Step Ladders

Stepladders are ladders with wide steps that are specifically designed to provide foot comfort while climbing or standing. Stepladders are mostly used for painting, repairs, industrial work and household jobs. They come in an A-shape model with either one side having steps or both sides having steps. They are made from steel, wood, aluminum or fiberglass. The steps are lined with corrugated rubber or have slip-resistant texture. Generally, the depth of steps ranges from 3 inches to 10 inches. If the steps fold up, it becomes compact to store the ladder. The foot of the ladder should have slip-resistant molded footpads or rubber cups for better grip. Usually step ladders5B2 range from 18 inches to 20 feet height. Stepladders can carry up to 375 lbs of weight, depending on the model.

Some stepladders have a high railing for support at the top and wheels for rolling at the bottom. A few have an adjustable height of about one foot that can be incremented or reduced per requirements. A platform on the stepladder provides an ideal working place to keep tools and materials. Most stepladders can accommodate accessories that can be used while working. The assortment of accessories consists of paint can/bucket hanger, conduit holder, tool holder and ladder caddy. A special type of stepladder that can fold up to the length of a step is known as the Telescopic stepladder. It uses a patented lock and release mechanism for opening and closing the ladder.

Even though stepladders provide a better standing space, they must be used carefully. There should not be any extra loading on the side, since they can easily overturn. Stepladders can be purchased at a hardware store or over the Internet.

Ladders provides detailed information about ladders, pool ladders, boat ladders, step ladders and more. Ladders is the sister site of School Playground Equipment.

Home Stair Building

How To Help People Think Better - The Nitty Gritty of Listening

You know how to listen. You do it every day. In fact, you spend a good portion of the time you're interacting with others in listening. You're good at it.

And, we find that leaders who are remarkable listeners are always looking to expand their listening skills. So let's really make a study of listening today; let's take a look at the nitty gritty.

Helping people to think more deeply is the highest purpose, the best reason, for a leader to listen more deeply. When people think more deeply, when they make their own connections, they get a jolt of energy, and they're inspired to action. David Rock in his book Quiet Leadership (Appeared, 2006) describes the neuroscience of the process of coming to one's own insight. Then he says,

When people make deep, new connections in their own mind, there is a tangible release of energy, a discernable "aha" moment that fills us with a desire to take action. On a physical level, this aha moment releases chemicals in the body to prime it for movement. The energy created by insight is an important energy source to be harnessed. In the workplace there are many drains on our energy, including restrictions, policies, politics, long hours, and hundreds of emails every day. We should be harnessing every possible energy source that might inspire better performance. Letting people come up with their own ideas is a deep well of motivation to tap. (pp.39-40)

We have found that people get excited, become more conscious, and solve their own problems when their leaders and colleagues employ the skill of listening for. When you are listening for my potential, my strengths, or my skills mastery, I can sense that and I respond to it. When you're listening for what's important to me, for my goals, for what I value, for what I believe is possible or not possible, you help me become more conscious of these myself. When you're listening for how I feel about the subject I'm discussing - whether my energy is high or low, whether I'm excited or worried - I know I am truly heard. When you're listening for the real issue, maybe the question behind my question, then you help me to see so much more. When you're listening for what I'm not saying but is clearly present, then you give me permission to bring it out.

So how do you do it, this listening deeply and listening for? Here are some of the nitty gritty techniques:

Say less than you think you need to. Give lots of time for the person to think or to frame what they're saying. Resist the urge to jump in.

Summarize, paraphrase, and mirror back what you're hearing to be sure you understand clearly and to give the person a chance to hear what he or she is thinking.

As you reflect what you're hearing, use their language. It will have more of an impact. As you reflect, use language that indicates "I heard" rather than "You said."

Notice the difference between the person's words, tone of voice, and body language.

Practice setting aside your own judgments of what you're hearing.

And finally, just practice hearing some of what we've already mentioned: potential, goals, values, strengths, mastery, possibility, point of view, feelings, what's underneath.

Now let's look at an example. Your employee, Bob, comes to you and says, "Sandy is alienating everyone around her." For many, the automatic response is to look for a solution. The leader who is listening for starts by asking for more information and listening for what's important to the speaker.

As you listen, you reflect what you're hearing, giving Bob the chance to become more aware of the elements of the situation and what's really going on. You use language that tells Bob what you've heard. You listen for possibility, for Bob's strengths and for Sandy's. You listen for how Bob is thinking about the situation and what he may not be saying about it. And you assume Bob's competence in being able to solve his problem.

As you reflect what Bob is saying, he begins to see possibility, too. Now may be a good time to ask Bob what he'd like to see and how he'd like to move forward. You continue to see him as competent and creative. In this collaborative conversation, Bob feels heard, and he taps into his own resourcefulness. Your deep listening allows Bob to harness his own energy and to solve his own problem, to become a leader in this situation.

We have all experienced the power of being truly heard. It is one of the highest gifts we receive in this life. In the business world, it encourages deeper thinking, energized action, and greater connection to the work at hand. And it invokes the leader in everyone.

Jennifer Sellers is the Chief Energy Officer of Inspired Mastery, a leadership development company that helps people see inside their own blind spots to become powerful communicators, powerful leaders, and powerful in their lives. She is a Professional Certified Coach through the International Coach Federation. Her background includes teen and adult education, project management under contract to NASA, a year as a ski bum in Telluride, Colorado , and 5 years as a coach, facilitator, and speaker. She has practiced Zen meditation for almost 20 years and is passionate about tapping the highest potential in each of us. http://www.inspiredmastery.com

Index 30

The Motivation Myth

"It is the ultimate management conceit that we can motivate people." Peter Scholtes, team effectiveness consultant and author

After six years at Universal Pictures, Harry Cohn formed Columbia Pictures in 1924. During the following decades he ran the company with an iron fist. His image as a tyrant was reinforced by the riding whip he kept near his desk to crack for emphasis. Cohn form of "motivation" led to the greatest creative turnover of any major studio. At his funeral in 1958, one observer suggested that the thirteen hundred attendees "had not come to bid farewell, but to make sure he was actually dead."

Some parents want their kids to be independent as long as they do everything they're told to. Some team leaders want their teams to be empowered as long as they follow directions. What some "leaders", call "motivation" is getting others to carry out their orders. Some seem to live by the philosophy that if I want any of your bright ideas I'll give them to you. Just do what you're told...and look like you're enjoying it. These forms of "motivation" are based on fear and force. If the punishment is strong enough and the policing rigid enough, they will lead to compliance. People will follow the rules and marching orders. But that's all. Energy, creativity, and extra effort will be minimal. So will ownership and commitment. The only passion tyrants and autocrats create are fear, loathing, and the desire for revenge.

The key problems of the Motivation Myth are clearly illustrated by a Farcus cartoon; a team leader is at the head of a conference table addressing her team with these words, "we need to improve morale, any of you boneheads have a good idea." The main cause of the problem seems pretty obvious. She just needs to look in the mirror. But obviously the obvious isn't always so obvious. Root causes and symptoms are continuously confused. The Farcus team leader is treating low morale as a problem to be solved rather than an indicator of much deeper issues. Clearly a key source of a deeper problem is her contempt for her team and her forcefulness. Her approach is like an auto mechanic reporting, "I couldn't repair your brakes, so I made your horn louder."

Many of the symptoms and root causes of motivation and morale can be clarified by understanding the doing versus being aspects of mobilizing and energizing. We need to get beyond "do to" programs and techniques. The big sticks of fear, punishments, and discipline or the carrots of incentives and rewards may work in the short term. But to keep them working, we need to continually increase the beatings or sweeten and vary the incentives. Eventually the beatings will burn people out and they will quit. Some will leave and find other jobs. Many will silently resign and continue to report for work everyday.

People should be fairly rewarded for their contributions. The absence of money can be demotivating, but its presence doesn't provide healthy, long-term motivation. Using money or types of incentives to get increased performance turns people into selfish, self-centered mercenaries who are increasingly tuned into WIFM (what's-in-it-for-me). Pride, teamwork, concern for customers, shared values, growing and developing, passion, meaningful work, and the like fade. These become hollow words that raise "the snicker factor" whenever they are heard.

Effective mobilizing and energizing goes well beyond "doing" programs to the "being" or culture of a team, organization, or any group including a family. That culture is a set of shared attitudes and accumulated habits around "the way we do things here." The culture provides the context or backdrop that either energizes or exhausts people.

Excerpted from Jim's fourth bestseller, Growing the Distance: Timeless Principles for Personal, Career, and Family Success. View the book's unique format and content, Introduction and Chapter One, and feedback showing why nearly 100,000 copies are now in print at http://www.growingthedistance.com Jim's new companion book to Growing the Distance is The Leader's Digest: Timeless Principles for Team and Organization Success. Jim Clemmer is an internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. His web site is http://www.clemmer.net/articles

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