Welcome to the September Issue of the Norquest Report! You are receiving this email as part of your free subscription to the Norquest Report from Norquest Associates.

This Month's Quotes

“Within you right now is the power to do things you never dreamed possible. This power becomes available to you just as soon as you change your beliefs." ~ Maxwell Maltz

"Once you make a decision, the universe conspires to make it happen."
~ Ralph Waldo Emerson

"Live so that you wouldn't be ashamed to sell the family parrot to the town gossip." ~ Will Rogers

"The difference between the impossible and the possible lies in a person's determination." ~ Tommy Lasorda

How do you Achieve Your Performance Potential?
by Bill Blake

To reach their performance potential people need feedback on how they are doing. Feedback can also be used in developmental programs to assess the impact of the programs and is most effective in coaching and mentoring. It is also an ideal way to determine the extent to which the training has resulted in the desired behavioral change.

How do you achieve your performance potential?

All of us want to improve, but for many of us we just don't know where to begin. If you have been watching the US Open Tennis Tournament or any of the major PGA golf tournaments you know the critical importance of coaching and feedback in the lives of these elite athletes. We too need the same sort of feedback if we are to reach our potential.

One way is to ask for honest feedback from your customers, co-workers, colleagues, managers! Normal feedback, such as performance appraisals comes from just one source. A more reliable way is through a multi-source (or 360°) assessment tool that gathers and reports feedback from many sources. It is also the most effective method available for giving people information about different areas of their performance that are hard to measure.

Now we have "363™ for Leaders"! A new kind of 360 feedback that combines the best of 360's with the simplicity and power of DiSC®. Compared to other 360's, 363 for Leaders is more:

• Approachable: providing balanced constructive feedback using Inscape's proprietary "CommentSmart technology"
• Actionable: providing strategies for improving leadership effectiveness
• Personalized: uses knowledge of your DiSC style to keep feedback relevant

The result is a 360 experience that is more productive and satisfying.

For further information please visit www.360FeedbackandMore.com or email bblake@norquestonline.com

But while time is finite, our imagination and our choices are infinite. So our actions – what people observe – come from 3 sources.

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10 Key Expectations

Researchers have become increasingly aware of the importance of work expectations, in today's employment situation. In the traditional system of bygone days, workers were expected to be loyal, to work hard and diligently in return for a fair wage, and a job for life. Discussions of expectations were rarely raised. However in the fast paced and ever-changing workplace of today, loyalty and hard work may still be valued, but the promise of lifelong employment is a thing of the past.

Therefore, it becomes increasingly important that today's employees be able to identify and discuss their work expectations. Expectations will always be there! If they have not been discussed, and in the eyes of the employee are unmet, dissatisfaction and an adverse effect on productivity will occur. Trying to rectify the situation after the fact can often be difficult, if not impossible. In this situation, trust deteriorates, conflict often occurs, and the result can be both loss of productivity, and job turnover.

On the other hand, where expectations are discussed, and employee input welcomed, even if expectations are unmet, the opportunity for discussion and rationalization will reduce any negative impact. All may not agree, but having your voice heard, becomes a positive experience, and contributes to a healthy work environment.

Obviously, there may be a myriad of expectations held by various individuals based on their own criteria. The following key expectations were identified by research data that surveyed a large group of individuals. These constitute those that are addressed in the Work Expectations Profile published by Inscape Publishing.

1. Autonomy: reflects a desire to have the independence or freedom to make decisions about how to do a job.
2. Balance: reflects a focus on both personal and professional goals and a desire for co-workers and supervisors to understand the importance of all of one's commitments.
3. Career Growth: reflects a desire to make progress toward career goals, with continued success and opportunities for skill development and career advancement.
4. Diversity: reflects a desire to work with others from a variety of backgrounds with varied points of view, and that everyone's opinions will be considered, regardless of position or status.
5. Environment: reflects an emphasis on the quality of the social and physical environment at work - a socially comfortable atmosphere and an environment that is supportive of their mental and physical needs.
6. Expression: reflects a desire for a work environment that allows people to be themselves, to have their work reflect who they are as well as what they can do.
7. Recognition: reflects a desire for a work environment where good work is acknowledged and rewarded, which may be in the form of a simple acknowledgement, public praise, or an increase in status.
8. Stability: reflects a desire for job security and a work environment that remains relatively unchanged, as well as the structure and goals of the organization remain relatively constant.
9. Structure: reflects a desire for clear instructions on what to do, how to do it, and what resources are available, including that when questions arise, guidance is readily available.
10. Teamwork: reflects a desire to make collaboration a highly valued and commonly used method for reaching work objectives, where colleagues cooperate with each other and are committed to helping each other succeed.

Obviously there is another expectation that is always present - compensation. Trying to reach consensus on the degree of its importance is very difficult to reach, since different individuals have different ideas about what benefits are of most value. So while is it omnipresent, and very important, it has not been chosen as one of the core 10.

The process of helping employees become aware of and be able to communicate their work expectations is clearly linked to reduced turnover, increased productivity and job satisfaction. The Work Expectations Profile helps individuals identify, understand, and manage their work expectations.

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Featured Profile

Our featured Profile this month is "The Work Expectations Profile".

Great employees make great organizations! But how does one attract and retain committed, productive employees.

Research shows that when you have clearly defined, well communicated expectations, you will have happier and more successful staff members than others where expectations go unspoken and/or unrealized. Whether you are working with a team, transitioning to a new job, or simply doing your daily job, you share one important goal with your employer: you both want to make it work.

The main purpose of the Work Expectations Profile is to help individuals identify, communicate, and manage their work expectations. The Profile helps people:

• Focus on their high expectations
• Reflect on whether their high expectations are met or unmet, and whether they are spoken or unspoken
• Act on what they have discovered

The profile is designed to help individuals uncover and explore their expectations in a variety of employment situations including:

• Working on a team
• Transitioning to a new position, or experiencing organizational restructuring
• Creating meaningful performance reviews
• Making the most of daily routines

In addition a Group Report can be included to provide a group summary of Gap Analysis information which supervisors and managers can use to identify likely sources of dissatisfaction within the group. The organization can use the information to better align the organizational culture with the collective expectations of the group. This report is anonymous, so it can be used in a variety of situations without breaching confidentiality.

For further information about this profile Click Here, or contact bblake@norquestonline.com

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Productivity Tip of the Month

This month's productivity tip comes from fromthedeskofjeffherring.com - the Internet Article Guy.

In this tip he suggests that whenever we are faced with a challenge, a problem, or something we want to learn, the questions we ask ourselves are very important, and often make the difference between success and failure.

The first question is "Can I do this?" This is probably the worst question, because it reinforces the doubtful mind.

The second question is slightly better - "How can I do this?" But it still has an element of doubt.

The third question is better still - "In how many ways can I do this?" It moves you into a positive framework, and reinforces the fact that you can do it.

The fourth question is obviously the best - "In how many ways can I do this, make a difference, and enjoy myself along the way?" This question is obviously more empowering, evokes more energy, and positive creativity.

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