perder el sabor y el aroma, de modo que aquella bolsa que tienes guardada en tu alacena está descomponiéndose cada vez más rápido. Lo más recomendable es comprar una buena mezcla de granos de café, guardarlos en un recipiente cerrado donde no estén en contacto con la luz o el aire y, si se quiere acelerar el proceso, tener ya molido aquello que se usará en la semana, guardando el resto en un lugar oscuro y fresco. Ahora bien, ¿qué café comprar? Esto es algo que habrá que probar por uno mismo, porque cada país tiene el suyo. Nuestra recomendación son granos sueltos y no alguna marca popular de café envasado en granos.

    Los granos en el viejo y confiable molinillo eléctrico. Puedes usar uno manual si quieres.
    Los granos en el viejo y confiable molinillo eléctrico. Puedes usar uno manual si quieres.

    Molido de los granos

    A la hora de moler granos de café se necesita un molinillo, que puede ser manual o eléctrico. Algunos creen que el manual es más adecuado porque te permite tener mejor control sobre el tamaño de los granos, pero en mi experiencia, ambos funcionan igual de bien. Es muy importante conseguir que los granos sean grandes e uniformes, ya que si son muy pequeños pueden entregar menos sabor y filtrarse a la hora de presionar el émbolo de la prensa francesa.

    Los granos deben ser uniformes.
    Los granos deben ser uniformes.

    Temperatura del agua

    La mejor temperatura del agua para hacer café es entre 90 grados y 96 grados centígrados, es decir justo antes del punto de ebullición. Pero si no tienes manera medir la temperatura, que es lo más probable, lo mejor que puedes hacer es hervirla y luego dejarla estar por 10 o 15 segundos, para que la temperatura disminuya hasta el nivel deseado. También se recomienda mojar con agua tibia la prensa francesa, ya que dejar caer agua casi hirviendo en un recipiente de cristal o vidrio no es lo más recomendable.

    Si la prensa se empaña cuando viertes el agua, es una buena señal (siempre y cuando no explote).
    Si la prensa se empaña cuando viertes el agua, es una buena señal (siempre y cuando no explote).

    La Prensa Francesa

    ¿Por qué usar una prensa francesa para hacer café? Como siempre, todo se trata de gustos, pero la prensa francesa es la opción más económica que a la vez puede hacer el mejor café. Por lo general se utiliza una cafetera tradicional con filtros, pero los filtros mismos le quitan a los granos muchas de las propiedades que le brindan el sabor. Además, generalmente trata con temperaturas más bajas de las recomendadas para hacer un buen café. Y ni hablar de la diferencia de precio, ya que puedes conseguir una prensa francesa por mucho menos de lo que pagas por una cafetera tradicional de buena calidad.

    La prensa francesa es económica y puede extraer mucho sabor de los granos de café.
    La prensa francesa es económica y puede extraer mucho sabor de los granos de café.

    Preparación

    Hablar sobre cantidades por agua es muy relativo, porque depende de cómo le guste el café a cada uno y el tipo de café que se utilice. La mejor manera de saber es probar y ver qué tal sale la primera vez, para luego perfeccionar la técnica. Lo ideal serían cuatro cucharadas de café cada 220 centímetros cúbicos de agua. Pero como dijimos, comienza ahí y experimenta con las medidas para obtener el café que mejor le guste a tu paladar. Primero coloca el café en la prensa, luego vierte el agua y revuelve por unos segundos con una cuchara no metálica. Ahora que tienes todos los elementos en su lugar, colócale la tapa, sumerge la prensa medio centímetro sobre el café y, déjalo estar, porque viene la parte más importante.

    Maceración

    Este es el paso más simple y más importante de hacer un buen café con prensa francesa. Lo que debes hacer es dejarlo estar por 4 minutos de reloj, para que el agua libere el sabor de los granos de café. Ten en cuenta que mientras más tiempo lo dejes, más fuerte saldrá el café, de modo que si por lo general lo tomas liviano, tal vez deberías esperar entre tres minutos y tres y medio. Una vez que el tiempo haya pasado, baja el embolo de manera firme y sin torceduras, ya que podría dejar pasar alguno de los granos de café.

    Luego de mezclar el agua y los granos, deja el café estar por 4 minutos.
    Luego de mezclar el agua y los granos, deja el café estar por 4 minutos.

    Leche con espuma

    El paso final es tan solo para quienes quieran tomar su café con leche y espuma. Y la única manera de lograr una espuma consistente es con leche hirviendo. Primero debes pasar lo que sobró de café en un termo y limpiar la prensa francesa. Luego, llena una taza de leche y hiérvela, tratando de no quemarte en el proceso. Acto seguido, vierte el contenido en la prensa francesa limpia. Es importante no llenarla ya que con la espuma el nivel de líquido aumentará considerablemente. Una vez que la leche esté dentro y humeante, solo coloca el émbolo y sube y bájalo hasta conseguir espuma. Lo mejor es subir el émbolo sobre la superficie de la leche para obtener la mejor espuma. Entre 10 y 15 repeticiones debería ser suficiente.

    Con 10 repeticiones la leche queda así.
    Con 10 repeticiones la leche queda así.

    Como dijimos varias veces a lo largo de la nota, la mejor manera de sacar un café delicioso es experimentando con los distintos tipos y tamaños de granos y cantidades de café y agua, pero esta es una guía para tener en claro la idea básica de cómo sacar lo mejor de los granos de café y la prensa francesa, una herramienta perfecta para hacer entre una y tres tazas de café en menos de 10 minutos. Nuestra recomendación final sería que luego de perfeccionar la técnica, compres los granos de café más exóticos que veas, porque podrás sacar los mejores sabores de cada uno de ellos.

    Resultado Final

    ¡A disfrutar!
    ¡A disfrutar!

    Fuente:
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    Saludos
    Rodrigo González Fernández
    Diplomado en "Responsabilidad Social Empresarial" de la ONU
    Diplomado en "Gestión del Conocimiento" de la ONU

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    Wednesday, November 10, 2010

    ABOGADOS, ATENCION ESTUDIOS JURIDICOS: Diez pasos para ser percibido por el mercado

    Diez pasos para ser percibido por el mercado

    Alessandra Machado Gonçalves & Marco Antonio P. Gonçalves

    Publicado na edição n° 39 da revista
    Marcasur (outubro-dezembro de 2010)


    1. Tener un enfoque de negocios. Usted no puede tomar ninguna acción en términos de marketing sin tener un foco.

    2. Escribir artículos. Escribir es una habilidad esencial para cualquier abogado. Hacerlo sin jerga legal con el fin de ser entendido por el lector.

    3. Mantener un blog. El punto es que usted debe escribir con cierta regularidad y puede ser una buena idea iniciar un blog. Es una buena manera de iniciar conversaciones con el mercado.

    4. Hacer presentaciones. ¡Decir que es tímido no vale de excusa! Hablar en público, a partir de un objetivo y desprovisto de jerga legal, es una gran manera de ser percibido por el mercado como una autoridad en el tema que eligió. Se dice que la palabra hablada crea una percepción de conocimiento entre el público mucho mayor que la palabra escrita.

    5. Hacer presentaciones a través de Internet. Luego ir a hablar a través de Internet. Usted puede promover conferencias con diapositivas, vídeo, audio y chat y además, interactuar con los participantes. Por ejemplo: a un grupo selectos de clientes.

    6. Grabar podcasts y videocasts. Cualquier persona en posesión de un ordenador con webcam y micrófono, o incluso un teléfono celular puede grabar podcasts (sólo audio) o información vodcasts (vídeo). Los podcasts están disponibles en el sitio de su oficina o idealmente, en su blog. Lo mismo ocurre con los videos y corto, puede ser alojado en YouTube o en otro sitio en el género. Ejemplo: Registrar y difundir videos cortos respondiendo a preguntas comunes sobre la ley del consumidor dirigida a él mismo de los consumidores.

    7. Presencia en redes sociales de Internet. Registrarse y participar en alguna red profesional y social.

    8. Presencia en los medios de comunicación. La idea es que usted aparece en las noticias como un abogado que referente en un tema específico. Esto genera una gran cantidad de credibilidad en el mercado y es material para que usted pueda proporcionar a sus clientes actuales y potenciales.

    9. Práctica regular de contactos. Conocer gente nueva y entablar relaciones con ellos es obligatorio. Estar en contacto.

    10. Enfoque obsesivo con el cliente. Nada de lo que se ha dicho antes tiene ningún valor si no se realiza con enfoque en el cliente.

     

    Los autores. Son brasileños. Alessandra es socia ejecutiva de la consultoria Gonçalves & Gonçalves Marketing Jurídico y especialista en marketing y desarrollo de negocios para abogados corporativos. Marco Antonio es administrador de empresas y está especializado en marketing juridico y desarrollo empresarial para abogados de firmas corporativas. Junto com Silvia Hodges (Italia) elaboró la primera investigación sobre la situación del marketing legan en América Latina, patrocinado por la Legal Marketing Association (EUA) y publicada en la edición 30 de Marcasur en el año 2008.


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    Monday, October 18, 2010

    Abogados chilenos dictan seminario sobre manejo de reclamos catastrófico en Londres

    Abogados chilenos dictan seminario sobre manejo de reclamos catastrófico en Londres

    Con un panel de distinguidos especialistas extranjeros en el campo del Derecho Marítimo y un enfoque centrado en el manejo de reclamos catastróficos, se realiza este martes el seminario "Dealing with big casualties in foreign jurisdictions" en el Trinity House de Londres, donde participarán como relatores abogados chilenos del estudio Larraín, Rozas, Lackington, Rencoret & Urzúa, L&R Abogados.
    La actividad pretende repetir el éxito alcanzado en sus versiones anteriores y continuar consolidándose como uno de los principales foros de esta disciplina a nivel internacional.
    Los contenidos que se abordarán en el seminario han generado gran interés entre los profesionales del sector, ya que permitirán analizar casos como el ocurrido recientemente en el Golfo de México tras la explosión de la plataforma Deepwater Horizon de la compañía British Petroleum (BP), y su impacto en la práctica de abogados marítimos, controladores de reclamos, aseguradores, operadores y todos los involucrados en el negocio naviero.
    En esta oportunidad, el programa se dividirá en tres sesiones que abarcarán temas de interés común, basándose principalmente en el manejo de grandes catástrofes mundiales e incluyendo diferentes tópicos, como seguros, investigación, limitación y conflictos de leyes, aplicándolos además a experiencias prácticas que se relacionan con la actividad marítima.
    Expositores internacionales
    Además de la participación de los chilenos, el evento cuenta con el auspicio de importantes firmas legales de diversos países.
    Asistirán abogados de Argentina, Brasil, Canadá, Dinamarca, Francia, Alemania, Italia, Japón, España, Estados Unidos y Chile, entre otros, quienes participarán como relatores en esta actividad, que espera congregar a una audiencia compuesta por profesionales provenientes de varios continentes y especialidades vinculadas a la industria naviera.
    Por parte de L&R Abogados, expondrá Ricardo Rozas, socio que lidera el equipo naviero y de seguros / reaseguros de la firma. Al respecto, indicó que "estamos muy contentos por la respuesta al seminario. Adelantamos una gran concurrencia de excelente nivel y esperamos contribuir nuevamente a la discusión de temas relevantes desde la óptica de países muy diversos, pero de gran peso e influencia en la industria naviera y del transporte".
    upi/so/pa/cf

    Fuente:http://www.elmostrador.cl/ahora/2010/10/18/abogados-chilenos-dictan-seminario-sobre-manejo-de-reclamos-catastrofico-en-londres/
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    Diplomado en "Responsabilidad Social Empresarial" de la ONU
    Diplomado en "Gestión del Conocimiento" de la ONU

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    Wednesday, September 15, 2010

    LAWYRESCHILE Three Burning Legal Questions »

    Three Burning Legal Questions »

    'Law Enforcement Against Prohibition' Says California Should Legalize It

    Prop19flag Some police departments in California are now stretched so thin that they're already telling citizens straight up, "If you come home to find your house burglarized and you call, we're not coming." So you can imagine how they might feel about the possession and use of small amounts of marijuana: Legalize it.

    The Los Angeles Times reports (via Consumerist) that this is the view, at least, of a group called Law Enforcement Against Prohibition, which supports Proposition 19 that will be voted upon by Californians in November. Proposition 19 would make it legal to grow, possess and use up to an ounce of marijuana for personal use.

    LEAP says that legalizing marijuana under Proposition 19 will free up the police to focus its efforts on more serious crimes. LEAP members include former Orange County Judge James Gray and former San Jose Police Chief Joseph McNamara. Gray says that only retired law enforcement people like himself are free to speak out honestly on the subject, and that the opposition to Proposition 19 from other law enforcement groups is just a good show: "They have a political job, so they can't tell the truth," he said.

    LEAP members say that, among other things, passing Proposition 19 would:

    • cut down the number of drug arrests made in California by around 60,000 each year;
    • free up time for police to investigate things like murders and burglaries;
    • strike a blow against the drug cartels, which are are estimated to get around 60% of their money from illegal pot sales; and
    • bring in over $1 billion/year in tax revenue.

    Posted by Bruce Carton on September 14, 2010

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