Chainsaw Safety

by RPN Staff
Created: February 1, 2005

With spring right around the corner, homeowners will be looking to clean up their yards. Gasoline-powered chainsaws cut and trim tree and shrub branches and are an excellent tool to help homeowners get rid of their debris.

The Personal Interest Attitudes & Values report measures why people do what they do. It identifies the six workplace motivators common in all people. For example, the most successful salespeople fall within the Individualistic and Utilitarian motivators.

THEORETICAL: Drive for Knowledge

High: Shows a high degree of curiosity; appetite for learning; technical credibility.

Low: Wants to learn enough to be practical and get results; quick implementation of ideas.

UTILITARIAN: Drive for Money/Materials

High: Competitive, bottom-line orientation; wants practical solutions; hears the "revenue-clock."

Low: Enjoys helping others; puts others before self; service- or support-driven.

AESTHETIC: Drive for Form/Harmony

High: Feels most creative in a work environment that is pleasing to the eyes and spirit.

Low: Can get things done without pleasant surroundings; sees only the job task at hand.

SOCIAL: Drive to Help Others

High: Shows generosity in sharing their time and talent with others; a willing teacher and coach.

Low: Won't be taken advantage of; maintains a "business guard" on giving away talents.

INDIVIDUALISTIC: Drive for Influence/Power

High: Likes to take charge of projects; competitive; enjoys being a leader; will take the credit or blame.

Low: Very good team player; supports the project or cause; no hidden-agendas.

TRADITIONAL: Drive for Order and Structure

High: Well-disciplined, detailed problem-solver; high respect for rules, procedures and protocol.

Low: Very adaptable to new projects; sets new precedent; sees the big picture.

This report helps illuminate these motivating factors and attitudes and allows people to understand the driving forces behind their decisions and the jobs they are most happy in.

Look for the Personal Interests and Attitudes report at www.chartcourse.com/ttiassessments.html.

Creating repeat business

Follow these tips to help you receive high ratings from your customers.

Cater to your regulars. Your most frequent customers are your most valuable. They're the customers that have been with you for years, through thick and thin. Treat every customer you meet as a potential regular. Remember their names, faces and preferences.

Put your customers at ease. As a front-line service professional, you represent the company you work for, and it's your job to make customers feel comfortable. It's a simple formula: If you're comfortable with customers, they'll be comfortable with you.

Be flexible. While you might not be able to cater to a customer's every request, you can be flexible. Offer to meet with a customer who needs your help at his convenience or make an after-hours delivery if necessary.

Ask for feedback. When talking to customers, always take advantage of an opportunity to ask for feedback. While you might not be able to make any changes, you can pass their opinions on to those who can.

For more tips on cornering the market on service, visit Briefings Publishing Group at www.briefings.com.

Recruiting and retaining Gen X and Y employees

Does your organization rely on the younger generation for employees? Are some of your workers in their late teens, twenties, and early-to-mid thirties? If so, they're part of Generation Y (born in the 80s) or Generation X (those born between 1964-1982). Many employers would agree that both groups seem to be more motivated by personal fulfillment opportunities on the job than by traditional monetary rewards.

From The Navigator #76. Visit www.chartcourse.com.

Solicit complaints

If you rarely receive customer feedback, you're probably not looking hard enough. People who have had a bad experience often don't bother to complain; they simply vote with their feet and take their business elsewhere. To keep your customers talking to you, actively solicit complaints. Ask, "What mistakes have we made lately?" or "What would you like to see us improve?" www.briefings.com