Showing posts with label Skills. Show all posts
Showing posts with label Skills. Show all posts

Computer Consultant Skills: Can You Be Your Own Boss?


Computer consultant business owners need to have the desire and technical know-how. The ambition has to come from within, but anyone can learn the technical skills to become a computer consultant.







Keywords:



computer consultant, computer consultants, small business computer consulting, IT consulting, IT consultant







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If you're just getting started, what do you need to know about the business aspects of being their own boss? It really boils down to two very straightforward things. You need to have some basic business skills and knowledge and you need the motivation to become a computer consultant.

Motivation

You have to really want to become a computer consultant badly. Think about anything you’ve ever really achieved in life. Whether it’s graduating from school or passing a test. Maybe it was getting your driver’s license, getting married, maybe buying your first car or home, maybe becoming a parent.

Whatever it is, it took a lot of motivation and determination. There’s always going to be ups and downs, some tough days and some tough weeks, but in most cases it’s probably going to be well worth it in the end. There are tools and tips you can use, but ultimately the drive and the desire has to come from within.

Step By Step Plan

The second part is knowing the key steps that you need to do week by week as you get through your first few months. You need to know what to get for your office, what to have in the car with you, what to do when you’re setting up credit policies, what to do to scope out the competition, what to charge, who to network with, who’s worth sucking up to and know who you’re wasting time with. All these things can be taught.

You'll need to figure out your expenses, what you need to bill out at, how to organize everything, what to buy, and probably just as important, what not to buy. You'll need to figure out how to work more efficiently, get paid for your time and get paid well for your time working as a computer consultant. The great part is that these are all very teachable things.

You Can Become a Computer Consultant

If you manage to master various software applications and network operating systems and hardware devices over the years you can definitely get your hands around a handful of important business skills that you need to become a computer consultant.

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Career - Test Your Negotiation Skills


Negotiation is part of every professional's life. To negotiate, means to arrive at an understanding with another person, so that both of you are satisfied with the results.







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career,life,time,relationship,personality,success,business







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Negotiation is part of every professional’s life. To negotiate, means to arrive at an understanding with another person, so that both of you are satisfied with the results. Do you know what is your skill in negotiation? If not, why not test and find out because most of our interactions demand negotiation. You are negotiating with your love partner about which place to go for dinner. You negotiate with your co-workers about how to divide the work. You negotiate with your clients about prices and you negotiate with your boss about your paycheck. Let us discuss important test factors of a negotiation.

Understanding Need - If you are a good negotiator, you would begin with understanding the need of the opposite party. Only after you get that understanding will you proceed further. The first requirement is to find out what the other person wants. If you are arguing with your spouse about which restaurant to go for dinner, find out his/her need. Do they want to have dinner outside or they are looking to get away somewhere for sometime? if later is the case, your choices increase many times.

Specifying Your Needs - Please spell out your needs clearly to the opposite party. Let them know very clearly about what you are looking for. If your boss knows that your real need is not rise in pay, but higher status, he/she can work out a solution quickly. Therefore please convey your needs clearly.

Reaching Understanding - This is the result both of you are seeking. If both the parties can modulate their needs so that they meet each other’s expectations, this can be done easily. Flexibility at this stage depends upon how much both of you are interested in negotiation. If both of you want a result without hurting the relationship, flexible approach is a primary requirement. Otherwise, one of you will walk away. Your skill as a negotiator depends upon satisfying you, the other party and getting a good result. You need to develop good thinking skills, communication ability and an understanding of the personalities and what drives them to act. Test yourself about these factors and find out how good a negotiator are you?

Personal Branding is about honing your skills, narrowing your focus, and getting clear on what you're passionate about.


*A strong personal brand will enable you to effortlessly attract clients and opportunities. You will position yourself in the mind of your marketplace as THE service provider of choice to dominate your market and command higher fees - work less and make more!



*Establish yourself as an expert and become a celebrity in your area of specialty. Gain name recognition in your area of expertise where it counts the most - in your customer's mind. Make a lasting impression and be super-rewarded for your individuality.



Trust, respect, and admiration will follow when your name and message are embedded repeatedly into the consciousness of your target market. You will be perceived as an expert the more you are visible to your target audience. Your brand will propel you to the top in your marketplace.

Customer Service Skills Training and ROI


Statistics consistently reinforce that the biggest challenge in today’s contact center environment is agent training. Turnover continues to be high; new hire costs are on the rise—I’ve seen anywhere from $6500 to $10,000 quoted per agent! At the same time, losing customers because of bad call experiences negatively impacts your bottom line. What can you do? How do you justify the training expenditure?







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customer service







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Statistics consistently reinforce that the biggest challenge in today’s contact center environment is agent training. Turnover continues to be high; new hire costs are on the rise—I’ve seen anywhere from $6500 to $10,000 quoted per agent! At the same time, losing customers because of bad call experiences negatively impacts your bottom line. What can you do? How do you justify the training expenditure?
Research has been making a case for how spending in human performance areas such as training, translates into bottom line growth. Accenture's study on the impact of training on ROI has some interesting results. (Smith, David. Y. and Waddington, Ted. Running Training Like a Business: Determining the Return on Investment of Your Learning Programs, Outlook Point of View, March 2003.)
First, in the area of recruitment, training opportunities were among the top three criteria people considered when deciding where they want to work (the others are the opportunity for advancement and a good benefits package).
In the area of productivity, as a result of training, employees were:
17% more productive
20% higher performance levels relative to their peer group
Stayed with the company 14% longer
In the area of retention, employees who had access to the training were:
More than 2 times more likely to expect to be with the company in 2 years
More than 6 times more likely to think the company is a 'great place to work'
More likely to think they are fairly compensated
Dollar figures associated with their statistics for a fiscal year report the annual per person net benefit or $25,324. They multiplied this number by their 50,000 employees yielding a companywide benefit of training of $1.26 million. By dividing the benefit by the cost of one year of training ($358 million), researchers concluded that the ROI (at Accenture) is 353%.
Negative Customer Service Experiences?
How many of you know (and track) what percentage of your calls are bad experiences? Hopefully, you do know the number, and they’re in the low single digits.
In a recent study, in answer to (1) did the agent satisfy your needs in the call, and (2) based on any negative experience, would you stop using this company and go to the competition? the results were:

Ages Would Stop Using the Company in the Future
18 - 25 100%
26 - 35 97
36 - 45 53
46-55 50
56-65 33
Over 65 63
Source: 2003 Purdue University/BenchmarkPortal.com
As you can see, there is a strong correlation between participant's age and his/her tendency to stop using the company after a bad experience. Notice that younger participants were less tolerant, more likely to go to the competition, and those over 65 are more demanding that those in middle age.
Therefore, it's very important to take great care of your younger callers so as to maintain their loyalty. Callers above 36 have more of an 'emotional bank account' with the company they're dealing with-probably had some good experiences and are more willing to 'forgive' a bad one.
If you know your percentage of bad experiences, put a dollar amount on that call and then total it out for the year. I think you'll be very surprised at the amount of lost revenue. Now if you have a 1% improvement, as a result of a training initiative for example, the amount of recovered revenue (and customers) is very encouraging.
This is just another means to tie soft skills to ROI, and to include your front lines as part and parcel of the revenue-producing operation of your companies.
Customer Satisfaction Driver #1

We all know first call resolution (one and done) is the #1 driver for customer satisfaction with best practices reported at 86%. However, if your center is at 86%, this means that 14% of your customers are contacting you more than once to resolve their issues! This not only frustrates your CSRs and yourselves, but your customers as well. Repeat calls are costly not only to operations and the bottom line, but they negatively impact customer satisfaction, and ultimately, customer loyalty.

How do you define first call resolution? And how do you—if you do—calculate it? Research shows that there is no common measuring method. However, what gets measured gets managed, and what gets managed gets better.

In a recent study (Ascent Group) more than 90% of companies measuring first call resolution reported improvement in their performance. Another study (callcentres.com) reported a dramatic fall in call volume—identifying that a minimum of 20% of all calls were repeat calls from customers needing an answer or help they didn’t get. Further, that the absence of first call resolution was found to account for a minimum of 30% of a call center’s operational costs!

The bottom line: Invest in your people—give them the training, the tools, and the authority to get their job done right the first time. After all, CSRs are the interface who handle customer issues. One of the foremost methods to boost customer satisfaction—and improve first call resolution—is to consistently and ongoingly train, train, train your CSRs in world class customer service skills.

Five Job Skills to Get You Promoted


You know in your own mind that you deserve a raise or promotion, but you can't seem to get the attention of your boss to prove it. Once you've mastered these five simple skills, you'll be sitting pretty in your new office.







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job promotion skills career







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You know in your own mind that you deserve a raise or promotion, but you can't seem to get the attention of your boss to prove it. What's a girl to do? In a post 9-11 economy where many employers are content to stick with what is proven and comfortable, convincing your company to take a chance on you is a real challenge. Here are five simple ways you can let your potential shine, no matter what field you are in.

1. Whatever you do, do it well.
McDonald's has gained a reputation for being the classic Plan B for high school dropouts and college graduates. "Would you like fries with that?" Few people know that even McDonald's has their own internal competition for employees with the best job skills. Each year, hundreds of young employees compete using their service and food preparation skills. I'm sure the competitors would agree that they are being judged on techniques that most employees are totally oblivious to.

No matter how insignificant you believe your job to be, you can do it with class and pride. So you're stuck in a crappy intern position, spending your days serving coffee and filing papers. Simply do your job, and that's what people will expect of your abilities. Serve the coffee with style and become the fastest filer in the office, and people will see that these skills are below your IQ and that you are capable of so much more.

2. Think like a chief.
When you've been trained to think like an indian for so long, it is a real challenge to acknowledge the perspective of a chief. Chiefs must be thinking about the big picture, the long-term effects of projects, the financial aspects of the business, and how changes will affect the welfare of the overall organization. They are expected to be creative, understand all the areas within their span of control, recall important data off the top of their heads, and leap tall buildings in a single bound. They are looking at their team for the people who stand out and show an interest in expanding their duties. While you may not aspire to be Superwoman, propose new ideas to your boss and explain how they will benefit the company. Spend time asking questions about other functions of the company.

"When I first joined the volunteer fire department, I asked a lot of questions about my area, and things outside my area," says Kimberly Dawn Wells, a freelance writer from Wisconsin. "I went to a lot of meetings and learned about the functions of the department and firefighting as a craft. The chiefs really noticed my interest and thought of me as a leader, right off the bat. They thought of me as intelligent, just because I asked questions and had an interest. They saw that I could hold my own."

If you never step outside of your current role, people won't see you as capable of growth. You can't be promoted if you don't know how to handle the responsibilities of your position.

3. Don't be irreplaceable.
Especially when you are in an organization where you have a very specialized duty, don't do your job SO well that your boss would rather keep you where you are at than promote you. Share your knowledge with others. Teach people how to do their job well and make sure your boss notices this.

"We have a lot of teachers who are so great at what they do that hiring them for an administrative position would be a loss to our district." Kimberly also serves as school board clerk. "We love that these people are around to mentor our other teachers so that they CAN move forward in their career and we still get the benefits of their expertise. They help all our teachers grow."

4. Understand how you contribute to your organization.
No matter where you are on the seniority list or pay scale, it is important to understand where you fit in your company's future and why you are a valuable asset. First of all, you want to make sure that you could defend your job if you had to. If you can't explain to your employer why they need you, they might see your job as expendable. Second, if you don't know what specific value you bring to the bottom line, you are missing out on the opportunity to negotiate for something better. Third, if you choose to leave your current job and seek employment elsewhere, you need to make a powerful, competent, and profitable first impression with your new boss.

5. Dress for the job you want, not the job you have.
This statement goes way beyond clothes. You have an opportunity to "be" your promoted self in everything you do. When you give presentations, don't just be Kate the secretary. "Be" the essence of Kate the team leader. Don't handle complaints as Alyssa the barrista. "Be" Alyssa the manager. Don't come to work with a vague idea of what you need to do during the week. "Be" Valerie the Senior VP of Finance and master that weekly planner.

Step out of your title and consider how you can act the part of your ideal position. Of course, be aware that your acting doesn't include overstepping boundaries that could compromise your job. Ask yourself, "If I were planning this campaign as the executive director, what would I do different?" Add those last few details so your work really shines.

You may be thinking, "This is a lot of extra work that I'm not getting paid to do. What's in it for me?" Unfortunately, we graduate from high school and college with a lot of memorized facts and very few applicable soft skills. Too many people who are getting promoted are the best out of their applicant pool, but not necessarily the best person for the position. By developing these job skills, you are showing a heightened emotional intelligence that employers agree is just as or more important than the hard skills. It will take a little time and extra effort to get the attention you need, but it is well worth the satisfaction of knowing that you're finally in the position you deserve.

Check Your Communication Skills


How effectively do you communicate? Use this check list to rate your communication skills.







Keywords:



communication, effective dialogue, business communication, steve Kaye







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Use this check list to assess your communication skills.

Focus

* Do you pay complete attention to others when they are speaking? (A wandering focus discourages open communication.)

* Do you manage your thoughts during a conversation, focusing them on understanding what the other person is saying? (Effective listening requires more concentration than any other form of communication. If you’re thinking about anything other than what the person is saying, you’re defeating your ability to understand.)

* Do you postpone preparing your reply until after you have heard everything the other person has to say? (Thinking about what you plan to say while the other person is speaking prevents you from understanding what that person is saying.)

* Do you ignore distractions, such as other people, ambient noise, and the surroundings? (Attending to distractions makes you appear uninterested, unfocused, and rude.)

* Do you make eye contact during a conversation? (Watching a person’s face shows that you’re paying attention. You also gather nonverbal messages, which can convey most of the important information being conveyed to you.)

Environment

* Do you convey confidence, courage, and strength during your conversations? (A pleasant manner will encourage people to trust you and tell you more. Negative behavior conveys weakness, insecurity, and fear.)

* Do you react calmly to bad news? (Anger frightens people into avoiding you.)

* Do you encourage others to speak freely? (Appearing interested, asking questions, and treating others with respect encourages open communication.)

* Do you use a diplomatic, positive vocabulary? (Talking about what you want is more forceful than talking about what you don’t want, won’t do, or can’t do. This means that you will avoid using the word "not.")

* Do you seek solutions? (Seeking approval, culprits, or excuses, discourages communication.)

Clarity

* Do you stick to the subject? (Introducing new unrelated issues confuses the other person and degrades the quality of your conversation.)

* Do you maintain a "you" focus? (Speak in terms of what the other person needs, wants, and understands because that enhances the impact of what you say.)

* Do you avoid games? (Asking trick questions, setting traps, and making others look bad will cause people to avoid you.)

* Do you use a linear, logical approach to explaining things? (Make it easy for others to understand what you're saying because it’s more efficient.)

* Do you use common terms? (Avoid jargon and flowery speech because these impress only the person using them.)

Effective leaders answer "yes" to all of these questions. And that is what makes them so successful.

Computer Consultant Startup: Identify Your Business Skills


Computer consultants need to have the right mix of business and technical skills to succeed with small businesses. Do you have the right skill-set to be a successful small business computer consultant?







Keywords:



computer consultant, computer-consultant, computer consulting, computer-consulting







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Since you're taking the time to read this article right now, it's a good sign that you have what it takes to become a computer consultant. You're in the small minority of people who have recognized that this is a business and needs to be run like one.

A Good Computer Consultant Has More Than Just Technical Skills

It's not about playing with the latest routers or wi-fi device or VPNs or firewalls. Sure, you have to have a certain amount of skills to make a successful computer consultant because people are buying your expertise. At the end of the day, though, it's a business.

In order for the business to be successful, you have to know a few things about getting revenue in and keeping your expenses down. You also need to forecast and be able to bill, negotiate, and network properly.

There are a lot of stubborn techies out there who think that studying the Windows Server Resource Kit is going to tell them what they need to know about running a business. Not true. It's going to teach you about registry keys and directories and things like that.

Even a Computer Consultant Needs a Good Resume

If you're currently self-employed, you may not have an up- to-date resume, but for most people looking to transition into the business to become a computer consultant you probably do have a resume. Take out a copy of your resume and a yellow highlighter marker and go through and highlight every sentence or phrase in your resume that describes a project or a job or a skill that you think would be relevant or marketable to the owner of a small company.

Categorize the Items on Your Resume

Go through it and look for all the phrases and the jobs and the projects that you've worked on for the past couple of years and think about what's going to catch the eye of a typical small business owner or manager. Once you've done that, go back through each highlighted item and mark whether it was IT related, whether it had to do with understanding how to run a business or whether it had to do with being able to communicate effectively.

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