Napping Controllers Spotlight Shift Work Dangers

(Credit: istockphoto)

(CBS/AP) A wake-up call. That's one way to describe the recent spate of cases in which air traffic controllers working the graveyard shift were caught napping on the job.

"Over the last few weeks we have seen examples of unprofessional conduct on the part of a few individuals that have rightly caused the traveling public to question our ability to ensure their safety," said FAA chief Randy Babbitt.

But the incidents - which led to the suspension of several controllers as well as the resignation of  the head of the agency's air traffic organization - may have more to do with human biology than with personnel problems.

It's not clear that the suspended controllers were experiencing this, but people who work nights or who rotate shifts often develop sleep problems - insomnia or excessive sleepiness - along with headaches, difficulty concentrating, and other health problems, according to the Cleveland Clinic website.

Doctors have a name for this constellation of symptoms: shift work sleep disorder (SWSD).

The disorder can cause big problems, and not just for the people who have it. In addition to irritability and mood problems, SWSD can lead to work accidents. The American Academy of Sleep Medicine puts the problem in stark terms: "Those who work night shifts are likely to become very tired on the job. They may feel a strong urge to take a nap. They also may not think clearly because of a reduced level of alertness. They are more likely to make mistakes."

No aircraft went down and no injuries were reported in conjunction the spate of sleeping controller cases. But investigators said controller fatigue may have played a role in Kentucky plane crash that occurred nearly five years ago. The crash claimed 49 lives.

Lack of sleep is believed to have played a role in other tragedies, including the Exxon Valdez oil spill, the Challenger disaster, and the Chernobyl nuclear accident, according to CNN.

What's the remedy for shift work sleep disorder? Avoiding shift change and giving workers regular rest periods and exercise breaks can help, says the academy. In some cases, exposure to bright lights can be helpful.

Can someone please hit the switch?

======================

 

For Excellent Articles & Other Sites Related to This Blog (http://ziaullahkhan.blogspot.com), Kindly Visit:

 

BlogSpot:-           http://ziaullahkhan.blogspot.com

BlogSpot Kindle:http://ziaullahkhan.blogspot.com/p/kindle-books.html

BlogSpot Index:- https://sites.google.com/site/knowledgecenterindex/home

RSS Feed 1:-     http://feeds.feedburner.com/Z-S---KnowledgeCenter

RSS Feed 2:-     http://ziaullahkhan.blogspot.com/feeds/posts/default?alt=rss

Book Store:-       http://astore.amazon.com/amazon-book-books-20

YouTube:-            http://www.youtube.com/user/ZKDQ786

Twitter:-                http://twitter.com/#!/Babajan786

 

Myths To Avoid When Starting Up

I am a first-time entrepreneur looking to avoid as many pitfalls as possible. What are some business myths that I should be aware of? From Todd Parker, Colorado

No. 1: Don't believe the entrepreneurial haters

Louis Lautman of Young Entrepreneur Society

The biggest myth that most wannabe entrepreneurs believe is that you need money, connections, technical knowledge and experience to start a profitable business. The only thing you need is a burning passion. You can leverage peoples' money, time, experience, relationships and technical knowhow. All you need to do is begin building your team.

No. 2: You don't necessarily need a ton of money

Stephanie Kaplan of Her Campus Media

Don't automatically assume that you need a lot of capital to get your business off the ground. Try to cut costs wherever you can, and just get something workable out as soon as possible. Putting a lot of money into something doesn't mean it will be successful and if things don't work out, you'll be glad you aren't out too much money.

No. 3: You'll have time to do whatever you want

Ashley Bodi of Business Beware

This is not true by any means. Entrepreneurs work the hardest at all hours of the day and even weekends. Yes, you can work your own hours but it's all about achieving balance while going after your goal. Being an entrepreneur is a lifestyle, not a job.

No. 4: You need a business plan

Ryan Paugh of Brazen Careerist

Research from Babson College says entrepreneurs who spend time crafting formal business plans before launching a venture are just as likely to succeed as entrepreneurs who don't. Before launching my first company, we wasted months on a formal business plan, only to change our model immediately after launch. Business plans are only worth your time if you know you need to raise capital.

No. 5: Take a leap and possibly go broke

Dan Schawbel of Millenial Branding LLC

Many entrepreneurs are told to "take a leap," knowing they could possibly go broke in the process. There are other ways to build a business, such as starting one outside of a full-time job or getting funding from venture capitalists or angel investors. Don't feel like you have to take a risk that could ruin your life.

No. 6: Hire based on initiative, not experience

Scott Belsky of Behance LLC

A common myth for first-time entrepreneurs is that you should recruit folks with the most experience. On the contrary, great start-ups thrive by hiring people who have a history of taking initiative in what matters most to them. Look for evidence of a personal interest that the candidate pursued on his or her resume. Initiative is the best indicator of future initiative.

No. 7: Online marketing is easy

Danny Wong of Blank Label Group, Inc.

Online marketing is a craft that takes quite a bit of skill and practice, and there's never any set way to win the Web. It's a huge business myth that you just put your business online and people will find you. Online marketing is just like marketing of any other kind. You have to build a strong brand, target the right people and manage your return on investment.

No. 8: A great idea is all I need to attract customers

Vanessa Van Petten of Lakewood Systems, Inc

I think one of the biggest myths is that an awesome idea is all you need to attract customers or traffic. I have seen many amazing ideas that were either branded incorrectly or lacked energy in marketing. Your idea is only the first step, branding it to be 'sticky' or memorable and then marketing it on the right Websites, blogs and shows is essential.

No. 9: More money is the answer

Shama Kabani of Marketing Zen

Many first-time entrepreneurs believe money is the solution to their challenges. And, sometimes, it is. But, many times capital can hinder growth. If you have a limited budget, you will be forced to use creativity. Some of the best lessons learned and pitfalls avoided in entrepreneurship are thanks to bootstrapping.

Founded by Scott Gerber, the Young Entrepreneur Council is a nonprofit organization that provides young entrepreneurs with access to tools, mentorship, community and educational resources that support each stage of their business's development and growth.  The Y.E.C promotes entrepreneurship as a solution to youth unemployment and underemployment.

Thanks to Small Business / FoxBusiness

 

======================

 

For Excellent Articles & Other Sites Related to This Blog (http://ziaullahkhan.blogspot.com), Kindly Visit:

 

BlogSpot:-           http://ziaullahkhan.blogspot.com

BlogSpot Kindle:http://ziaullahkhan.blogspot.com/p/kindle-books.html

BlogSpot Index:- https://sites.google.com/site/knowledgecenterindex/home

RSS Feed 1:-     http://feeds.feedburner.com/Z-S---KnowledgeCenter

RSS Feed 2:-     http://ziaullahkhan.blogspot.com/feeds/posts/default?alt=rss

Book Store:-       http://astore.amazon.com/amazon-book-books-20

YouTube:-            http://www.youtube.com/user/ZKDQ786

Twitter:-                http://twitter.com/#!/Babajan786 

5 Ways To Repair Misused Em Dashes

Em dashes are handy little items for setting phrases apart for special attention, but be cautious when employing them, because when misused, they can obscure rather than assist in comprehension:

1. "For the most part, this water comes from aquifers — that's groundwater — or from surface waters — that is, rivers and lakes."
When em dashes come in pairs, what lies between is a parenthetical digression that merits a more dramatic break than that indicated by a brace of commas or two parentheses. If the parenthetical phrase ends the sentence, however, only a single em dash is needed. But three or more em dashes in one sentence creates an ambivalence in the sentence structure.

In this case, it's better to use parentheses — and to avoid mixing em dashes and parentheses for digressions of equal or parallel impact, use them for the second digression as well: "For the most part, this water comes from aquifers (that's groundwater) or from surface waters (that is, rivers and lakes)."

2. "Her recent roles have shown her interest — and her ability — to go beyond the usual popular movie."
Be careful that when a phrase is parenthesized, what precedes and follows it is grammatically sound: "Her recent roles have shown her interest in going — and her ability to go — beyond the usual popular movie."

3. "The collapses could play out in the seven states that rely on the Colorado River and its tributaries — Arizona, California, Colorado, Nevada, New Mexico, Utah, and Wyoming — as ever-increasing water use, ever-growing population and a changing climate shrink the flow."
If the parenthetical delineates a list or the parts of a whole, as here, the opening em dash should immediate follow the whole: "The collapses could play out in the seven states — Arizona, California, Colorado, Nevada, New Mexico, Utah, and Wyoming– that rely on the Colorado River and its tributaries as ever-increasing water use, ever-growing population and a changing climate shrink the flow." (Otherwise, the sentence identifies the states as tributaries.)

4. "There may be a decrease in prices—but incomes are rising—so that outcome may not happen."
When you use an em dash, you should know what you're getting yourself into. In this sentence, the writer meant to set off the entire second clause, not just the parenthetical, which is bereft without the phrase following the second em dash: "There may be a decrease in prices—but incomes are rising, so that outcome may not happen."

5. "Maybe it's just because no matter how many people have been through here — the space remains the same, seemingly untouched by human hands."
By the same token, many sentences simply don't merit even a single em dash — there's nothing to mark off for emphasis. Perhaps the writer meant to place the em dash in lieu of the comma after same, rather than the one following here, but commas suffice in both positions: "Maybe it's just because no matter how many people have been through here, the space remains the same, seemingly untouched by human hands."

Thanks to Daily Writing Tips

======================

For Excellent Articles & Other Sites Related to This Blog (http://ziaullahkhan.blogspot.com), Kindly Visit:

 

BlogSpot:-           http://ziaullahkhan.blogspot.com

BlogSpot Kindle:http://ziaullahkhan.blogspot.com/p/kindle-books.html

BlogSpot Index:- https://sites.google.com/site/knowledgecenterindex/home

RSS Feed 1:-     http://feeds.feedburner.com/Z-S---KnowledgeCenter

RSS Feed 2:-     http://ziaullahkhan.blogspot.com/feeds/posts/default?alt=rss

Book Store:-       http://astore.amazon.com/amazon-book-books-20

YouTube:-            http://www.youtube.com/user/ZKDQ786

Twitter:-                http://twitter.com/#!/Babajan786

More Than Half Of Americans Use Supplements

A report released yesterday from the U.S. Centers for Disease Control and Prevention states that over half of all Americans use some form of dietary supplement. That increase, from 42% in 1988 to 53% in 2006, has made nutritional supplements a $27 billion industry. An estimated 39% of Americans take multivitamins, making them the most popular supplements. The largest increase in use for any supplement was calcium among older women. Currently, it's estimated that more than two-thirds of women over 60 years of age take supplemental calcium. What the report doesn't tell is is whether all these supplements are doing us any good. Are we, in fact, living healthier lives? Dietary supplements are not regulated by the U.S. Food and Drug Administration in the same way as drugs, and the manufacturers do not have to prove any safety or effectiveness. Yet, many of us take for granted that they will make us healthier, which is not the case. Taking a multivitamin will never provide you with all the nutrition your body needs. There are compounds found only in fresh fruits and vegetables which we cannot put into a capsule – yet. Furthermore, taking a supplement will never make up for poor diet and lifestyle choices, no matter how much you take. [via CNN]

Thanks to Kosmix Corporation / RightHealth

The Hidden Secret To Successful Innovation

Humans are creatures of habit—those who have ever tried to break a habit know. You start a diet every Monday. You plan a new workout routine that you will start at the first of the month. No longer will you put so much sugar in your tea. Usually those changes don't stick. Most of us like routine and certainly don't appreciate having to make changes to it. This is an important lesson that entrepreneurs and innovators should take into consideration.

 

Businesses that try to make people adapt to new behaviors have a much tougher time than businesses that leverage people's existing behavior. That is not to say that you will not ever be successful with changing behaviors. But the road is much easier if you are getting them to keep doing what they are already doing, rather than asking them to do something totally different. Case in point—the compact fluorescent light bulb (CFLs).

 

Chances are, only in recent years have you become familiar with CFLs. But did you know that they have been around for decades? Seriously! Back in 1975 the first CFL was invented by Ed Hammer, a physicist that worked for GE Lighting. The benefits of using CFL over traditional light bulbs were well documented. So why is it that people didn't all run to make a switch to them? Because it required change.

When the first CFLs hit the market, they weren't like they are today, the size of an actual light bulb and easy to begin using. While today you can simply pick one up at the store and swap out the bulb on your already existent lamp, it took a little more effort than that back then. Because they required a special plug-type base, it made it difficult for people to just make such a swap.

 

Not only did people need to have the right kind of base so that everything matched up just so, but they also operated on a high-frequency ballast. That ended up causing problems with people's television viewing—not good. Many times people would buy the CLFs, try them out, only to return them to the store for a refund.

 

So up until recently, you probably only had a few of any type of fluorescent light bulbs, and those were likely the large ones in your garage or basement. Those were long and awkward, even though they, like today's CFLs, are far more cost effective to operate. The government reports that CFLs use about 75 percent less energy than a standard light bulb, and they last up to 10 times longer.

 

The problem with the older version of CFLs is that they required people to follow a new behavior. You had to change your fixtures, change your wiring, change how they were installed, and basically change everything to use them. That is, until the CFL itself was changed and it could now be easily screwed right into an incandescent socket.

 

With that simple little change to the CFL, we no longer needed to change our behavior. We just needed to buy a bulb, screw it in, and flip a switch. That's it. Nothing changed in our behavior, but yet so much actually did change. We are now buying CFLs like never before.

 

If you are facing a challenge with people using your service or your product, maybe you need to think about how you are forcing them to change their behaviors or habits. Rather than trying to get a creature of habit to change, consider how you can change your service or product to work within people's existing habits. The returns can be enlightening.

 

Thanks to OpenForum

Fatal Flaws Of Innovation And Entrepreneurship

Scott Painter, founder and CEO of TrueCar, made a great comment at the latest innovation event put on by The Economist about how all ideas have a fatal flaw. But like all great insights, on the surface the audience does not always recognize all of its potential impact on their thinking, and the author of the comment does not always recognize its transcendent ability to simplify and drive impact deep into the broader context of business.

 

The "fatal flaw" comment was made in the context of entrepreneurs and the rose-colored glasses that they tend to wear when it comes to the warts of their idea. But, if you step back and take a wider view, the same thing about fatal flaws can be said of all ideas, not just the ideas of entrepreneurs. Take the ideas of innovators for example. Entrepreneurs and innovators share much in common, and successful entrepreneurs are often those capable of transforming useful inventions into valuable innovations.

 

Now, one thing that we all know to be true is that whether we are talking about the ideas of entrepreneurs or the ideas of innovators, people love to poke holes in an idea. And, when it is time to look for the fatal flaw of an idea, you have to harness this tendency of individuals, because you want to find the fatal flaw of an idea as early as possible.

The first reason that it is so important to find fatal flaws early is not so that you can strangle every potential innovation or potential new business in the crib, but so that you can make smart investments of your limited resources. We only have so much energy and resources to expend on developing ideas, so you want to cull those that will fail in the marketplace from your portfolio as early as possible to invest all your energy and resources into those that have the best chances of succeeding.

 

The second reason that it is crucial to identify the fatal flaws in ideas early is that often they are harder to see than their benefits, and so you want as much time as possible early on before resources are mobilized and the financial commitments escalate to evaluate whether or not the fatal flaws can be overcome.

 

You have to say to yourself: "Wow, this is a really great idea; what would make this fail in the marketplace? What would prevent this idea from succeeding with customers, and how do we solve for this? Can we solve for this?"

 

No idea is perfect, and so when you can identify the potential fatal flaws or the high hurdles that have to be overcome, you can challenge them, you can solve for them, you can unleash the passion of your team on trying to find a way around them. The fatal flaws are always there, and the wise entrepreneur or innovator doesn't ignore them or assume that they will overcome them at some point in the future, but instead invests energy upfront into both trying to identify the fatal flaws of their idea and into identifying whether they can isolate the solutions before moving the idea forward.

 

Timing is a huge key to success both for entrepreneurial ventures and for the development of innovation. Sometimes the time is not right to proceed, and the smart entrepreneurs and innovators can recognize this.

 

So what's the fatal flaw of your idea?

 

Are you ignoring it and pushing forward?

 

Or are you testing to see if you can solve it, and moving on if you can't?

 

Thanks to OpenForum

3 Steps To Better Management For Any Business

There are a lot of different ways to step back and see the whole business better. This three-step process I like to use improves your business by combining the high concept (Step One) with the specifics you need (Steps Two and Three) to make it happen.

 

Step 1: Get your bearings

 

We could call that long-term strategy, but I like "get your bearings" because that's a good expression for understanding where you are and where you want to go.

 

Take a step away from the business and view it as a whole, looking at how it works its strengths and works around its weaknesses, how it's focused on certain target markets, and what it does best. How is your business different from all others? What would your customers say about you?

 

Strategy is focus. In the real world of entrepreneurship and small business, it's about understanding what you're not doing, and who isn't in your target market.

Strategy is about long-term goals. Have you ever defined success for yourself, with your business? Too often we forget that success is as unique to you as your business is. At the extremes, some businesses are always about the multi-million-dollar exit, while others are about working at home and making a living while still having time to coach the kids' soccer team. Understand that for yourself.

 

Step 2: Set concrete dates and numbers you can track

 

Step One needs specifics to make it real. You took a step back to look at the whole business strategy, so now you take a step forward to break it down into specifics you can track—like dates and numbers. It's not just you and me.

 

Like dates. Set start dates and end dates in advance. It increases your chance of having it happen. Set a date as a deadline and it's instantly much more likely to happen than if you just leave it mushy. Promising yourself or others that work will be done by May 15 is better than just saying "soon" or "as soon as possible." That works even when it's just you, and even more so when it's a promise to a team of other people. And tracking them becomes simple.

 

That's just as true with numbers. Specifics gives it more weight. You can do that with the obvious business numbers such as sales, costs and expenses. But don't stop there. Your business is full of other numbers: leads, calls, presentations, trips, units built, minutes per call—the list goes on forever. If it's just you, you give yourself concrete specific numbers so you can track progress. And if it's a team you manage, you get a double bonus: first, there's the peer pressure of number commitments to a group; and second, there's the increased management potential of having specific numbers to talk about between you and the group members you manage. Feedback is often hard, and the numbers, the goals met or not met, can make feedback way easier.

 

And list your assumptions. That will help later when you need to figure out what to change.

 

Step 3: Track, follow up and revise.

 

With the numbers you need a one-two punch: first, you set the numbers, for yourself alone or interactively with others; and then second, you track the numbers, highlight the differences between what was planned and what actually happened, and follow up on the management implications.

 

The secret to this third step is to schedule reviews in advance and be consistent. Just setting numbers is good, but a regular review schedule is needed so you and everybody else involved knows numbers will be tracked.

 

Tracking plan versus actual gives you a huge head start in making the changes you'll need to keep steering the business toward its long-term goals. "What's different?" you'll ask. Then, "Why is it different?" Then, "What should we change to improve the business as a result." That's instant management, steering the business.

 

Thanks to OpenForum

6 Things To Consider When Hiring An SEO Firm

I don't know about you, but I barely have enough time to run my small business let alone manage a successful search engine optimization (SEO) campaign. Over the past 18 months I have hired two companies, fired one and interviewed many (large and small). I am midway through the process of getting my company "optimized," with a new partner. The experience has been enlightening, bumpy and rewarding all at the same time. Below, I have listed a few things to think about before signing on.

 

Step 1: Determine your goal

 

Take your time with this one, and make sure you are able to articulate your goal clearly. Who are you trying to reach? What do you want to say when you reach them? As a small business owner, I am very protective of my company's brand and the niche it dominates. Of course the end game is to increase sales and profitability, but I don't want to change the company's persona to do it.

 

Step 2: Select a partner that "gets it"

 

Unlike many larger enterprises in our space, we are relationship driven—we don't have scores of operators standing by to sell one-offs.  Our value is predicated on the expertise, resourcefulness and personal service we provide. I searched for a partner that was willing and able to understand my company's unique qualities and then communicate them online while raising our visibility.

Step 3: The search

 

Two years ago, the idea of SEO was just trickling down to small businesses. I knew about SEO, but I really didn't know anything about it. As luck would have it, while participating in a program at UCLA's Anderson School, a professor suggested that I look into Hubspot—a do-it-yourself SEO provider. After several months of due diligence, and based upon a very enthusiastic recommendation from the professor, we took the plunge.

 

In my opinion the best part about Hubspot was that it:

 

• Gives its subscribers an insider's look at the process in one convenient location

• Offers five hours of consultation, a forum to ask questions and have them answered and access to webinars, blogs and partners

• Enables users to see what their competitors are doing and compare and contrast the quality and effectiveness of different websites in the same industry

• Provides useful and specific information about visitors and visits

• Gives ultimate responsibility for messaging to the subscriber (good for me since I am a control freak)

Step 4: Don't be afraid to change

 

But don't be a "flag in the breeze," either. After several months with Hubspot, I decided to cancel my subscription because, among other reasons, the process was more expensive and time-intensive than we expected:

 

• Also, the model seemed to be geared towards helping small businesses in local markets, and we are a small business in a global market.

Step 5: Now what?

 

Against my better judgment, I let go with one hand before grabbing on with the other. This said, I figured what we had in place was still working (fortunately we only moved our blog and not our website to Hubspot, so disconnecting wasn't too painful). Almost immediately, I started a new search that entailed asking multiple resources for direction.

 

• I leveraged my business connections, first. One was able to make a personal introduction with their SEO provider—an industry leader. I called, spoke with someone and got a list of great questions to ask and things to look for.

• I reached out to our client base and received multiple leads—most of the companies were too large and had average monthly fees of $10,000-plus.

• I asked for recommendations from my LinkedIn Marketing Group (be careful if and when you do this. I was inundated with responses, nine-tenths of which came not from end users but prospectors).

• Based upon a more in-depth search, a process of elimination and a very detailed conversation with the sales team at my new provider, I made a decision.

Step 6: The takeaway

Unless you or someone in your office is highly skilled and has tons of time to devote to the process, I suggest you get professional SEO help. This is not to say you shouldn't stay involved.  However, because the rules of the game are in a constant state of flux (check out this New York Times article "Google Tweaks Algorithm to Push Down Low-Quality Sites"), it would take a team working every day all day just to keep up. Then there are the finer points of white hat, black hat, hidden site maps, link building, Meta tags, keywords etc. At some point you will need a real pro that is up to the task. In short, know what you don't know, and then hire the best you can afford.

 

Stay tuned…

 

Want to hear more about how things are going today: the hiccups and successes? Stay tuned for the my next installment. To keep things interesting and relevant, our new partners (brave souls that they are), have agreed to join the discussion by responding to my comments and adding a few of their own. 

 

OPEN Cardmember Susan Roth took the helm of Trims Unlimited in 1985. Since then the company has regularly been recognized as one of the nation's fastest growing private companies. 

 

Thanks to OpenForum