Have You Done Your Cultivating Today?

by: Charity Adams

I grew up on a farm, moved to the big city, if there is such a thing in Nebraska, only to come home and marry the farmer 13 miles up the road from where I grew up. I know a thing or to about cultivating. To the non-agriculture readers cultivate on the farm means to go out into the field and run a machine through it to remove all the weeds and debris from the corn rows. This allows the corn to get all the nutrients that it needs to grow, so that when harvest comes around we have the best yield we can get.

Today was a cultivating day. My office was so stacked with crap, I could barely find the keyboard. I finally had to sit down and clear it out so that I could focus on the work that needed to be done.

Then I proceeded to look out the office door only to realize that the rest of the house was nearly as bad. I needed a machete to cut through the clutter just to find the kids.

Once the house was clean I noticed my 3 kids needed some extra tending so I shut off the phone and heaven forbid hit the power button on the computer. We played some games and even watched a movie.

Then I laid down for a long over due nap.

Work at home moms and dads need to take some time to cultivate something other than their work if they plan to be productive. Going 9 - 0 on the business, the house and the kids all at the same time will eventually take over your productivity. Your focus will be come skewed and you will begin to work more with less output. I bet that the moms and dads that are reading this can relate to these words.

We need to be reminded to stand back and cultivate the important things in life every so often and you will see a greater yield. Do you need to cultivate today?

About the author:
Charity Adams, CEO Mom, is the mother of 3 children under the age of 8. She has been an online entreprenuer for 8 years. Visit Charity's latest site Mercury Messenger News an Article Submission Site

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Get an Auto Loan the Smart Way

by: Joel Walsh

Did you know that most people pay hundreds or thousands of dollars more on auto loans than they have to? Get an auto loan the smart way. Read on.

Most people really get taken for a ride on their auto loan. Did you know that differences in the total cost of different auto loans can run into a thousand dollars or more? Here’s how you can get the lowest rate:

* Make a list of different auto loan lenders and their interest rates and terms, before you go to the dealer (the web is usually the easiest way to do that). Did you know dealers get a commission on the loans they refer? If you’re not careful, that extra bit of money for the lender could mean you pay a higher rate than you would if you got the loan yourself.

* Get a credit report and figure out your FICO scores. Removing any incorrect negative information from your report will help you get a better deal. Knowing exactly what your score is will help you figure out what interest rate you can realistically get.

* Have bad credit? Try going to your credit union, bank or another institution where you have a relationship. Lenders like to help out established customers. If your bank still won’t help, online "bad credit auto loan" lenders usually offer better less expensive loans than dealers who advertise their great deals for people with poor credit.

* Use a vehicle loan calculator. It will tell you what your loan will cost each month. It saves you the time of looking at vehicles you can’t afford, makes you aware of what information you’ll need to apply for a loan, and is a "reality check" of your financial condition.

* Comparison shop, comparison shop, comparison shop. You don’t get the least expensive car by choosing a dealer at random, and you won’t get the least expensive auto loan that way, either.

Start researching your options now:

Get credit reports and FICO scores here:

Use this vehicle loan calculator:

Comparison shop among these lenders:

About the author:
Joel Walsh is a regular contributor to Auto Loan, a website with information on car loan lenders, vehicle loan calculators, and other auto loan tools

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Employee Evaluations: Four Tips to Help Managers with Performance Review Conversations

by: Dick Grote

Managers talk with the people on their teams every day. Whatever the topic, most of these conversations happen with no stress, little anxiety, and minimal tension. But when the conversation is about an employee’s performance, anxieties often abound. Here are four ways to reduce the tension and defensiveness that too often surround performance evaluations.

1. Don’t wait for the meeting to deliver the performance appraisal form.

I worked for large corporations for fifteen years before beginning my consulting career. Every one of those companies — GE, United Airlines, PepsiCo — took performance appraisal very seriously. And my bosses at those companies also took their responsibilities for performance evaluation seriously as well. But all of my bosses kicked off the appraisal discussion in a way that was guaranteed to get it off to a bad start. How did they begin? They set up the time for the meeting and then waited until I was sitting across the desk to hand me their completed appraisal form.

At the start of the meeting my boss would give me his appraisal form and I would engage all of my speed-reading skills, whipping through the document as fast as I could to see what he had said about my performance. While I was reading the evaluation (and probably missing some key points in my haste to take everything in) my boss would be behind his desk, pretending to work, but in truth trying to gauge how I was reacting to the evaluation he had written.

What a terrible way to begin! Don’t wait until the meeting starts to give the employee your performance appraisal document. It’s far more effective to go up to the employee an hour or so in advance of the meeting, and say something like this: “Mary, you know we’re getting together at two o’clock to go over your performance appraisal. Here it is. Why don’t you take some time between now and then to review it? Read it carefully and jot down any questions that you’d like to ask.”

Giving the person the appraisal to review in advance of the meeting can lessen defensiveness. It allows her time to think about what you’ve written and prevents spur-of-the-moment reactions. You’ll usually find that giving the person a chance to read what you’ve written in advance produces much more effective business discussions.

2. Set a time frame (and give yourself an extra fifteen minutes).

Your discussion of a person’s performance evaluation may be one of the most important interactions you'll ever have with that individual; make sure you’ve allowed enough time. In most cases, an hour should be sufficient to review the appraisal document itself as well as discuss many of the other subjects that often pop up during performance reviews — development activities, career plans, and future goals and projects. Make certain that the very next activity you’ve scheduled after finishing the review isn't one that must begin at a set time. If you provide yourself with a little flexibility at the end, you can take the time to wrap up the discussion comfortably.

3. Don’t start by discussing the form itself.

Yes, the form is important, but the form simply serves as the formal record of your assessment of how well the individual has done over the past year. Rather than beginning with the first entry on the appraisal form and moving lockstep through the document item-by-item, it’s more effective to start by asking a general question that requires the employee’s thoughtful consideration: “Tim, you’ve had a chance to read the appraisal. Why don’t you start by telling me how you feel the past year has gone?” Then listen as the individual responds and continue the discussion from there.

4. Don’t fixate on getting the employee to agree with your performance appraisal.

One of the most common questions managers ask me during training sessions involves how they can gain an employee’s agreement with what they’ve written in the performance appraisal, particularly when what they’ve written isn't entirely favorable. “Don’t try!” is my advice to them.

What is a performance appraisal? It is a formal record of the supervisor’s opinion of the quality of the employee’s work. Pay attention to the key phrase, “. . . the supervisor’s opinion . . .”

Of course the employee is going to have a different opinion — all of us believe we’re above average. The goal in the performance review discussion is not to gain the employee’s agreement, although it is nice if that happens, the goal is to gain the employee’s understanding. As long as the employee understands how you came up with the evaluation, you’ve done your job. Of course, he may disagree (particularly if you’ve set the bar high and have tough, demanding standards). But don’t waste time trying to convince a person that you’re right and she’s wrong. The important thing is that she understands your expectations and how her performance was assessed.

There’s a lot more to conducting good appraisal discussions, of course. But these four tips should make a tough job just a little bit easier.

About the author:
Dick Grote is one of America’s best-known consultants on employee performance management. He is the Chairman/CEO of Grote Consulting Corporation and developer of the GroteApproach web-based performance management system at http://www.groteapproach.com

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Do You Need Bad Credit Help

by: Jeff Schuman

Are you one of thousands with no
credit and no collateral to help secure approval, or you just
have extremely bad credit and no one wants to help you, and all
you hear is stories and more stories?

Bad credit is a term used to describe a poor credit rating.
Common practices that can damage a credit rating include making
late payments, skipping payments, exceeding card limits or
declaring bankruptcy. Bad Credit can result in being denied
credit.

Bad credit can result in a negative rating from the credit
reporting agencies. Many factors can contribute to someone
getting a "bad credit" rating, among these are non-payment of an
account or late payments over an extended length of time.
Whether non-payment of an account is willful or due to financial
hardship, the result can be the same, a negative rating which
will result in a low credit score. However, lenders are more
willing to work with individuals if the person contacts the
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A credit score is defined as a statistical method of assessing
an applicant's credit worthiness. An applicant's credit card
history; amount of outstanding debt; the type of credit used;
negative information such as bankruptcies or late payments;
collection accounts and judgments; too little credit history,
and too many credit lines with the maximum amount borrowed are
all included in credit-scoring models to determine the credit
score.

Raising your credit score is possible. It's a well known fact
that lenders will give people with higher credit scores lower
interest rates on mortgages, car loans and credit cards. If your
credit score falls under 620 just getting loans and credit cards
with reasonable terms is difficult.

Here are five things that you can use to raise credit score.

1. Correct obvious mistakes.

Your credit score is what shows up in your credit report. Review
your reports from all three credit bureaus for accuracy once a
year as well as several months before applying for a loan.
Changing a mistake on your report can take 30 days to three
months, or more. Get Your credit report from the three major
bureaus: Experian, Trans Union and Equifax.

2. Pay Your Bills On Time

Your payment history makes up 35% of your total credit score.
Your recent payment history will carry much more weight than
what happened five years ago.

Missing just one payment on anything can knock 50 to 100 points
off of your credit score.

Paying your bills on time is the best way to get started
rebuilding your credit rating and raising your credit score.

3. Reduce your credit card balances.

A heavily weighted factor in your FICO score is how much money
you owe on your credit cards relative to your total credit
limit. Generally, it's good to keep your balances at or below 25
percent of your credit card limit, said Jeanne Kelly, founder of
The Kelly Group in Brookfield, Conn., which helps clients
improve their credit scores.

4. Don’t Close Old Accounts

In the past people were told to close old accounts they weren’t
using. But with today's current scoring methods that could
actually hurt your credit score.

Closing old or paid off credit accounts lowers the total credit
available to you and makes any balances you have appear larger
in credit score calculations. Closing your oldest accounts can
actually shorten the length of your credit history and to a
lender it makes you less credit worthy.

If you are trying to minimize identity theft and it's worth the
peace of mind for you to close your old or paid off accounts,
the good news is it will only lower you score a minimal amount.
But just by keeping those old accounts open you can raise credit
score for you.

5. Avoid Bankruptcy

Bankruptcy is the single worst thing you can do to your credit
score. Bankruptcy will lower your credit score by 200 points or
more and is very difficult to come back from.

Once your credit score falls below 620, any loan you get will be
far more expensive. A bankruptcy on your credit record is
reported for up to 10 years.

The reality of a bankruptcy is it will limit you to
high-interest lenders that will squeeze out high interest rate
payments from you for years.

It is better to get credit counseling to help you with your
bills and avoid bankruptcy at all costs. By getting credit
counseling instead of declaring bankruptcy you can raise credit
score over a much shorter period of time.

About the author:
Team-Schuman.Com contains the best make money online and make
money websites available today. If you want to make money check
us out here: http://www.team-schuman.com/badcredit.html

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Doing the Right Thing--Even When Her Job Was At Stake

by: Joe DiSabatino

Here’s a true story I’d like to share about doing the right thing—even when her job was at stake.

Her name is M. and she is an attorney who manages the legal department of an insurance company. As my coaching client I supported her through a really challenging ethical dilemma with her boss. She had finished giving her annual performance evaluations to her small team, two of whom received the highest marks. Their annual salary increments were based on these ratings.

M’s boss meanwhile was on a new track regarding performance evaluations. He felt that the trend in recent years was to for managers to be too generous. He wanted stricter accountability in certain areas and this meant lower ratings in general.

So he called her into his office one day and told her that he disagreed with one of the two highest ratings she had given. He wanted her to lower her evaluation for this individual.

M. genuinely respected her boss but felt that he was mistaken in this case. She really believed that the person to whom she had given the excellent rating deserved it. She thought it would be unfair and potentially very damaging to his morale and commitment to the job if his evaluation was lowered. So what to do?

M. had impressed me from the beginning of our coaching engagement with her deep connection to her spiritual values and how she tried to use them as guides in her work. She was nearing retirement age and was working on a Master’s degree in pastoral counseling, something she looked forward to doing at her church when her lawyer-ing days were over.

So after informing her boss that she didn’t want to change the evaluation rating of her direct report and why, he continued to pressure her to do just that. They had several conversations that didn’t create a win-win resolution.

We discussed her feelings, thoughts and options in a couple of coaching sessions. M. felt very strongly about her position and even concluded that, if push came to shove, she was willing to risk her job rather than back down on the issue. In fact, during one of our sessions, she was convinced her boss would fire her.

Fortunately for her, she was in a financial position where she could take an early retirement.

Would she have taken the same strong position on her value of fairness and honesty if she was at an earlier stage of her career? What if she had a young family to support—how would that have affected her willingness to compromise with her boss? Let’s face it, circumstances do play a role in how far we are willing to go to do the right thing. I guess everyone’s conscience operates differently, so there really isn’t any one “right” moral course of action in so many of the situations we face. We take everything into account—our values, our feelings, our needs, the needs of others who rely on us –and then we make the best ethical or moral decision we can. And that’s not always easy!

In a coaching session, we worked through the steps listed in the “Tips” section below. M. decided to stick to her guns and to let the chips fall where they may. Doing so had an interesting effect on her boss. He stopped trying to persuade her to lower the evaluation. Instead, he took full responsibility for his decision by lowering the evaluation himself and telling the employee that it was his decision. He prepared M. for what he was going to do and she had time to think it over before the three of them met together. She decided that, even though she disagreed with what he was doing, she could live with it as long as the employee knew where she stood.

During the meeting her boss took the high road and made it completely clear that the lowering of the evaluation was totally his choice and he gave M. the opportunity to state her position. The consequence of this was that her relationship with the employee remained solid and M. felt good about herself for taking a stand on one of her core values. Her respect for her boss increased because of the way he handled the situation in the end. The employee wasn’t happy, but his feelings were balanced out some by the show of integrity from both superiors, she found out later.

Notice how M.’s taking the moral high road influenced both her boss and her direct report to do the same. Instead of initiating a nasty grievance process or resigning, her employee dealt with his setback in-house rather than going outside for help or leaving.

This story strongly illustrates the ripple effect of putting trust and integrity principles into practice at a high level. When one person does this, it seems to turn on a light for others, and that’s really beautiful to behold. It’s so easy to take our cues from others, after all we’re social animals. But then someone comes along who takes their cues from somewhere else, from a place deep inside and we call that special place by so many different names. So when a courageous person does this, then we are all reminded that we have that place inside too, and we start to dare to live from there once again. I want to encourage you to be that courageous person.

If you are struggling with an ethical dilemma at work, and aren’t sure how to move forward, email or call me, and I’ll be glad to discuss the situation with you.

Tips for Doing the Right Thing When Facing a Tough Ethical Choice:

* Take your time. Before making a tough ethical decision at work, take the time to identify the core value you feel is in danger of being compromised in the situation.
* What are your needs? Once you identify your core value at play, clarify your needs in the situation. For instance, M. needed to act with fairness and honesty, to maintain her direct report’s high morale and commitment, and to continue her good working relationship with him.
* Look for the third alternative. What are your options for getting these needs met? This can be tricky, because if strong emotions come into play, which they often do, it’s human nature to narrow down our options to one or two courses of action, usually the ones at either extreme such as giving in or getting out. There may be a third alternative you just can’t see yet for meeting your integrity needs. In M’s case, the third alternative presented itself after she drew her line in the sand. I’ve seen that happen a lot. When you take a strong stand, the other person stops trying to change your thinking and changes their own instead.
* Wait and see. Sometimes, if possible, doing nothing is the best response to pressure to do something that feels unethical or against your conscience. The person applying the pressure just stops after a while, often because they regained their emotional balance.

About the author:
Joe DiSabatino helps leaders and organizations reach their goals by creating high-trust work environments. For more support and information about the importance of trust and integrity in business, visit: www.phoenixleadership.com

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