How to Project a Winning Image
Article Overview: Everthing you wear, say and do makes a statement about you!
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Free Download - Airport, Airplane Etiquette and Manners By Gloria Starr
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How to Project a Winning Image
Of all of the things you wear, your facial expression is the most important.
Smile: a real smile starts in the heart, show around the mouth and moves up to
the eyes and what you thought were wrinkles, are really your positive attitude
indicators. A genuine smile has a powerful and positive impact on others.
Select fabrics, colors and styles that emphasize your best features and that
minimize your less than perfect features. When you are well put together, people
remember that you look like a polished professional. This is called visual integrity.
Color plays an important role in the messages you send out. Darker colors have more power and authority than lighter colors. Avoid orange, yellow, mustard and
Olive greens in the corporate environment. Shiny fabrics are more appropriate after business hours.
Your accessories make a statement about you as well. Select a good quality pen. Your watch should be a classic, timeless piece of high quality. Slim down that fat wallet that adds a big bulge in your back pocket. Replace that worm out brief case.
Please, no back-packs in the business environment. Check your umbrella and luggage as well. Everything makes a statement about you. That statement is either working in your favor or working against you.
Your clothing, shoes and accessories make a non-verbal statement about you and people do make their judgments within just a few seconds. Select fewer items of higher quality.
Give someone your complete and undivided attention. Pay them a sincere compliment. If you have forgotten their name, just ask.
Polish, poise, posture and presence. You are the Message!
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Elevator Pitch in 10 Words
- "Winning Business Design For Aspiring Entrepreneurs Based On Their Idea"
Napoleon on Project Management
- Why do I include this in a list of books aimed at female entrepreneurs? Well...in the expectation that there are as many female history buffs as male ones, and in the belief that anyone interested in history will find this book fascinating, while those interested in project management will learn a thing or two.
I think this was the first "gimmick" book - an author using a historical figure (usually a male, military figure, it must be admitted) to talk about modern day business management. I refuse to read any of the kind that advocates - even obliquely - the techniques of the Sopranos or the Mossad - but these military ones are pretty fun.
Anyway:
Only in the understanding of history, Napoleon might say, do we gain an understanding of strategy in the present. In the same spirit, Napoleon on Project Management offers the recipe for successfully managing your commitments using the strategies, tactics and priorities that propelled Napoleon himself to victory. [The book doesn't gloss over how Napolean eventually fell in defeat, of course, and there's lessons to be learned there as well.
TOC
Foreword by Douglas James Allan (Napoleanic Society of America)
1. The Rise to Power
-The Skills to Succeed
-A Compelling Vision
-Diplomacy and Networking
-Lessons from the Great Campaigns
2. Napoleon's 6 Winning Principles
-Introduction
-Exactitude
-Speed
-Flexibility
-Simplicity
-Character
-Moral Force
3. The Downfall
-What Went Wrong
-Lessons from the Russian Invasion and Waterloo
-The Four Critical Warning Signs
-Napoleon's Legacy
Baby Buddy!
- To Whom It May Concern,
Thank you for taking the time to read this post. I am a young inventer. I have partnered with my brother to design a project which will aid everyday people in everyday tasks for everyday life. The problem we are having is exposure. My brother an I have partnered with a firm which is representing our project in efforts to bring it to market. This device allows you to see what your children are doing even if you are not in the room or area at all times. I am not totally certain what it is that I am able to disclose so I cannot go into great detail, but here is the information needed to recieve and review the information, if you have children, or know anyone who does and they are aware of this device they will wonder why it is not on the market already. Please take this opprotunity if nothing more you will be able to see what should soon be available to all before it is released. The firm representing us is Invent-Tech it is required that a standard NDA be signed to protect the integrity of invention. Again thank you so much for your time.
GBU
Contact Invent-Tech
800 940 9020
Ext 2230
Project File 2230
Project: B.B. Baby Buddy.
Best Reguards
OT: A pocket coinholder
- Many years ago, I picked up a pocket coinholder. Coin carrier - I'm not sure of the correct term.
I think I may have gotten it through Sharper Image, but actually I'm not sure where I got it.
But I loved it. It was a small black plastic square, with four spring-loaded columns so you could stack a certan number of quarters, dimes, nickels and pennies in each column.
It either broke or I lost it, and I've been searching for something similar ever since, but have been unable to find it.
Anyone know what I'm talking about, and where I could get one?
If not...someone do some reverse engineering and build one - properly marketed I'm sure it could take off!
Why a project fails?
- The top 10 factors that have driven failed projects are:
1. Project sponsors are often not committed to the objective. They have a lack of understanding of the project and are not actively involved in the project strategy and direction.
2. Some projects do not meet the strategic vision of the company. If business needs are not clearly defined, it will result in a project that does not add value to the bottom line or enhance business processes.
3. Projects are started for the wrong reasons. Some are initiated purely to implement new technology without regard for whether the technology is supportive of the business needs. The converse of this is a project that does not support existing technology, resulting in major scope creep and resultant expenditure.
4. Staffing is a reason for failure, eg not enough dedicated staff (project managers and project team members) allocated to projects. Project team members lack experience and do not have the required qualifications. Line-staff believe that they will be able to manage projects but are only 40% available to do so. Focus in this regard is not on the delivery of the project, but on the comfort zone of the project manager and his own time management.
5. Incomplete project scope. No clear definition of the project's benefits and the deliverables that will produce them.
6. A project plan that is non-existent, out of date, incomplete or poorly constructed and just not enough time and effort spent on project planning.
7. Project value management is not put into practice to evaluate baseline cost agreed during baseline transfer against actual costs spent at any given time. Project costs and financial do not form an integral part the project during execution.
8. Insufficient funding, and incorrect budgeting is still a major reason for projects not delivering their goals and objectives within the quality framework that was required, because projects always need to deliver yesterday within X budget.
9. No formal project management methodologies and best practices aligned to the company's specific needs are used to assist project performance. Companies do not want to invest in best of breed methodologies that will benefit the bottom line over a period, with projects delivered within budget. Companies do not recognise the value of using a methodology to support and enable them to record their own best practice project results for future reference, and to build a knowledge base within the company.
10. Not all project are going through a formal signed off process using a proper post mortem process to determine lessons learned and to build their own reference model for future use. A certificate signed off between sponsors and other third-parties will demonstrate project success but even that is quite seldom.
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