Are you one of those people who always turn up to an appointment on time? Or are you the opposite…always running late, flustered and making excuses as to why you’re late?

I had a recent experience where I was considering selling my house and had called a local real estate agent to provide an appraisal. Gary turned up 5 minutes late with no apology. This behaviour bugged me, especially as it was a first encounter and there was a possibility of doing business.

I don’t know about you, but I get annoyed  when I constantly have to phone or email the same person because they don’t respond to my messages, especially if it’s for products or services that I’m interested in. The impression I form of them can include any or all of the following:

… they’re disorganised

… don’t care

… avoiding me

… not trustworthy (can I believe what they say?)

Some time ago I facilitated a VIP Planning Day for a small accounting practice. During the course of the day we reviewed the progress they had made since Planning Day we had the year before.

As we were reflecting on their achievements before planning the future, one of the partners made the comment on how crucial their weekly meetings were. Originally when I first suggested they have regular weekly meetings, the same partner thought it was a waste of time as he was focused on how much time it cost to have everyone stop work for that hour.

Last year I facilitated a VIP Planning Day for a small accounting practice. During the course of the day we reviewed the progress they had made since the Planning Day we had the year before. As we were reflecting on their achievements before planning the coming 12 months,  one of the partners made the comment on how crucial their weekly meetings were.
When I first suggested they have regular weekly meetings, the same partner thought it was a waste of time. He was focussed on how much time it cost to have everyone stop work for that hour. Being an accountant he was always focussed on chargeable hours and if they are all in a meeting for an hour they are potentially losing in excess of $1000.

Some time ago I facilitated a VIP Planning Day for a small accounting practice. During the course of the day we reviewed the progress they had made since Planning Day we had the year before.

As we were reflecting on their achievements before planning the future, one of the partners made the comment on how crucial their weekly meetings were.

Originally when I first suggested they have regular weekly meetings, the same partner thought it was a waste of time as he was focused on how much time it cost to have everyone stop work for that hour.