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Posted by: | Posted on: July 12, 2018

Strategic plan versus strategic planning

Leadership development worldwide

Strategic plan versus strategic planning

A strategic plan represents a certain outdated point in time. I you do not think, plan, change and live by it, it may die and surely will only gather dust, forgotten somewhere in a file. Strategic planning, on the other hand, means active, alive, ongoing and never-ending – Pierre Du Plessis

15 Steps to Transforming Yourself to a Strategic Leader

1. An Inspired Workforce
a. If you are looking for ‘cause and effect’ look no further than these three vital factors to get you 80%+ of the way there:
i. A vision which is truly ‘visionary’ – one that excites people and makes them passionate in its pursuit
ii. An organizational Purpose which not only attracts and retains talent, but energizes people to be their very best in remaining true to that reason why your organization exists
iii. Role model behavior and practices by a leadership team that is a team – being exemplars and living the values of the organization, encouraging people to achieve their full potential and reinforcing the vision, purpose and values of the organization at every opportunity enabling and motivating people to follow their example
2. A Leadership Team that is, in fact, a ‘team’
a. The unfortunate fact is that while we o[en refer to the ‘leadership team’, no such ‘team’ truly exists as the C-Suite executives too o[en do not understand or practice the tenets of effective teamwork nor do they very o[en, unless compelled, collaborate as they could or should for the benefit of the organization.
i. Being anti-role models for the workforce does little to encourage their teamwork or collaboration.
3. A Leadership Team which routinely exhibits their relentless pursuit of ‘doing the right things right’ for the organization.
a. To me this is all about remaining true to your purpose at all times and testing every project, initiative and investment against the vision to ensure it will move the organization closer to achieving it. It goes without saying only the highest standards of integrity and transparency are acceptable.
b. The continuous pursuit of excellence is also another one of the vital legs to achieving this ultimate Strategic Leadership organizational outcome.
4. Exceptional Stakeholder Relationships
a. Ensuring the workforce from the factory floor or front line to the C-Suite have the requisite skills and use them to build exceptional internal working relationships and/or where appropriate exceptional external stakeholder relationships with customers, suppliers, partners and others which are critically important to the long-term success – competitiveness and profitable growth of your organization
5. A Release of the Full Creativity and Innovation of the Organization
a. Establishing appropriate forums such as ‘Creativity Labs’ designed to turn even your worst performers into superstars in terms of generating commercially viable innovations which deliver value to all key stakeholders.
b. Clearly a culture of creativity and innovation must be nurtured as well as ensuring an innovation management system, Human Resources systems which reinforce the behaviors and practices desired as they relate to creativity and innovation, value creation measured in terms of ‘benefits’ – recognized and appreciated by stakeholders and that is just the ‘shortlist’.
6. An Organization aligned around its Vision
a. This is an organization that behaves as ‘all one team’ focused on the common goal or achieving the vision, everyone – department, function, division and business unit clearly understanding and being capable of making their specific contribution to successful achievement of that vision – no distraction, hidden agendas or pulling in opposing directions or being at cross-purposes with one another.
7. Value is Being Continuously Created and Delivered to all Key Stakeholders
a. It is my firm belief that underneath the stated or explicit purpose of any organization worth its salt, there is an implicit purpose and that purpose is the continuous creation and delivery of value to all key stakeholders
b. Value is one of the most important strategic concepts of the past 20 years and is a vital source of differentiation and competitive advantage as well as the foundation for secure and exceptional stakeholder relationships.
c. Value should be defined as any intangible or tangible benefit which the competition or alternate provider is either unwilling or unable to provide. There are some 11 sources of value I have identified in my 44 years of work around the globe, but most organizations focus on only 2-3 and don’t do a particularly good job with those!
8. An Exceptionally Agile Organization
a. As we know, the only constant is change. Change is coming faster, having greater impact and is occurring more frequently than ever.
b. Being agile means being able to identify, assess and act (e.g., make a decision and execute) on an opportunity or counter a threat better and faster than a competitor or other provider.
c. Two of the most important critical success factors for becoming agile are (1) having a world class ‘sensing system’ and (2) Hyper-Decision Making.
d. Agility together with the ‘sensing system’ described below and Hyper-Decision Making, are also requirements for an organization to be exceptional at ‘adaptation’ to change where adaptation is the anticipation or rapid and appropriate response to changes in the external operating environment.
9. Establish a World-Class (among the best) ‘Sensing System’
a. Like the ‘whiskers of a cat’ without which its judgement would be impaired, so it is with organizations without a world-class ‘sensing system’ which is comprehensive and integrated and captures all vital data and information – including the ‘vital few’ Key Performance Indicators at the right level to be sensitive to changes internally within the organization as well as externally in its operating environment – not just the standard market share, EBIT, profitably types of KPI’s! In fact, a new generation of balanced scorecard is now required as we move further into the future to account for the increase in critical parameters that can impact an organization’s long-term or enduring success and competitiveness.
10. Evolution of Your Organization to a State of Hyper-Decision Making
a. Taking the discussion above regarding ‘change’ to heart has one huge implication and that simply is the absolute need to make more optimal decisions faster than ever – a state of Hyper-Decision Making where not only are the key strategic positions within the organization identified and filled with the most talented people as the decisions made in those positions can make the difference between winning and losing in the marketplace, but they have been trained and are coached in decision-making. No longer is decision-making taken for granted or considered a zero-sum game as the consequence is too costly to your organization.
11. Strategy Execution and Appropriate Patience and Support
a. Research has shown that while many CEO’s, in fact nearly 85%, are pleased with their strategy being correct, only 14% believe their organization has done well executing that strategy.
b. Often times I have seen a lack of patience – a need for instant gratification on the part of senior management otherwise the strategy is scrapped and replaced with a new ‘supposed’ silver bullet. Eventually people lose energy and interest as their organization becomes a member of the ‘program of the month club’.
c. In addition, many times there are so many key business objectives, all #1 priority of course, that there are not enough resources to gain traction. Proper support is not given because no effort was made by senior management to properly prioritize the key business objectives let alone align them with the vision!
12. Design of the Right Organizational Business Model and Keeping it Refreshed Through Time
a. Controversy reigns supreme over what a business model is or isn’t. The fact of the matter is that there are 8 components to a business model including the leadership team whose role it is to synergize the other 7 components.
b. One of the most critical of the components, although they are all critical to enduring success, is ‘renewal’ which is the seamless integration of adaptation, creativity & innovation and continuous learning. It is this component, more than any other that keeps an organization’s business model fresh and in step with the changing business environment as organizations has been the case with such organizations as Proctor & Gamble, Johnson & Johnson, Google and a select number of others.
13. Achieve Human Performance Excellence Breaking the Barriers of Tradition and Thinking Outside the Box
a. One-day senior executives will awaken to the realization that it is their people more than any single factor which either enables their organization to succeed or causes it to fail – the latter being a case where senior management is often an unwillng co-conspirator in the debacle.
b. Recognizing that your organization may well be over-managed and under-led and now evolving it to one identified as having inspirational leadership and talent attraction and retention can be a long road, but if you hope to ever reach your full potential as an organization, it is an essential road to follow.
c. The key words here are: engage (i.e., strengthen the emotional bond between your people and your organization; as well as to listen, learn and act on what was learned), enable, empower, inspire, ensure participation, have regular 2-way communication – total transparency, build and maintain trust, make them passionate and energized about what they are doing to succeed and help their organization be successful. Start with that and you will be amazed at the transformation your organization undergoes!
d. Always remember that if you ever have to choose between world-class processes and mediocre people or world-class people and mediocre processes, always choose the latter!
e. Release the creativity of everyone in the organization – stop holding it captive! This includes senior management each one of which should possess and complete weekly and ‘Idea Book’ in which there are 7 key questions designed to stimulate creativity and innovation which adds value. These ideas should be shared monthly at Management Committee meetings.
14. Make Strategic Customer Relationship Management an Organizational Competency
a. Literally ensure that relationship mastery as referred to above and human performance excellence together with processes which make it easy for customers to do business with you and enable you to be more responsive than the others in your sector or industry are in place, are literally woven into the fabric of your organization’s culture – making it a competitive advantage and ensuring your organization is intensely customer focused
15. Stop Engaging in Practices which are Damaging Your Organization
a. As part of my Doctoral Dissertation, I conducted research to identify the behaviors and practices of senior executives which could cause their organization to under-perform or fail. These I referred to as ‘The Deadly Sins of Management’. For example, one of these was ‘too much focus on the numbers’ which among other damage created to an organization, this practice destroys teamwork and collaboration.
The above represent what I would consider the top 15 outcomes you should be considering if you have any hope of reaching the ultimate Strategic Leadership outcome stated near the beginning of this document. There are others, but possibly with less impact on your organization’s performance.

Source: 15 Steps to Transforming Yourself to a Strategic Leader, in A Brief Summary, BY DR. TED MARRA

Also refer to these articles:



Posted by: | Posted on: February 19, 2018

Business owners

Business owners

Business owners of all sized businesses

Business owners! Expand your business empire through people.

Business owners can accelerate business growth through people.

Business owner cartoon image

Among all living beings on earth, humans have the highest brain power. But you already know that.

When you buy a piece of equipment or machinery for your business purposes, you expect to get the highest possible profit out of it, in the shortest possible time. In other words you want the highest return on your investment (ROI)! Do we now have your attention? Are you starting to get interested?

OK, the only problem with a piece of equipment or machinery (also known as a “fixed asset”) is that your business operations with it, will be limited by the built-in mechanical output or production capacity.

Your investment in your employees (also known as “human capital”) in the form of wages, salaries and fringe benefits (also known as “total cost to company”), are normally quite substantial, if not in the highest ranges of regular costs.

However, human capital capacity is of a totally different nature! It is not limited by a mechanical built-in capacity!

How healthy is your ROI on your human capital total cost to company? To put it a bit simpler: How good is your return on your investment in people? How profitable is it really, do you think? Starting to think a bit? Are they giving you more back than what they cost every single month? Are there months when you think you are maybe wasting your money on them or some of them? It is easy to tally the total monthly monetary cost of employees. How easy is it to calculate the monetary value they are giving back? Would you not have liked to know it? It is quite easy to work out the profitability of machinery or a process, but how easy is it to work out the profitability of human capital, when you cannot identify and isolate it within total monetary income?

How many accountants, auditors and business owners can work out the ROI of labour. It is only possible where total income is solely due to labour. In most cases the efforts of labour are intermingled with contributions of raw material, processes and machinery inside total income in accounting systems

We are now beginning to tamper into dark and unknown territory, not so! It makes it frustrating not to be able to know.

There is however, a bright light glowing on the horizon, winking at you to come closer, which can enable you, as business owner, to see the influence your human capital can have on total profitability; whether it is rising or falling.

Business owners have the authority and power to increase or decrease human capital capacity.

1. Your human capital asset, is your only asset with built-in flexible capacity, whether you are delivering services or products.

2. Equipment, machines and processes, as assets, do not have built-in flexible capacities; they are lifeless without human capital.

3. Only human capital can change the inflexible built-in capacities of equipment, machines and processes to become more productive.

4. Only human capital can change the availability and utilization of equipment, machines and processes.

5. Only human beings are manning and using the facilities, equipment, machinery and processes you provide, with flexible feelings and flexible attitudes.

Normal human beings have built-in needs for self-satisfaction and self-actualization.

1. These built-in needs of humans create a desire to succeed, achieve and perform as employees in a work environment.

2. Not only do they arrive with these desires, but they also arrive with flexible capacities for new ideas, improvements, ingenuity and creativity.

3. This flexibility in “human capital” is referred to as “human capital talent”, which can be the greatest asset any business can ever hope to have.

4. When human capital talent can operate in a work environment, where they can satisfy their needs and desires, their feelings and attitudes can change to reflect appreciation, thankfulness, happiness and loyalty.

5. Positive feelings and attitudes in human capital can unlock slumbering talents for new ideas, improvements, ingenuity and creativity for higher total business profitability. This is the bright light glowing on the horizon.

Recent research studies indicate that bosses and business owners fail miserably to satisfy employee expectations, needs and desires:

“Even in a down economy 2 million Americans quit their job every month. The majority of people, quitting or not, are currently unhappy in their corporate jobs. Recent studies indicate a full 74 percent of people would today consider finding a new job and 32 percent are actively looking. The reasons for their unhappiness:

1) They don’t like their boss (31%),
2) A lack of empowerment (31%),
3) Internal politics (35%) and
4) Lack of recognition (43%).”

In other words, these employees have become disillusioned and disengaged. What is the lesson here? Do all you can to avoid your employees go down the same route.

Source: Article by Forbes

Our deductions from the above findings: 1. The majority of bosses and business owners in the world today, do not have a clue how to engage, inspire and utilize employee talents. 2. Notwithstanding abundance of information in modern times, they have fallen behind times, as if they have left their minds behind on another planet. 3. It can also be due to lack of interest and exposure.

Those who want to explore these findings further, can start with this link:

The money man cartoon image

Those who want more free information on leadership qualities online, can find some here.
Find an extraordinary collection of leadership resources inside this free Online Leadership Library in a free PDF file.

Human capital talents come in a ready-made package, eager for talents to be utilized.

How lucky can business owners get, with different human capital talents falling into their laps? It all depends on what business owners make of it!

Do you know how to unlock human capital talents? Become a member to get the four sets of competencies to improve your business profitability and grow your business empire like never before! Becoming a member will enable you to get the solutions for making employees feel like co-owners!

If you know how to mine for the gemstones, latent in the brain cells of employees, you will be able to uncover and expose those gemstones for your business to thrive on! Business owners and bosses can break a business by remaining ignorant and arrogant, but can also make a business by mining for the gemstones.

Those with high interest in modern human capital talent trends, can also visit these pages:





The four competency skills

“The science of getting rich” e-book for buyers of membership:

The science of getting rich

“Whatever may be said in praise of poverty, the fact remains that it is not possible to live a really complete or successful life unless one is rich. No one can rise to his greatest possible height in talent or soul development unless he has plenty of money.” – Wallace D. Wattles (1864 – 1911)

Preface in the e-book:

THIS book is pragmatic, not philosophical; a practical manual, not a treatise upon theories. It is intended for the men and women whose most pressing need is for money; who wish to get rich first, and philosophize afterward. It is for those who have, so far, found neither the time, the means, nor the opportunity to go deeply into the study of metaphysics, but who want results and who are willing to take the conclusions of science as a basis for action, without going into all the processes by which those conclusions were reached.

It is expected that the reader will take the fundamental statements upon faith, just as he would take statements concerning a law of electrical action if they were promulgated by a Marconi or an Edison; and, taking the statements upon faith, that he will prove their truth by acting upon them without fear or hesitation. Every man or woman who does this will certainly get rich; for the science herein applied is an exact science, and failure is impossible. For the benefit, however, of those who wish to investigate philosophical theories and so secure a logical basis for faith, I will here cite certain authorities.

The monistic theory of the universe the theory that One is All, and that All is One; That one Substance manifests itself as the seeming many elements of the material world – is of Hindu origin, and has been gradually winning its way into the thought of the western world for two hundred years. It is the foundation of all the Oriental philosophies, and of those of Descartes, Spinoza, Leibnitz, Schopenhauer, Hegel, and Emerson.

The reader who would dig to the philosophical foundations of this is advised to read Hegel and Emerson for himself.

In writing this book I have sacrificed all other considerations to plainness and simplicity of style, so that all might understand. The plan of action laid down herein was deduced from the conclusions of philosophy; it has been thoroughly tested, and bears the supreme test of practical experiment; it works. If you wish to know how the conclusions were arrived at, read the writings of the authors mentioned above; and if you wish to reap the fruits of their philosophies in actual practice, read this book and do exactly as it tells you to do. The Author.

Here is the table of contents for “The science of getting rich” of only 50 pages:

Preface: By the author
Chapter 1: The Right To Be Rich
Chapter 2: There is A Science of Getting Rich
Chapter 3: Is Opportunity Monopolized?
Chapter 4: First Principle in The Science of Getting Rich
Chapter 5: Increasing Life
Chapter 6: How Riches Come to You
Chapter 7: Gratitude
Chapter 8: Thinking in the Certain Way
Chapter 9: How to Use the Will
Chapter 10: Further Use of the Will
Chapter 11: Acting in the Certain Way
Chapter 12: Efficient Action
Chapter 13: Getting into the Right Business
Chapter 14: The Impression of Increase
Chapter 15: The Advancing Man
Chapter 16: Some Cautions, and Concluding Observations
Chapter 17: Summary of the Science of Getting Rich

The following two e-books are also included for buyers of membership:

Business plans duo


The titles of the above two e-books are:

“The business plan blueprint – shortening your business learning curve”


“Guide to writing a business plan – a universal template designed by auditors for all types of businesses”.

Just fill in the details and your bank loan application is ready!

This alone is worth more than the asking price for lifelong membership!

What other training manuals are included in membership for business owners, entrepreneurs and their employees?

The five most essential financial skills for non-accountant business owners, namely, understanding accounting principles, assessing financial performance, cash flow analysis, interpretation of financial statements and reading a balance sheet.

Five essential financial skills


These five training manuals displayed above, are regarded as the five essential minimum financial skills for non-accountants, but who may be in positions of authority in private and public sectors, desperately in need of the skills. It is common knowledge that many government employees worldwide, who need these skills, do not have it. No wonder that many of those government organisations are miserable financial failures!

Click me to see it cartoon image
Many job positions in public sector organisations, are also in dire need of acquiring the five essential minimum financial skills for non-accountants displayed above, to be successful in running and managing those organisations.

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Posted by: | Posted on: February 19, 2018

Performance management quality

Performance management quality

Quality assessment of a performance management system.

With more than 2000 different performance management systems in use worldwide, with various degrees of being an ideal system, here are a few questions forming an assessment questionnaire, covering some minimum requirements for an integrated performance management system. It can hopefully help to get an idea of how an existing system compares to an ideal system, which can be described as the “right way”.

Definition of an integrated system:

A definition of “integrated” can be clarified as follows: “To make into a whole by bringing all parts together; unify and combining or coordinating separate elements so as to provide a harmonious, interrelated whole; organized or structured so that constituent units function cooperatively”.

Try to answer the following questions:

1. Is strategic planning part of the regular business processes?
2. Is the PMS in support of the overall strategic plan or in isolation?
3. Is performance measurement a continuous process or at certain longer intervals only?
4. If there is a strategic plan, how is the successful execution of plans monitored on a regular basis?
5. Is employee performance measurement, review or evaluation ending up in the same universal factors being evaluated for all positions?
6. Is employee performance measurement based on different factors for different job tasks?
7. Is employee job objectives coupled to cascading job objectives from the top tiers and broken up into sub-objectives down through the ranks?
8. Is short interval control part of the PMS so that self-control can take place for immediate corrective actions on the level where deviations from standards are first detected?
9. Is the PMS following the rule of shortening control intervals for consecutive lower operational levels?
10. What would you say is the main purpose with your performance management system? Is it perhaps only window dressing, to pacify shareholders or to boast its existence in the annual report?
11. What is the secondary purpose with your performance management system?
12. Apart from the main purpose and secondary purpose, is the PMS also serving more purposes?
13. Can you list proven benefits derived from the existence of your PMS? What are they?
14. Is the PMS inspiring enthusiasm, initiative, problem-solving, creativity and the urge for continuous improvements in employees?
15. What effects do your PMS or lack of it have on employee morale, attitudes and feelings?
16. What are your employees’ opinions on the fairness of merit ratings and salary increases?
17. Does the system make provision for short term employee performance feedback and combined with identification of meaningful future employee development areas?
18. In case your organisation also has longer term projects, which may not be ideal for fitting into the normal shorter term business environment for the PMS – Is the performance management system making provision for longer term projects to be planned and measured along the lines and methods in use for engineering projects? We are referring for instance to the critical path method (CPM) for analysis and planning and project evaluation and review technique (PERT) for evaluations. Histograms can also be used to display actual progress against planned progress in the shorter term. We believe the methods used in engineering can make just as good a fit for other types of projects.
19. If you do not have a PMS, how does your organisation ensure cohesive co-operation by and between all role players to perform harmoniously together and in tune like a top symphony orchestra?
20. If you do have a PMS in place, list the beneficial and positive outcomes for your organisation.
21. List the deficiencies and negative outcomes for your organisation.
22. Are the positive outcomes outweighing the negative outcomes?
23. What will be your recommendations for improvement of your performance management system?
24. Are worker trade unions hampering or boycotting the implementation of a proper PMS? What possible tactics can be employed to make them part of the solution?
25. If you do not have or do not want a PMS, what are the possible benefits that the non-existence of it, can have for your organisation in the long run?


1. Performance Management as a system, if done correctly, is not intended for an annual review event only. With more than 2000 PM systems in use worldwide, each with its own interpretation of what is the right one, it is no wonder that some say cascading objectives end up in the same factor being evaluated for all jobs. We fully agree that it cannot be. Each job title has its own objectives, differing from the next one. A PM system can have more benefits than negatives if done correctly. It should daily encourage people to do what they are supposed to do. It can also function as automatic self-control and immediate corrective actions on the lower level where it is first identified, making life easier for higher levels. It should focus on continuous future organisation improvements and human capital talent development, instead of solely for the purpose of a once per year merit increase.

2. The intention with the right performance management system is to get organisation-wide support for the organisation strategic plan and specifically to get rid of subjective opinions and evaluations.

3. Not all organisations are in need of a performance management system. When an organisation is still small enough, the top man can control task outcomes of employees by means of direct contact and communication. When an organisation expands and the quantity of employees outgrows the attention span of the top leader, it can become more and more difficult to stay updated on how well the performance of all employees is. Then it can become time for a performance management system to come in handy as rescue mechanism for the top leader.

4. The first and main purpose with a performance management system should be to serve as a mechanism for more successful achievement of strategic plans and objectives. The possible other purposes and benefits will then follow automatically or more easily, with some adjustments.

5. To see a video of how to use the Critical Path Method (CPM) as analysis and planning tool for planning change in organization culture, go to this post.

See our design of a performance management system here in this post. Free download a bundle of six e-books, compiled as a combined effort by several Universities, for use by the USA Government Departments, on that page.

Organisation leadership transformation questionnaires ebook ecover


Download this questionnaire free in PDF format by subscribing to our occasional newsletter:

To get the download links, one must confirm the authenticity of one’s email address, by clicking the link in our email to you. If you do not confirm, the links will never reach you in our second email.

The necessity of a formal performance management system can become less important, when the majority of the workforce of an organisation becomes mature enough to replace the formal system with a personal self-driven informal monitoring system. In other words, it can be abandoned, when individuals have received ample internal/external training to apply all the elements of a performance management system automatically themselves on an individual basis, without being officially forced to do so. However, how many can lay claim to this type of knowledge and maturity?

Persons who buy membership also get the following six videos with PDF transcripts:

Video 1 – Key objectives and standards:

Video one on key objectives and standards image

The other five:

Video 2 – Critical objectives and standards:

Video 3 – Specific objectives and standards:

Video 4 – Action plans:

Video 5 – Control reports:

Video 6 – The sergeant stripes principle:

Persons who buy membership also get this e-book titled:

“The science of conducting effective meetings”:

The science of conducting effective meetings ebook ecover


Posted by: | Posted on: February 19, 2018

In-house training

In-house training

In-house training/education to change organisational culture.

Trainer cartoon

Addressing the four most essential interrelated development areas for any organisation in the business or public world.

 On site education and implementation in any town in South Africa

Organisation culture:
Organisation culture has nothing to do with race, sex, language or cultural background of employees. It has much to do with the type of team leadership that is consciously being encouraged in strategic planning, company policies and the type of employees being appointed in positions of authority. In other words it has all to do with human relations and whether people are treated primarily with laissez-faire leadership, transactional leadership or transformational leadership and its consequences on the attitudes, feelings and behaviour of subordinates. For instance, subordinates can be forced into robotic behaviour, with transactional leadership and its accompanying destructive motivational factors, leading to low loyalty; or inspired to use own initiative and innovativeness, with transformational leadership and its accompanying constructive motivational factors, leading to high loyalty, which in turn may impact negatively or positively on organisation improvement.

The other important influence on organisation culture is how employees perceive the fairness of performance appraisals and its consequences on their future development opportunities and career progress.

The purpose with our courses is to increase the return on investment (ROI) or profit on total cost outlay per employee for organisations. We facilitate educational courses for corporate employees in the following three development areas:

1. Team Leadership:
Contents: Leadership self-test, leadership traits to strive for, the ten most common people management mistakes to avoid, strategic planning for direction in a global competitive environment, situational leadership styles, team leadership, delegation, hierarchical differentiation of management functions, leadership ethics and moral values, conflict handling, change management, destructive versus constructive motivation, the consultative management style, the eleven leadership principles to uphold, dynamic leadership, other problem-solving techniques like the GROW model, the Ishikawa diagram, project planning and control, possibility thinking, creative thinking and value management.
Duration: 5 full days. Training session structure options:
1. 5 days, spread over 5 weeks;
2. 5 days, with a session every second day;
3. 6 half days, daily, with homework after hours or
4. 5 consecutive full days.
Cost: R6 000.00 per participant.

2. Performance management the right way:
Contents: 1. Conversion of strategic departmental objectives into a mission statement per job for which continuous key objectives in terms of purpose, customers, product and scope can then be developed, together with key standards against which actual results can be measured. 2. Renewal of job descriptions for which continuous critical objectives and accompanying critical standards are developed. 3. Defining specific job assignments and projects with accompanying specific time limited objectives in terms of time limited action plans and specific standards. 4. Development of a job performance matrix (Balanced Score Card) where actual results are measured against key, critical and specific standards. 4. The performance planning and review cycle, with the science of conducting effective meetings. 5. The principles of short interval control where each lower tier controls more frequently than the higher one. 6. Performance appraisals and identification of individual development areas. 7. Identification of risk management shortcomings to be added into the system.
Duration: 7 full days. Training session structure options:
1. 7 days, spread over 7 weeks;
2. 7 days, with a session every second day;
3. 8 half days, daily, with homework after hours or
4. 7 consecutive full days.
Cost: R8 000.00 per participant. See the organisation benefits on this page.
For further reading on performance improvement open or save this PDF file.

3. Recruitment and interviewing skills for line managers:

Module one: Introduction to recruitment, what is recruitment?, challenges and trends, sourcing candidates, requirements, case study, self-test questions; Module two: The selection process, job analysis and descriptions, the approach, the recruitment interview, testing, case study, self-test questions; Module three: Goal setting, using the GROW model, identifying goal areas, setting smart goals, using a productivity journal, case study, self-test questions; Module four: The interview, phone interviews, traditional interviews, situational interviews, stress interviews, case study, self-test questions; Module five: Types of interview questions, direct questions, indirect questions, situational questions, behavioural descriptive questions, stress level testing, competency questions, case study, self-test questions; Module six: Avoiding bias in your selection, expectancy effect, primacy effect, obtaining bias information, stereotyping, case study, self-test questions; Module seven: The background check, preparation, data collection, illegal questions, being thorough without being pushy, case study, self-test questions; Module eight: Making your offer, outlining the offer, negotiation techniques, dealing with difficult issues, sealing the deal, case study, self-test questions; Module nine:Orientation and retention, getting off on the right track, your orientation program, the checklist, following up, case study, self-test questions; Module ten: Measuring the results, cost breakdown, employee quality, recruiter effectiveness, fine tuning, case study, self-test questions; Module eleven: Wrapping up, words from the wise, lessons learned, completion of action plans and evaluations.
Duration: 5 full days. Training session structure options:
1. 5 days, spread over 5 weeks;
2. 5 days, with a session every second day;
3. 6 half days, daily, with homework after hours or
4. 5 consecutive full days.
Cost: R6 000.00 per participant.

Professional evaluation of a candidate requires the following types of probing job related questions:
1. Situational interviewing questions.
2. Behavioural interviewing questions.
3. Stress interviewing questions.
4. Competency interviewing questions, focussing on specific required knowledge for tasks to be performed by the job position (testing actual knowledge against job required knowledge and weigh up the potential probability that a candidate will be able to close any required knowledge gaps in a short time period).

If one wants to appoint the best, one must attract the best and be able to choose the best of the best, by applying the best available techniques. Are all the first line supervisors and managers proficient in interviewing techniques?

First line supervisors and managers on all levels normally have the final decision on appointment of subordinates, with or without the input of other committee members. In most cases they perform these duties according to own interpretations, without proper knowledge and insight in best practices for taking in new employees. In other words they may not be equipped to perform these duties to the best interest of the employer.

4. Strategic planning:

We facilitate strategic planning sessions for organisation top leaders or coach them and their subordinates how to do it, when requested

See what other authoritative experts are saying at these pages:

The minimum quantity of enrollments required per training subject is 25. Participants also get complimentary free access to the paid membership vault. The venue can also be changed to accommodate bigger groups.

Synopsis: Effective leadership cannot be achieved without strategic planning. One of the main purposes with effective leadership is to give direction for an organisation and one of the best tools to arrive at direction is strategic planning with the SWOT analysis. An effective performance management system cannot be achieved without strategic objectives. Higher human talent productivity cannot be achieved without an effective performance management system. Higher employee motivation cannot be achieved without effective team leadership.
Attracting the required human capital talent cannot be achieved without an effective recruitment system. An effective recruitment system must be adapted to cater for the strategically required organisation culture and team leadership.

We can facilitate soft skills courses on any required subject.

We can also conduct training courses to improve skills in Microsoft Word, Microsoft Excel, Microsoft Presentations, Microsoft Publications and Microsoft Access.

The benefits of in-house courses (on site on the premises of the organisation) versus out of town seminars are as follows:
– no travelling fees;
– no accommodation fees;
– no fees for meals;
– no unnecessary absenteeism; and
– practical implementation can start immediately after each intermittent class session.

Corporate Education: Corporate Education refers to a system of professional development activities provided to educate employees. It may consist of formal university or college training or informal training provided by non-collegiate institutions. The simplest form of corporate education may be training programs designed “in-house” for an organization that may wish to train their employees on specific aspects of their job processes or responsibilities. More formal relationships may further exist where corporate training is provided to employees through contracts or relationships with educational institutions who may award credit, either at the institution or through a system of CEU (Continuing Education Units).

Many institutions or trainers offering corporate education will provide certificates or diplomas verifying the attendance of the employee. Some employers use corporate and continuing education as part of a holistic human resources effort to determine the performance of the employee and as part of their review systems.

Increasingly organisations appear to be using corporate education and training as an incentive to retain managers and key employees within their organisation. This win-win arrangement creates better educated managers for the organisation and provides the employees with a more marketable portfolio of skills and, in many cases, recognised qualifications.

The difference between Corporate Education and Corporate Training: Most organisations tend to think of corporate education as corporate training. Corporate training programs are often competency based and related to the essential training employees need to operate certain equipment or perform certain tasks in a competent, safe and effective manner. The outcome of a corporate training program is a participant who is either able to operate a piece of equipment or perform a specific task in an effective manner according to pre-determined training criteria.

The primary role of corporate training is to ensure an employee has the knowledge and skills to undertake a specific operation to enable an organisation to continue to operate. Fundamentally, corporate training is centred on knowledge transfer, with an instructor teaching or demonstrating a particular function and the student learning and demonstrating they can apply what they have learnt to a particular operation.

Corporate education, however, adds another dimension and depth to training by involving learners as participants in generating new knowledge that assists an organisation to develop and evolve, rather than maintain the status quo. Corporate education focuses on developing the capability of an organisation to be able to do things and, in particular, the right things in order to be a sustainable and successful organisation.

Corporate education involves a facilitator, rather than an instructor or trainer, to engage participants and encourage them to think about the what, how and why of what they are doing and to challenge their current paradigms. Corporate education is centred on introducing learning techniques to stimulate employees to think about what their organisation does, where it is heading, potential new opportunities for the organisation and new and better ways of doing things. While the role of corporate training is to develop the operational competency of individuals, the purpose of corporate education is to promote the development of capability of both an individual and their organisation.[1]

Increasingly organisations appear to be using corporate education as an incentive to retain managers and key employees within their organisation. This win-win arrangement creates better educated managers and employees for the organisation and gives individual employees a more marketable portfolio of skills and, in many cases, recognised qualifications.[2]

[1] Ryan, L: “Corporate Education: A Practical Guide to Effective Corporate Learning”, p2-3. Griffin Press. 2010. ISBN 978-0-646-52812-0.
[2] Prince, C: “Strategic Change: the role of in-company management education”. Strategic Change: 9, 167-175. John Wiley & Sons. 2000

Article Sources and Contributors: Corporate Education Source: http://en.wikipedia.org/w/index.php?oldid=545573776, Contributors: Akerans, Autodafey, JaGa, Jean.julius, Learnace, Malcolma, Mdayton7
License: Creative Commons Attribution-Share Alike 3.0//creativecommons.org/licenses/by-sa/3.0/

We offer facilitation of live training workshops and rescue and turnaround services to medium and big businesses.

Also read this post on organisation transformation.

The necessity of a formal performance management system can become less important, when the majority of the workforce of an organisation becomes mature enough to replace the formal system with a personal self-driven informal monitoring system. In other words, it can be abandoned, when individuals have received ample internal training to apply all the elements of a performance management system automatically themselves on an individual basis, without being officially forced to do so. However, how many can lay claim to this type of knowledge and maturity?

The following e-book training manual titled “Interviewer skills” is also included in the package for persons who buy membership:

Interviewer skills training manual

Unheard of bonus: All employee attendees of any of our in-house training courses also get free entry into our membership library, which cloud hosts the most comprehensive and diverse educational topics to enrich and satisfy all inquisitive minds and at the same time uplift the knowledge base of the employee corps! In other words, free access to all our other training material and educational e-books, for no extra costs! It can keep them growing and developing for years into the future!


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Posted by: | Posted on: February 19, 2018

Organisation transformation

Organisation transformation.

Organisation transformation by consciously improving leadership qualities.

Organisation transformation by specifically improving team leadership skills of persons in positions of authority.

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This page is especially dedicated to Human Resources Specialists, Human Relations Specialists, Strategic Planners and persons responsible for organisation transformation, organisation improvement or organisation culture change.

Valuable links to scientific research findings on team leadership effectiveness:


Here is our publication titled “Helping Hand for Human Relations Specialists”, with questionnaires inside to help an organisation gauge its overall position with regard to leadership qualities and ways to elevate it to a preferred position.

Organisation leadership transformation questionnaires ebook ecover

Clarification of the importance of the questionnaires inside this publication:

The first two questionnaires are based on the research outcomes on “Dynamic Team Leadership” by a knowledgeable University Professor in Creativity and Business Improvement.

Questionnaire 3 is based on the most significant personality traits to improve for enhancing the eleven most significant team leadership skills.

Questionnaire 4 is based on the 11 most significant team leadership skills to cultivate for strengthening the execution of the eleven most significant team leadership principles, which have a 98% impact on the effectiveness of team leadership.

The most significant personality traits, team leadership skills and team leadership principles are based on research outcomes by Psychologists in the USA. It is almost identical to the same training used by the USA Navy, other organisation trainers and several prominent organisations.

By using these questionnaires in an organisation-wide survey, one can identify individual and group shortcomings, which can be used for specific organisation-wide improvement action planning.

The benefits of effective team leadership are:

1. It is the most significant skills asset to endow on the human capital workforce of any organisation.
2. It breeds encouragement for self-growth in needed capabilities.
3. Higher motivation of subordinates.
4. Higher enthusiasm for assigned job tasks.
5. Higher level of initiative in independent problem-solving versus problem reporting.
6. Higher level of creativity in streamlining work flow.
7. Higher satisfaction in the higher order of job satisfiers like self-actualisation.
8. Happier more productive employees.
9. Higher customer/client satisfaction and loyalty
10. Higher organisational gains like profits and growth.

Definition of the core function of a team leader:

A team leader has a twofold responsibility:

1. The first responsibility is task oriented in the form of providing a proper performance management system, which will give subordinates focus and direction, to encourage them psychologically to excel and be more productive in the tasks they are supposed to perform, in support of the organisation strategic plan.

2. The second responsibility is people oriented in the form of providing a psychological environment, which can inspire subordinates to higher innovation and creativity with the tasks they are supposed to perform.

In short, there is a twofold responsibility on a team leader to design and provide two psychological infrastructures, conducive for breeding all-round improvements, wherein subordinates can thrive and pleasurably deliver their best efforts.

People in positions of authority have an obligation to provide both psychological platforms or frameworks, which are in favour of the best interest of the organisation.

Significant research findings already established more than 70 years ago by the Dale Carnegie Institute are:

1. Only 15 percent of one’s financial success is due to technical knowledge like engineering, while 85% of one’s financial success is due to skills in human engineering, such as personality and the ability to lead people.

2. the highest technical knowledge is often not enough, but the person with technical knowledge plus ability to express ideas, to assume leadership and arouse enthusiasm in people, are the most successful.

The same research findings have been re-confirmed in modern times. What then, is holding us back?

Most persons who are placed into positions of authority, will naturally only slowly and gradually grow from a cloudy authoritarian state of mind to a wiser state of mind. In other words, they need some form of intervention to wake them up faster to the wisdom of how to get the best out of subordinates.

Those who may be interested in a blueprint survey questionnaire to evaluate the leadership health in an organisation (your own or another), can get a free copy of this publication by subscribing for free membership. At the same time free membership subscription will also qualify you to receive more than 120 free products.

To get the download links, one must confirm the authenticity of one’s email address, by clicking the link in our email to you. If you do not confirm, the links will never reach you in our second email.

View all the free products in our image album.

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“Forget yourself by becoming interested in others. Do every day a good deed that will put a smile of joy on someone’s face.” – Dale Carnegie, the very first person in history to lead and do research on human interrelationships.

Sir Richard Branson quote on organisation culture image

Sir Richard Charles Nicholas Branson (born 18 July 1950) is an English business magnate, investor, and philanthropist. He is best known as the founder of Virgin Group, which comprises more than 400 companies.

A healthy organisation culture:

Organizations should strive for what is considered a “healthy” organizational culture in order to increase productivity, growth, efficiency and reduce counterproductive behaviour and turnover of employees. A variety of characteristics describe a healthy culture, including:

– Acceptance and appreciation for diversity
– Regard for and fair treatment of each employee as well as respect for each employee’s contribution to the company
– Employee pride and enthusiasm for the organization and the work performed
– Equal opportunity for each employee to realize their full potential within the company
– Strong communication with all employees regarding policies and company issues
– Strong company leaders with a strong sense of direction and purpose
– Ability to compete in industry innovation and customer service, as well as price
– Lower than average turnover rates (perpetuated by a healthy culture)
– Investment in learning, training and employee knowledge

Additionally, performance oriented cultures have been shown to possess statistically better financial growth. Such cultures possess high employee involvement, strong internal communications and an acceptance and encouragement of a healthy level of risk-taking in order to achieve innovation. Additionally, organizational cultures that explicitly emphasize factors related to the demands placed on them by industry technology and growth will be better performers in their industries.

Source: http://en.wikipedia.org/wiki/Organizational_culture

How to change to a healthy organisation culture:

According to Kim Cameron, Ross School of Business, University of Michigan, organisations wanting to improve culture to a healthy state, must strive to reach the following criteria:

1. Dominant characteristics:
1.1 The organization is a very special place. It is like an extended family. People seem to share a lot of themselves.
1.2 The organization is a very dynamic and entrepreneurial place. People are willing to stick their necks out and take risks.
1.3 The organization is very production oriented. A major concern is with getting the job done. People are very competitive and achievement oriented.
1.4 The organization is a very formalized and structured place. Bureaucratic procedures generally govern what people do.

2. Organizational leaders:
2.1 The leaders of the organization are generally considered to be mentors, facilitators or parent figures.
2.2 The leaders of the organization are generally considered to be entrepreneurs, innovators or risk takers.
2.3 The leaders of the organization are generally considered to be hard-drivers, producers or competitors.
2.4 The leaders of the organization are generally considered to be coordinators, organizers or efficiency experts.

3. Management of employees:
3.1 The management style in the organization is characterized by teamwork, consensus and participation.
3.2 The management style in the organization is characterized by individual risk-taking, innovation, flexibility and uniqueness.
3.3 The management style in the organization is characterized by hard-driving competitiveness, goal directed and achievement.
3.4 The management style in the organization is characterized by careful monitoring of performance, longevity in position and predictability.

4. Organization glue:
4.1 The glue that holds the organization together is loyalty and mutual trust. Commitment to this organization runs high.
4.2 The glue that holds the organization together is orientation toward innovation and development. There is an emphasis on being on the cutting edge.
4.3 The glue that holds the organization together is the emphasis on production and goal accomplishment. Marketplace aggressiveness is a common theme.
4.4 The glue that holds the organization together is formal rules and policies. Maintaining a smooth running organization is important.

5. Strategic emphasis:
5.1 The organization emphasizes human development. High trust, openness and participation persist.
5.2 The organization emphasizes acquiring new resources and meeting new challenges. Trying new things and prospecting for new opportunities are valued.
5.3 The organization emphasizes competitive actions and achievement. Measurement targets and objectives are dominant.
5.4 The organization emphasizes permanence and stability. Efficient, smooth operations are important.

6. Criteria of success:
6.1 The organization defines success on the basis of development of human resources, teamwork and concern for people.
6.2 The organization defines success on the basis of having the most unique or the newest products. It is a product leader and innovator.
6.3 The organization defines success on the basis of market penetration and market share. Competitive market leadership is key.
6.4 The organization defines success on the basis of efficiency. Dependable delivery, smooth scheduling and low cost production are critical.

Source: In Thomas G. Cummings (Ed.) Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage Publishing

Continuous incremental performance improvement:

Continuous incremental performance improvement of systems, processes, machines, equipment, products and services is achieved through continuous incremental improvement in knowledge, skills, competencies, experience, research, learning and transformation of innovative ideas into reality by human beings with their godly bestowed incredible brains.

The ways and methods we use to challenge, stimulate, motivate, communicate, influence and unlock the brain power of each other to make our surroundings, our organisations and our world a better place, are therefore of paramount importance for improved changes.

We gain continuous incremental improvement in knowledge, skills, competencies and capabilities through study and learning in the following ways:

1. Continuous education
2. Continuous coaching
3. Continuous training
4. Continuous mentoring
5. Continuous development efforts
6. Continuous implementation of new knowledge

The greatest challenge for organisations is to improve and utilize the power of human talent through the best tested research results and practices of team leadership.

Talent development refers to an organization’s ability to align strategic training and career opportunities for employees. Training can sometimes also be referred to as a tool for change management and improved organizational culture.

Teams become effective because they are allowed to and encouraged to become effective by an effective team leader.

Different prominent leaders in business and various industries say the biggest asset in their organisations is human capital.

One can get two different organisations in the same industry, making use of the same technology, machines, equipment and processes, yet the one can outperform another one due to the difference human beings can make to the end results.

See the video below on project planning and execution. This methodology as advocated in engineering degrees for big construction projects, can also be used for other non-engineering types of projects. For instance, the critical path method (CPM) can be used for planning a change in organisational culture.

Click the arrow to start the video:

At what level are your leadership growth?

If one makes use of the CPM for analysis reasons, one can just as well take it a step further and also use PERT. Here is a short description of PERT borrowed from Wikipedia:

“The program (or project) evaluation and review technique, commonly abbreviated PERT, is a statistical tool, used in project management, which was designed to analyze and represent the tasks involved in completing a given project. First developed by the United States Navy in the 1950’s, it is commonly used in conjunction with the critical path method (CPM).”

My way of thinking: Do I have a positive productivity? Is the value that I give back to my organisation equal to or greater than my total cost to the organisation?

If one does not think in this way, one will not have the constant urge to improve oneself and things around oneself.

Let this be a wake-up call to all of us.

Primary and secondary style: The primary leadership style is the one that shows instinctively, from deep-rooted belief systems about human behaviour. What comes out of your mouth can influence others negatively or positively; restrictively or encouraging; destructively or constructively. “My way or the highway”.

The secondary leadership style is the one where we fall back on, when the primary one fails miserably. It is what we have learned over time that can also sometimes works.

The challenge is to merge the two into one natural style, which can bring forth the best in our subordinates.

How to change: We were not born with our habits, attitudes and self-images but we gradually developed them.

It is not like a hereditary trait or disease in the genes or cells. We can group habits, attitudes and self-images as psychological beliefs!

That is why it is possible to change them. Because of their psychological basis, we can change them by means of psychological methods such as new development goals, visualisation, imprinting and imagery.

Anyone can become a leader. All the characteristics and traits of leadership can be acquired through learning and practice.

Leadership is not synonymous with assertiveness, despotic behaviour or managerial position. Assertiveness is a good quality only if it can be backed up by respect. Respect stems from various sources as outlined lower down on this page.

Management is about doing things efficiently. Leadership is about doing things differently, in new ways, in better ways. Leadership is about lateral thinking, being innovative and creative.

Leadership is not limited to the top echelon in an organisation. Any person in an organisation, who can differentiate him or herself by being inventive, can be a leader. If you display inventiveness, others will follow your direction naturally out of respect.

Leadership does not follow lines of authority. More often than not, creativity stems from the floor level nearest to the processes and problems. Leadership is therefore by no means limited to the formal structure of supervisory and managerial positions.

The role of leadership can be earned in many ways, small or big. For instance, you can display leadership and earn respect from others in the following ways:

– Expert or superior knowledge about a subject or something
– Excellence in execution of tasks
– Positive attitude, high morale
– High ethical values and codes of conduct
– Good human relations
– Streamlining paper work, production, methods and your use of time
– Being innovative or creative

Innovativeness usually results in bigger leaps with more benefits and profits. It can therefore be most profitable for an employer to cultivate, encourage and support the development of creativity and risk taking in all employees.

Therefore, the most important quality to develop and the fastest way in order to become a leader, is through creativity. To improve leadership further, one must be able to induce innovativeness and creativity in subordinates.

The necessity of a formal performance management system can become less important, when the majority of the workforce of an organisation becomes mature enough to replace the formal system with a personal self-driven informal monitoring system. In other words, it can be abandoned, when individuals have received ample internal/external training to apply all the elements of a performance management system automatically themselves on an individual basis, without being officially forced to do so. However, how many can lay claim to this type of knowledge and maturity?

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Posted by: | Posted on: February 15, 2018

How to get higher marks in exams

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How to get higher marks in exams

Have you got an important test coming up that you really want to ace? Do you generally want to improve your grades? There are a number of tricks and practices which can significantly improve your chances of scoring high on a test. This article will help you in studying, analysing and solving exam questions, so read on!

1. Absorbing knowledge efficiently

1.1 Pay attention in your classes and concentrate. The best thing you can do to raise your test scores is to pay attention when you’re supposed to be learning the material: in class! Letting your mind wander or not showing up at all are both likely to make you miss out on key information that will later appear on tests.

1.2 Take good notes. This is important if you want to have an easier time studying later. Not only will writing the information down as you learn it help you in absorbing the information and paying attention, but you’ll have a reference for when you go to study later.

1.3 Do your homework. Homework, such as assignments and at-home reading are where you will find the rest of the information that will be on tests, so doing this homework is important. Schedule time and set aside a quiet place just for homework to help beat the procrastination blues.

1.4 Use mnemonics and other tricks. Various memory tricks really can be useful for remembering certain things like numbers, categories, and lists. Just make sure that you learn them correctly and don’t mix them up!

• Mnemonics are phrases which can help you remember the order of certain things. For example, “Katy Perry Came Over for Great Songs” is a great way to remember the biological classifications (Kingdom, Phylum, Class, Order, Family, Genus, Species).
• Another memory trick is if you have to remember a string of numbers. Instead of trying to remember 2537610925, for example, break it up like a phone number: 253-761-0925. You can break up dates this way too. 14 Oct 1066 (the Battle of Hastings) can become a locker combination: 14-10-66.

1.5 Do practice tests. Ask your teacher or go online and print a few practice tests. Taking a practice test will help you figure out how much information you actually know vs how much information you think you know. Knowing your weak spots before a test is crucial!

2. Studying like a pro

2.1 Study frequently. Studying hard for only a few hours the night before the test isn’t going to help ensure perfect scores. If you really want to ace those exams, study old and new material every day, or at least several times a week. This will make test-taking a breeze.

• Take study breaks. When you study, make sure you take a 5-10 minute break after every 30 minutes of study. This will help keep your brain from getting overloaded and give it more time to absorb the information.
• On study breaks, try not to fill your brain with more information, even if that information is more about your favourite celebrity’s latest concert rather than Winston Churchill’s foreign policy.

2.2 Study according to your learning style. You may know that different people have different learning styles. Some people are visual learners, some people prefer sound, some need physical motion, and so on. Know how you learn best and work that into how you study.

• For example, if you learn better by physically doing things, try walking around while you study. If you learn better with sounds associated with the information, listen to music while you study. If you’re a visual learner, make a chart of the information you have to know.

2.3 Take advantage of sense memory. Your brain is pretty good at associating smells or sounds with ideas or memories. You should take advantage of this! While you’re studying, wear some unusual cologne or perfume (with a smell you don’t usually encounter) and then expose yourself to that smell again right before or during a test.

2.4 Listen to music . Your teacher probably won’t let you have headphones during a test, but you should at least listen to music, specifically classical music, right before taking a test.[1] Studies have proven that exposure to certain types of music right before rigorous mental activity can really help, by waking up your brain and increasing your awareness.

3. Preparing your body

3.1 Eat right. The most important thing is to eat, full stop. Being hungry during a test will distract you and make you tired. Don’t eat too soon before a test though, as some foods can make you tired. Instead, make sure you get a meal filled with lean protein before you have to take a test.

• Eating healthy will generally boost brain performance too, so make sure you’re always eating a healthy diet to help you learn all through school.

3.2 Sleep well. If you don’t sleep you won’t be able to focus when the pressure’s on! Make sure to go to bed early the night before a test, rather than staying up all night to study. Your brain won’t be able to hold on to all that crammed information anyway.

3.3 Have all the necessary supplies. Go to your test with all of the calculators, pens, pencils, blank paper, and other supplies you might need. Not having these things could mean you’ll have a much harder time!

3.4 Drink lots of water. Getting dehydrated during a test can be distracting and reduce your ability to think clearly. Stay hydrated before your test and bring a bottle of water with you to the test as well.

3.5 Don’t do anything different. If you aren’t used to drinking coffee, now is a bad time to start. Try not to do anything different in your basic routine the day of or the night before the test. This can really throw you off.

4. Acing the test

4.1 Write important things down first. As soon as the test starts, write down all formulas or other important information on some scratch paper before you start going through the questions. This will help keep you from blanking when you need that information later.

4.2 Do the problems you know first. Always do the fast, easy problems to which you know the answer first. This will help make sure that you get as much of the test done as possible. If you get stuck, just move on to the next problem that you can answer quickly.

4.3 Cross out the wrong answers. Once you’ve answered the questions you know, move on to the ones you’re not sure about. When you’re dealing with multiple choice questions, eliminating answers that you know are impossible or silly will help you better decide between the possible options.

4.4 Look for clues in the other questions. Sometimes the answer to a question can be contained within or hinted at in another question on the test. Look at other answers or questions to help jog your memory.

4.5 Never leave questions blank. Unless you’re docked for incorrect answers, never just leave a question blank. Especially if it’s multiple choice; you’ll at least have a 25% chance of getting the right answer.

• As mentioned above, this is where eliminating wrong answers will come in handy.

4.6 Pace yourself. This is important! Always keep track of how much time you have and try to use your time wisely. You can always go back to check or improve your answers later!

5. More study tips:

• Focus. When studying for your exam, be somewhere where there are no distractions. Also, make sure you have eaten and have had plenty of sleep, otherwise you could become tired and unfocused easily. Have no distracting things around you.
• Get rid of any unnecessary ‘time wasting mechanisms’ while studying. This includes TV, computer (only if you need Internet access), mobile phones, tablet, or even your siblings!
• Studying while containing fear inside yourself is a waste. Get rid of fear and any other possible bad feelings before studying.
• A good timetable will help you. You may organize it in such a way that a long/hard subject takes more space than a short/easy subject. Remember, however, that all subjects should be studied.
• Make notes while studying. Write a synopsis for your subject if you are studying it for the first time/ in the beginning of the school year. This will help you in the future examinations by allowing you to remember the contents of your subjects.
• Make a list of all the things you need to do to study for each subject, and how long you think it will take you. Use this information to make up a study timetable. Be certain that you have given yourself all the time you think you need, plus a little extra per subject, in your study plan. Also make sure your study plan has enough space in it, so if something comes up one day, you can shuffle around your plan so that you don’t lose study time.
• Study in a silent place, so that your mind won’t be distracted from what you’re studying.
• Never fret over lost marks in previous exams and get depressed. Instead, take a deep breath whenever you think about it, be optimistic and study well for upcoming exams. This will help you to do well in your exams.
• There is no shortcut to success. For this reason, you have to make a great deal of effort.
• Studying while having something in mind that you want to do is a waste of time. Do everything you want first then study; as your brain will not beg you to stop studying. However, if you have nothing in mind, then don’t play (for example) before studying – finish your job towards school and then enjoy in the rest of the day.
• Attempt the questions which you find easy first and then the ones that seem harder.
• Study in phases. Each phase should not exceed 40 minutes in time. Take a break after each phase (up to 20 minutes).
• Write clearly and be direct to the point. Don’t write any irrelevant information. Don’t wrap the right answer in a wrong answer. Write in full sentences. Don’t expect the examiner to link your sentences, fill in the space or any other thing. Think that the examiner is your little brother, and you are explaining to him.
• Each subject has a unique way of preparing, studying and answering its questions. Some competitive exams (university exams, for example) need a long and complex preparation, while your school exams may need preparation of one or two weeks.
• When you are preparing for a test or exam- forget about the actual test or an exam and just know that what you are doing exactly.
• Never try to study at the last moment, because it doesn’t work and you will forget everything that you learned in the past 2 hours.
• Make sure you are studying in a place with bright light. It will make you feel fresh.
• Never try to cheat in exam or any type of test.
• Have a good night’s sleep and wake up early in the morning to go over the topic. This helps refresh your mind, helping you consume information easier rather than going it over at night when your mind is tired.
• Don’t use cell phones and social media while studying, even when you are on a break.
• Search the internet for some good tips for studying and jot them down in a notebook or a piece of paper.

6. Warnings

• Do not be overconfident. If you are, then your grades will slip. For example, you get 95/100 in you maths exam, and if you think you don’t need to study, your second exam you will get 80/100.
• Never try to cheat. You are very likely to get caught, which would result in a zero. Be confident. Believe in yourself. If you have the attitude to do well, then you will!

Source: https://www.wikihow.com/Get-Higher-Marks-in-Exams

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No matter how intensive and hard you search, the best study techniques on the planet is right here under your nose. It is the first priority for a better lifelong career path for all young people.

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Posted by: | Posted on: February 7, 2018

Review of how to score high in exams training manual

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Review of how to score high in exams training manual.

The title of the training manual is “How to attain high scores in tests and examinations at High School, College and University”.

The success of a memorisation technique, depends on how strong it can build chemical brain bridges for increased brain retention and brain recalling abilities.

This is the first priority for any young pupil or student to a career path into the future.

How to conquer examination stress.

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How to get rid of examination anxiety forever!

See these short videos on how to elevate exam results to new heights:



No matter how intensive and hard you search, the best study techniques on the planet is right here under your nose. It is the first foundation building block to a lifelong career path for all young people. We have reconstructed this website, so you have to click the mascot below to go to the correct page.

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Posted by: | Posted on: February 3, 2018

Faster and flatter communication

Faster and flatter communication on a cloud platform

Do a search for “benefits of cloud” and see what comes up in an internet search.

Here are some uses of cloud storage:

  • Store files
  • Deploy software
  • Deploy websites
  • Deploy products
  • Deploy communication
  • Sharing of information to any location on earth with an internet connection.

No matter how flat or steep the hierarchy levels of organisations or businesses are, a cloud platform can provide faster and flatter communication to people, who are destined to see and use the information.

That is also why armies are using it for faster warfare actions based on new information about any enemies they may have to confront.

Here is a simple example of how a business can use it for faster information sharing to initiate faster corrective actions. The example with the billboard images below is about departmental performance management control reports. It can be in the form of slides, videos, audios, combinations of those or even PDF files. It can also be in the form of ongoing text messaging between different people or groups.

Company quarterly performance report:

Company quarterly performance report

Department monthly production report:

Department monthly performance report

Sections weekly performance reports:

Sections weekly performance reports

Sections daily process performance reports:

Sections daily process performance reports

3 Shift milling process 8 hour reports:

3 Shift milling process 8 hour reports

3 Shift blending process 8 hour reports:

3 Shift blending process 8 hour reports

3 Shift packaging process 8 hour reports:

3 Shift packaging process 8 hour reports

Next department monthly production report:

Next department monthly production report


Posted by: | Posted on: December 16, 2017

Organic farming for a greener environment

Organic farming header

Organic farming for a greener environment

The meaning of organic farming:

Organic farming is an alternative agricultural system which originated early in the 20th century in reaction to rapidly changing farming practices. Organic farming continues to be developed by various organic agriculture organizations today.

It relies on fertilizers of organic origin such as compost manure, green manure, and bone meal and places emphasis on techniques such as crop rotation and companion planting. Biological pest control, mixed cropping and the fostering of insect predators are encouraged. In general, organic standards are designed to allow the use of naturally occurring substances while prohibiting or strictly limiting synthetic substances.

For instance, naturally occurring pesticides such as pyrethrin and rotenone are permitted, while synthetic fertilizers and pesticides are generally prohibited. Synthetic substances that are allowed include, for example, copper sulfate, elemental sulfur and Ivermectin. Genetically modified organisms, nanomaterials, human sewage sludge, plant growth regulators, hormones, and antibiotic use in livestock husbandry are prohibited.

Reasons for advocation of organic farming include real or perceived advantages in sustainability, openness, self-sufficiency, autonomy/independence, health, food security, and food safety, although the match between perception and reality is continually challenged.

Organic agricultural methods are internationally regulated and legally enforced by many nations, based in large part on the standards set by the International Federation of Organic Agriculture Movements (IFOAM), an international umbrella organization for organic farming organizations established in 1972.

Source: https://en.wikipedia.org/wiki/Organic_farming

Other source: http://www.omafra.gov.on.ca/english/crops/facts/09-077.htm

The rationale behind organic farming:

By farming organically, the dependence on chemicals is removed.  By eliminating chemicals used in regular farming, the vegetables and other products will be healthier because they will get the nutrients by natural means.  Unlike traditional farming; organic farming will help to prevent potentially harmful toxins from entering human bodies.  Lastly, it is much more environmentally friendly.

The biggest problems, with using modern farming products, are the man-made chemicals.  The modern farming products such as fertilizers, pesticides, etc. contaminate the health of humans and the health of the environment.  The reason behind this is because the chemicals do not just stay on the soil.  These chemicals seep into the ground and poison water supplies, gardens, your home, and as mentioned, your health.  The use of modern farming products containing man-made chemicals are responsible for the reduction of the Earth’s ozone layer; and they also have been linked to serious health problems, including cancer, in humans.

When one decide to farm/garden organically, one can eliminate the concern for destroying the environment, but more importantly, one can eliminate the concern for own health, family members health and general population health and well-being.  When one use modern farming products; the toxic chemicals are transferred to ones’ body and clothing. Obviously, these toxic chemicals could then be transferred to your children or significant number of other people.  Not to mention, if you plant vegetables non-organically, toxic chemicals will be absorbed by your vegetables; and in turn, will be ingested by you and your family.  In fact, one common ailment which affects avid gardeners is dermatitis.  By farming organically, you can eliminate getting dermatitis of the hands.

By deciding to garden organically, you’ll help prevent the poisoning of groundwater and prevent adding further toxins to the soil.  When man-made chemicals are used for farming, it poisons other plants.  Because these man-made chemicals poison the water and other plants, it can be dangerous, or even deadly, to little creatures that rely on the water to drink or plants to eat. Lastly, the chemicals used will evaporate into the atmosphere and return in the form of contaminated rain and/or snow.

The definition of organic farming:

Organic agriculture can be defined as:

“An integrated farming system that strives for sustainability, the enhancement of soil fertility and biological diversity whilst, with rare exceptions, prohibiting synthetic pesticides, antibiotics, synthetic fertilizers, genetically modified organisms, and growth hormones.”

Since 1990 the market for organic food and other products has grown rapidly, reaching $63 billion worldwide in 2012. This demand has driven a similar increase in organically managed farmland that grew from 2001 to 2011 at a compounding rate of 8.9% per annum.

As of 2011, approximately 37,000,000 hectares (91,000,000 acres) worldwide were farmed organically, representing approximately 0.9 percent of total world farmland.

Source: https://en.wikipedia.org/wiki/Organic_farming

The most simple expression of organic farming is: “No chemical pesticides plus No chemical fertilizers plus Certification equal soil improvement, product improvement, better soil water retention and higher prices”.

Organic Agriculture is a sustainable agricultural production system that builds on ecological processes without using synthetic chemical inputs, in order to obtain food (or other products) meeting certain quality specifications

In 1972 the International Federation of Organic Agriculture Movements (IFOAM) was created as a forum for different actors engaged in organic farming.

The IFOAM Definition of Organic Agriculture:

“Organic Agriculture is a production system that sustains the health of soils, ecosystems and people. It relies on ecological processes, biodiversity and cycles adapted to local conditions, rather than the use of inputs with adverse effects. Organic Agriculture combines tradition, innovation and science to benefit the shared environment and promote fair relationships and a good quality of life for all involved.”

Principles of Organic Agriculture

1. Principle of health: Organic Agriculture should sustain and enhance the health of soil, plant, animal, human and planet as one and indivisible.
2. Principle of ecology: Organic Agriculture should be based on living ecological systems and cycles, work with them, emulate them and help sustain them.
3. Principle of fairness: Organic Agriculture should build on relationships that ensure fairness with regard to common environment and life opportunities.
4. Principle of care: Organic Agriculture should be managed in precautionary and responsible manner to protect the health and well-being of current and future generations and the environment.

The private sector’s guideline is the International Basic Standards for Organic Production and Processing, created by IFOAM. The IFOAM Basic Standards define how organic products are grown, produced, processed and handled. They reflect the current state of organic production and processing methods and include a list of substances permitted in the production. IFOAM Basic Standards – together with the IFOAM Accreditation Criteria – constitute the IFOAM Norms, which provide a framework for certification bodies and standard-setting organizations world-wide to develop their own certification standards.

• IFOAM Guarantee system: https://www.ifoam.bio/

Other sources:




The environmental benefits of organic farming:

1. Organic farming discourages environmental exposure to pesticides and chemicals
2. Organic farming builds healthy soil
3. Organic farming helps combat erosion
4. Organic farming fights the effects of global warming
5. Organic farming supports water conservation and water health
6. Organic farming discourages algae blooms
7. Organic farming supports animal health and welfare
8. Organic farming encourages biodiversity

Source: https://www.thebalance.com/environmental-benefits-of-organic-farming-2538317

Advantages of organic farming:

Some of the advantages of organic agriculture:

  • contributes to mitigate climate change
  • builds resilient farming systems
  • reduces poverty
  • improves food security
  • aligns economic development with sustainability
  • meets health considerations
  • decreases pollution

Other source: https://www.quora.com/What-are-the-advantages-and-disadvantages-of-organic-farming

See this video on organic farming:

Organic fertilizer:

Organic fertilizer must be free of chemical pesticides and other harmful chemicals.

Organic fertilizers are used to improve soil quality and tilth, and to provide nutrients for plant growth. They provide nitrogen, phosphorus, and potassium, as well as other elements essential for plant development and overall good health.

Nitrogen (N) promotes growth in plant leaves and stems. Phosphorus (P) is vital for seed germination, strong root systems, disease resistance, flower formation and fruit formation. Potassium (K) helps plants form sugars, starches, carbohydrates and proteins. It also helps fortify plants’ immune systems, strengthen stems, protect against the cold, preserve water and encourages fruit ripening.

Top organic fertilizer sources of Nitrogen, Phosphorus and Potassium:

Nitrogen (N): bat guano, blood/blood meal, crab waste, feather meal, fish meal (dry), hair, hoof/horn meal, shrimp waste, manure and compost.

Phosphorus (P): bat guano, bone meal, crab waste, cucumber skins (burned), hair, mushroom compost, phosphate, shrimp waste, manure and compost.

Potassium (K): crab waste, cucumber skins (burned), granite (dust), greensand, kaolinite (clay), kelp, sulfate of potash magnesia, wood ashes, manure and compost.


Compost is organic matter that has been decomposed and recycled as a fertilizer and soil amendment. Compost is a key ingredient in organic farming.

At the simplest level, the process of composting requires making a heap of wet organic matter known as green waste (leaves, food waste) and waiting for the materials to break down into humus after a period of weeks or months. Modern, methodical composting is a multi-step, closely monitored process with measured inputs of water, air, carbon and nitrogen-rich materials.

The decomposition process is aided by shredding the plant matter, adding water and ensuring proper aeration by regularly turning the mixture. Worms and fungi further break up the material. Bacteria requiring oxygen to function (aerobic bacteria) and fungi, manage the chemical process by converting the inputs into heat, carbon dioxide and ammonium. The ammonium (NH+4) is the form of nitrogen used by plants. When available ammonium is not used by plants, it is further converted by bacteria into nitrates (NO−3) through the process of nitrification.

Compost is rich in nutrients. It is used in gardens, landscaping, horticulture and agriculture. The compost itself is beneficial for the land in many ways, including as a soil conditioner, a fertilizer, addition of vital humus or humic acids and as a natural pesticide for soil. In ecosystems, compost is useful for erosion control, land and stream reclamation, wetland construction and as landfill cover (see compost uses). Organic ingredients intended for composting can alternatively be used to generate biogas through anaerobic digestion.

Source: https://en.wikipedia.org/wiki/Compost

A more complete list of organic composting material:

The carbon to nitrogen ratio is listed with each material type. The higher the carbon content, the longer for the fermenting process to complete.

Fresh chicken manure (laying) 6:1, Tomato processing waste 11:1, Vegetable waste 12:1, Alfalfa hay 13:1, Fresh chicken manure (broiler) 14:1, Sheep manure 16:1, Fresh turkey manure 16:1, Grass clippings 17:1, Seaweed 19:1, Fresh cattle manure 19:1, Rotted manure 20:1, Apple pomace 21:1, Fresh horse manure 22:1, Grape pomace 28:1, Legume shells 30:1, Cereal hay 32:1, Dry leaves 40–80:1, Corn stalks 50:1, Oat straw 74:1, Grain chaff and hulls (e.g., rice hulls) 80–120:1, Straw 80:1, Timothy hay 80:1, Paper 170:1, Newsprint, cardboard 400:1, Sawdust 400:1, Wood chips, shavings 500+:1.

The addition of micro-organism activators into the compost mixture of soil and compost material, is recommended to speed up the fermenting process and improve sustainable soil health.

See this video on how to make organic compost at home:

The role of earthworms in organic compost:

Earthworms can play a significant role in enhancing soil fertility and plant productivity in a number of direct and indirect ways.

Earthworms can convert compost material through their digestive systems to richer compost and soil to richer soil, while they are there.

Earthworm activity can enhance soil nutrient cycling, the activity of other beneficial soil organisms, and soil physical properties, such as soil structure and tilth.

Earthworms crawl through soil consuming organic matter and in the process break it down (decompose it) and produce worm castings (worm manure), which are rich in nutrients, humus and microorganisms. In this process, earthworms also mix and aerate the soil. Together all of these effects help improve numerous soil physical characteristics. Additionally, the earthworm activity helps make nutrients available to plants while moderating the soil pH.

Earthworms are beneficial to the soil for the following reasons:

1. Worm manure droppings have near neutral pH (pH 7).
2. Worm manure droppings are rich in plant accessible nutrients (e.g, high in N, P, K and Mg).
3. Worm manure droppings provide a home for beneficial microorganisms.
4. Worm manure droppings have a high percentage of organic matter. This allows the soil to absorb and hold more water.
5. Worm manure droppings include mucus produced by the earthworms, which contributes to improved soil structure.

The only danger from earthworms, is that they can over-populate a piece of soil and eat the good components in compost away too quickly. Try to maintain a healthy balance by harvesting some of them and sell it to anglers and other organic farmers.


“Suitable worm species:

One of the species most often used for composting is the red wiggler or tiger worm (Eisenia fetida or Eisenia andrei); Lumbricus rubellus (a.k.a. red earthworm or dilong (China)) is another breed of worm that can be used, but it does not adapt as well to the shallow compost bin as does Eisenia fetida. European nightcrawlers (Eisenia hortensis) may also be used. Users refer to European nightcrawlers by a variety of other names, including dendrobaenas, dendras, and Belgian nightcrawlers. African Nightcrawlers (Eudrilus eugeniae) are another set of popular composters. Lumbricus terrestris (a.k.a. Canadian nightcrawlers (US) or common earthworm (UK)) are not recommended, as they burrow deeper than most compost bins can accommodate.

Blue worms (Perionyx excavatus) may be used in the tropics.

These species commonly are found in organic-rich soils throughout Europe and North America and live in rotting vegetation, compost, and manure piles. They may be an invasive species in some areas. As they are shallow-dwelling and feed on decomposing plant matter in the soil, they adapt easily to living on food or plant waste in the confines of a worm bin.

Composting worms are available to order online, from nursery mail-order suppliers or angling shops where they are sold as bait. They can also be collected from compost and manure piles. These species are not the same worms that are found in ordinary soil or on pavement when the soil is flooded by water.”

Source: https://en.wikipedia.org/wiki/Vermicompost

Get the following publications free when you subscribe:

Organic farming training manual of 105 pages:

Organic farming training manual

Table of contents for”Organic farming training manual”:

List of figures
List of tables
1. Introduction to Organic Agriculture
2. Considerations for Conversion to Organic Agriculture
Analysis of the location
Farm-related challenges to conversion
1. Farms with high external input use
2. Farm with low external input use
3. Mixed farm
4. Degraded land
Climate related challenges to conversion
3. Step by Step Conversion to Organic Agriculture
Step 1: Good information first
Step 2: Getting familiar with organic practices
Step 3: Full conversion to organic farming
4. Mulching in Organic Agriculture
5. Water Management in Organic Agriculture
How to keep the water in the soil?
Harvesting water
1. Increasing infiltration
2. Water storage
Drip irrigation systems
6. Crop Planning and Management in Organic Agriculture
Crop rotation
Cover crops
Crop –Animal association
Designing cropping systems
7. Nutrient Management in Organic Agriculture
1. The heating phase:
2. The cooling phase:
3. The maturing phase:
4. Different systems and methods
Green manures
1. Green manures have a number of benefits:
2. Factors to consider before growing green manures:
3. How to use green manures
Animal manure
Microbial fertilizers
Mineral fertilizer
8. Pest and Disease Management in Organic Agriculture
Prevention practices and monitoring
Curative methods
9. Weed Management in Organic Agriculture
Preventive practices
Biological control of weeds
Mechanical control
10. Soil Cultivation and Tillage in Organic Agriculture
Creating good growing conditions for plants
Minimum disturbance
Soil compaction
Types of soil cultivation
11. Plant Propagation in Organic Agriculture
Plant propagation
Criteria for seed evaluation, characterization and multiplication
Importance of traditional varieties
Seed conservation
12. Animal Husbandry in Organic Agriculture
Making a decision on animal husbandry
Animal housing
Animal feeding
Animal health
Breeding goals

Teaching organic farming and gardening – a handbook for organic farming instructors of 704 pages:

Teaching organic farming and gardening

Organic poultry production for meat and eggs:

Organic poultry production for meat and eggs

Farmer’s Compost Handbook of 112 pages:

Farmers compost handbook

To get the download links, one must confirm the authenticity of one’s email address, by clicking the link in our email to you. If you do not confirm, the links will never reach you in our second email.

The Greenhouse Grower pack of 29 products:

Greenhouse grower pack

Organic farming footer

Posted by: | Posted on: December 8, 2017

Medical use of cannabis is on the increase

Cannabis header image

Medical use of cannabis is on the increase.

Medical use of the cannabis weed as raw material for the manufacture of refined medicines is on the increase.

A map of all the world countries where Cannabis weed is legal:

Cannabis legalised countries map

More and more countries are decriminalising the drug, even if they are not going as far as making it legal. The countries where personal possession of weed has been legalised, decriminalised and approved for medical use, are reflected above.

The countries in grey had no data available.

Source: https://www.indy100.com/article/marijuana-weed-cannabis-legal-decriminalise-medical-world-mapped-7693396

Cannabis is the most profitable crop per square metre worldwide.

As with most things, it can be complicated and more nuanced to answer. However, ultimately it boils down to a few key factors: total amount planted, the rate of yield, and the revenue per unit sold. It also depends on whether we are looking at the absolute value, or the most value per acre.

The most planted crops throughout the world are wheat and maize (corn). Rice and soybeans are other key staples. However, these are all relatively low yielding and do not make enough revenue per tonne of product produced.

The highest yielding crops are sugar cane, sugar beet, and tomatoes. Sugar cane accounts for about 80% of the world’s sugar production, while sugar beet the remaining 20%.

Not surprisingly, the most lucrative cash crops from a value per acre perspective are illegal in many parts of the world. With a higher risk to grow these, there is a higher reward for the farmers. Cannabis has a value of $47.7 million per square kilometre, while coca weighs in at $37.7 million and opium poppies $6 million per sq. km.

The most lucrative legal crops include tomatoes ($1.4 million per sq. km) and grapes ($625,000 per sq. km). Interestingly, tobacco comes in the middle of the pack with a value of $277,000 per sq. km. Rapeseed (also known as canola) comes in at $60,000 per sq. km.

From an absolute value perspective, the world’s most valuable cash crop is cannabis as well. It is followed by rice, maize, and then wheat.

Cannabis profitability diagram

Crop world revenue diagram

Cannabis as world highest crop revenue diagram

Source: http://www.visualcapitalist.com/the-worlds-most-valuable-cash-crop/

Cannabis job creation is on the brink of an explosion:

As demand and production of cannabis increases, the demand for qualified persons on many levels will rise simultaneously. Persons who can pass a certification course at the online University, called “The Cannabis Training University”, can greatly reap the benefits in the future in several countries. It can be found online here:

How to Grow Medical Marijuana

South African citizens are squaring themselves up for the expected coming legalisation:

The governing body who will regulate the cannabis industry in South Africa is named “The Cannabis Development Council of South Africa” and can be found online here:


As scientific research findings prove medical benefits for treatment of various illnesses, derived from different cannabis refined products, country laws are changing to accommodate the manufacture and use of those refined products.

As medical prescription needs for patients are increasing, so is the demand for the refined medicines and the raw weed products.

It opens up a whole new chain reaction.

Patients need more refined solutions for treatment of their illnesses. Manufacturers must compete to produce the needed refined medicines. Farmers and growers must compete to grow best strains of crops for seed and fibres. In turn, agricultural researchers must find strains for higher yield results in farm production and chemical researchers must develop better medicine for improved patient medical benefits.

This relative new cannabis industry will stimulate job creation for many job titles from labourers on farms to University educators and all in between.

If South Africa stays slow and reluctant to legalise production of cannabis for medical use, interested and frustrated citizens and businesses will move out to neighbouring countries like Lesotho, Namibia, Mozambique, Zimbabwe and further away, to help with legislation where necessary and start from there with production. This will mean that the industry will develop faster in neighbouring countries with all the economic benefits that will come from it. Lesotho has already legalised production of cannabis.

Cannabis growing and cannabis farming:

Cannabis growing and cannabis farming can be one of the most lucrative career decisions anyone can ever make!

After all, South Africa has its own natural and indigenous variant version with five leaves, known all around to local inhabitants as the “five fingers Dagga” plant.

What’s more, it is virtually disease free and can be a natural insect repellent for other plants.

It can be a significant profitable career change decision!

Cannabis growing or cannabis farming can either be done on small scale or big scale. It can even be done in a small space like a backyard or inside a shed, tunnel or greenhouse. On a big scale it can be done by extensive farming outside in wide open spaces.

Get this publication below for free when you subscribe to our occasional newsletter:

How to grow medical marijuana legally (86 pages):

Grow marijuana legally ebook ecover

Table of contents:

  1. How to grow medical marijuana
  2. Choosing your strain
  3. Setting up a grow room or tent
  4. Cultivating marijuana indoors
  5. Cultivating marijuana using hydroponics
  6. Cultivating marijuana outdoors
  7. Harvesting and processing your crop
  8. Understanding the legality of growing marijuana for personal use
  9. Determining if you can grow marijuana for sale
  10. How to grow a quality medical marijuana
  11. Creating the proper environment
  12. Growing medical marijuana
  13. Harvesting your medical marijuana
  14. Learning about laws and regulations
  15. How to make a medical marijuana oil
  16. Preparing and equipping your workspace
  17. Extracting THC from the medical cannabis with a solvent
  18. Removing the solvent and storing the cannabis oil

To get the download links, one must confirm the authenticity of one’s email address, by clicking the link in our email to you. If you do not confirm, the links will never reach you in our second email.

If you want to learn more about growing cannabis or marijuana, you can browse through a catalogue of e-book training manuals, all to do and relevant to the title of “How to grow medical cannabis legally”, by clicking the e-cover image below:

Cannabis farming ebook ecover

Cannabis footer image