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Every year in January, I do all sorts of goal setting. I set goals for what I am going to do over the next year. I do this in a lot of ways, but sometimes I dig out old tapes and CD programs I have accumulated throughout the years and listen to them to get fired up. I have been setting goals since the first of January and it is unlikely I’ll be done before the end of January, and these goals are just covering the year 2010. I figure I am going to spend at least 10% of 2010 setting goals. The thing about in-depth goal setting is that it really works. I hate to be mysterious, but there is a level of understanding about goals that transcends what we believe is possible. Time and again I have accomplished things that formerly seemed impossible to me. This happened because I wrote the goals down. I have set goals for numerous things and written them down and these things have then proceeded to happen. Sometimes they did not happen at the exact time I had hoped they would, but they eventually did.

When I was in middle school, my girlfriend announced to me she was going to be trying out for the cheerleading squad. Our relationship consisted mainly of us riding our bikes to school together each day. Occasionally, I might call her after school. The cheerleading squad in our school cheered for the basketball team. I attended a public high school in middle school and the basketball team was the most important one in the school. The entire gym filled up with students, parents, and teachers every Friday night. Everyone was very enthusiastic about it.

Once you join the working class, one of the things you must do is to start to chart out your path up the corporate ladder. You do not need to be shy about it as climbing job ladders does not mean treading all over your peers and subordinates in order to get ahead. In fact, job ladders are best ascended when you have both the support of your co-workers and supervisors.

Delegation is an everyday task of leaders. Some excel at it and some fail to yield the best results. The tips in this article will help you to understand the ''what'' and ''how'' of work delegation, and may be it will help you to mark something you may have missed out.

We probably quit more things in our lives than we would like to admit. If you have quit 10 things in the last year then that isn't a very good sign. Maybe you quit trying to play the piano because you didn't have time for it or it wasn't as enjoyable as you hoped.

I read an article once about Blackstone executive David Blitzer, whose father-in-law he once charged with trying to shake him down for $7.5 million. The man was ultimately arrested after Blitzer, 38, made a $500,000 payment as part of a deal to get the harassment to stop. Blitzer’s father-in-law had originally requested that Blitzer loan him money, which Blitzer did. However, when Blitzer refused to relinquish more money than originally requested, things turned ugly. According to the article:

For the last few years, it has been common industry knowledge that in most functions that require social interaction, an employee with higher emotional intelligence is more effective and more in demand than an employee with higher IQ. Every human has emotional intelligence. But what are the traits that mark a person with higher emotional intelligence? According to psychologists, people with higher emotional intelligence show the following traits:

Every recruiter's individual style has certain merits. However, there are recruiters who are truly exceptional at what they do.

People are often under the false impression that acknowledgement of the ideas of another person automatically implies agreement. This flaw in understanding marks the difference between popular and unpopular persons and in many cases successful and unsuccessful ones. So, what's the big difference? Well, most of the habits that keep us from being empathetic listeners, like interrupting people in the middle of their speeches or ignoring to acknowledge when others emphasize ideas, all stem from this tiny misconception of confusing acknowledgement with agreement.