Personal Public Relations Workbook

We probably all have asked ourselves questions regarding why some people are more successful or they seem they are than others. I uploaded this file because there are several interesting points on how to enjoy success as part of personal development.

Enjoy!

An example

DIMENSION SEVEN: TRAITS OF HIGH
PERFORMANCE TEAMS
All high performers and teams share certain traits: they have
distinct strictly enforced identities and boundaries, they have
huge repertoires of expertly done routines built on huge
amounts of practice together, they say no to unfitting
opportunities methods and persons. There are methods
associated with each of these: define strictly what your
group's niche of being best at is and stick to it, practice
Personal Public Relations methods till they are effortless and
expertly done but expand that repertoire of procedures
regularly to keep growing, practice saying no to unfitting
distracting opportunities in particular avoid getting grandiose
and sloppy after successes.
1) high performers have defined distinct enforced identities
and boundaries—high performer teams have distinct
personalities and jealously guard their own “ways”; they use
discards of others and assimilate them to their own team
ways; it takes time and proof and effort to join them and be
accepted by them; they have huge repertoires of high
performance routines, that newcomers have to master before
full acceptance

Something to think about!

DIMENSION NINE: DIVERSE GLOBAL
INFORMATION CULTURES OF MANAGEMENT
Different cultures use information differently in ways entirely
unconscious and hard to change: in the West seniors control
juniors by limiting their access to information, in the West
seniors are not secure in their jobs so they hoard information
as job protection, in the East everyone learns a little about lots
of parts of the business leading to a general amateurism to
work and results though with good overall contextings,
Westerners learn by turning practices into conceptual models
which later are converted to practice in new areas while
Easterners learn by observing/copying practices of masters.
There are methods associate with each: undo Western use of
information limits to control—the system is badly outdated
and dangerous, clearly ask seniors for information needed by
your career but not threatening to careers of seniors, recognize
the power of depth and professionalism of skill in the West
and the power of global contexts around skills in the East,
learn to learn both ways by practice conversion to model and
by observing masters.
1) the West—control organizations by controlling
information—Bacon's Panopticon hundreds of years ago,
showed workers, in cubicles, unable to see each other, but
spied on by a central tower of one-way mirrors—there is a
tradition in Western cultures of totalitarian controls applied to
employees and work that, much mitigated today, still
undermines trust and information sharing between layers of
management and with workforces.

48 METHOD: USE A STRICT RIGOROUS
DEFINITION OF THE CORE OF BUSINESS apply total
quality theory to identify the essential core “line”
functions of your job and task and work hard with seniors
to reduce or eliminate anything else you do or are required
to do.
Main Point: Total quality theorists have produced the purest,
narrowest, most revolutionary definition of the core of
business—seeing businesses, in ideal form, as having no
management, no staffs, just pure line work that adds value
fully delivered to customers. This ideal helps us identify
functions to reduce, eliminate, avoid, and speed up. It
focuses us on what is vital and shows what is waste.
Communication and PR in business if distracted by sloppy or
casual definitions of what business is and needs, produce lots
of verbiage and messages without doing much—it is
distracted by lack of profound concept and the focus that
profound concept provides.
Step 1: Study the best of total quality theory and master the
rigorous lean Japanese definitions of what functions are
essential in any business and in any business process.
Step 2: Study the best of American views of business as
purely information handling mechanisms and see how those
views outperform in some functions and purposes Japanese
total quality views.
Step 3: Find the leanest, purest definition of the core of all
business you can find and direct all your PR, communication,
effort, learning on those functions alone—master the core,
avoid the waste and unfocus on the periphery.
Step 4: Spot all your efforts and activities devoted to noncore
activities and functions in business and gradually
eliminate them all.