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I read computer science in Delta State Polytechnic Ozoro, as a computer science student i have much to do in life, most especially now that we are leaving in a technological world, there is much than i have once known and so i spent alot of time to learn about what i need to know at the appropriate time.ACHIEVING YOUR EXCELLENCE

DEVELOPING CONFIDENCE
Confidence in yourself and in your abilities is an essential attribute. You can develop self-confidence through experience and training, just as you can learn how your self-assurance to “sell yourself” when seeking to impress others.

MASTERING RISK-TAKING
To make significant gains, you must take risks. Confidence and courage are required, as is the ability to look in all directions before you leap. But those who can learn to think, act, and build businesses like entrepreneurs have golden futures.

HAVING CONRAGE
Being entrepreneurial means believing in your own ability and being brave enough to risk being wrong. When dealing with risk, try to think like an entrepreneur: calculate whether a risk is worthwhile, and if it is, have the courage and self-confidence to take it. You can take advice all along the line. But the ultimate “go/no-go” decision is yours alone. If you
can take it confidently, then you are being an entrepreneurial manager.

DEVELOPING DRIVE
You need physical energy to do any job well. But the energy that makes the difference between success and failure is in the mind. You can generate drive by determinedly and persistently channeling your energy toward a chosen purpose. 

LEADING EFFECTIVELY
The ability to lead others is a prime attribute. To fulfill your leadership potential, learn how to get people to work with you and for you productively, using their initiative for better results. You also need to develop leaders among your staff.

ENCOURAGING PARTICIPATION
Bringing competent employees to the fore is a leader’s prime task. Allow others to take the initiative whenever possible, encouraging them to contribute their own suggestions and ideas.

WINNING CO-OPERATION
Co-operation between a manager and his or her staff requires commitment from both sides. If you expect co-operation, you must also give it, while still remaining in overall control. Two key question to ask your staff are: “what do I do that stops you from doing a better?” if you co-operate by acting on their answers, for example by investing in new tools or training if requested, you can bring about major improvements in performance. Not acting on that feedback will have an adverse effect. Your main objective as leader is to help staff to help themselves.

KEEPING FIT
Fitness has many dimensions. It is unfair to yourself to expect peak performance at work when your mind and body are in poor shape. Your lifestyle and the amount of exercise you take will affect both your potential and your achievement.

PURSUING EXCELLENCE
There is no good alternative to the goal of per factionist-seeking top performance in yourself, and being constantly dissatisfied at less-than-perfect results. Be your own best critic, drawing attention to your faults, and going in search of excellence.

IMPROVING UR CONFIDENCE
Don’t always look done on yourself, always feel free to do your very best even when you are wrong don’t put the blame on yourself in other to improve your confidence. Take responsibility for how you feel and, when you need to boost your morale, use NLP (Neuro-Linguistic programming), techniques to develop the skill of maintaining confidence.

Practice imagining yourself doing a task well, such as given effective and constructive feedback. Remember your experiences of peak confidence. Maintain a positive image of yourself in the future.

BUILDING CONFIDENCE
Work on building your confidence. Believe in yourself and your abilities, assume you will find solutions, and feel good about outcomes. Any belief to the contrary will reduce your confidence. For example, if you believe you are a poor decision maker you will feel unconfident about decisions. Look for these barely-conscious limiting beliefs and weaken them by finding an exception. Recall a past experience that contradicts this belief and imaging yourself behaving decisively.   

SETTING CUSTOMER-FIRST OBJECTIVE
In a customer-first environment, your team’s objective need to reflect your customers aims. Set objectives that will bring benefits for your customers once you achieve them, and establish how to measure performance in your customers` terms.

Ask customers to confirm that your purpose statement will help achieve their goals. Remember that every one like to get the value for money. Ensure that your purpose statement says what you will do for customer. Make sure that you set realistic targets to measure progress. Concentrate on aspects of performance that help customers.

DOCUMENTING YOUR OBJECTIVES
To complete the process of focusing objectives on each customer, summarize the indicators you have agreed on a performance scorecard. You will then be able to use the scorecard to check progress on a regular basis. Make sure that you have four to eight indicators: less than four means you are not thinking widely enough; more than eight is too many to be able to focus on effectively. Agree the relative priority of each indicator with the term and with the customer. Plan to check performance regularly, at least once a month or more frequently if the term is new or is involved in new activities.

UDERSTANDING YOUR CUSTOMERS
A thorough understanding of your customers is essential if you are to serve them well. Identify and learn about your best customers so that you can plan how best to satisfy them.
Encourage staff to analyze all their activities from the customers` point of view.
Think of customers as individuals, even if they are large organizations.
Every time you meet customers, make a point of talking about their future requirements. 

SATISFYING EXPECTATIONS       
Today`s customers expect first-class service. If they sense that you are not putting them first, they will feel disappointed. Be aware that your customers will not only assess your performance against that of your competitors, but they will also judge you against what believe to be acceptable standards. If you anticipate missing a deadline or failing to deliver exactly what was promised, inform your customers as early as possible.

FOCUSING ON YOUR BEST CUSTOMERS
Some customers will be more important to your organization than others. Some who are important in the short term may not be to so valuable in the long term. Identify your best prospects so that you can focus on serving them well in the future.

See that your team who their best customers are. Keep in regular contact with your customers. Make a list of your top ten customers and talk to them frequently.
Help your customers succeed and you will succeed too. Always ask your customers how their business is progressing. Study the trade journals for each of your customers` industries.

An important part of preparing to serve your customers well is to gain an understanding of what their customers want. Find out from your customers how you and your team can play your part in keeping the end customer satisfied.

IMPROVING YOUR SKILLS
Whatever stage you have reached in your career, it is vital to keep learning. By widening and applying your knowledge, you can dramatically improve your performance.
You are never too old to learn, and the need for learning increases, rather and jobs become more come complex and important. Time for study may be hard to find, but it always pays off.

Learn new skills that are not linked to work demands. Never think that training is now all behind you. If you feel you need to have more training, ask for what you require. Insist on getting training you can use, and then insist on using it.

REAPING THE BENEFITS
Computer programs may take time and effort to master, but the investment will be returned many times over. It is important to make that investment.

USING YOUR KNOWLEDGE
Make sure that any courses you plan to attend are relevant to your work. Do not be deterred by less enlightened colleagues who may pour scorn on what you have been taught. You can only discover whether those lessons have real value by putting them into practice in your day-to-day work. Pass on your new knowledge to colleagues, and make them your allies. 

EFFECTIVE THINKING
The most important mental discipline-thinking-is the one least taught in schools or in organizations. You can improve your thinking by using logic and by adopting proven techniques that will lead to better understanding, ideas, and execution.

PLANING LOGICALLY
Write down what is likely to happen and the potential ramifications; then you can plan how to deal with each eventuality.

BACKING YOUR INTUITION
Hunch or gut feeling sound far less impressive than logic, lateral thinking, and reasoning. But intuitive thought-processes are as intellectual as any other intuition may take into account factors that your consciousness wants to repress, which is why some indefinable doubt may prevent you from making decision. Never ignore such messages from the interior. But treat intuitive thought as analytically as logical plans. Check the intuition against the facts. You may not always establish a complete case for backing your instincts. Going with it in these circumstances may well be the best course-so long as you can stand the consequences of being wrong.

IMPROVING MEMORY
A good memory is a great asset, and one that can always be developed. Even the most amazing memory expects rely on acquired techniques to perform their facts. Follow similar approaches, and you will never forget what you need to remember.

STORING INFORMATION
Devise a felling system to suit your needs and make sure that it is efficient-you should be able to locate items easily whenever you need to recall them.

IMPROVING READING
Reading is fundamentally important for efficiency. The faster you read, and the more you understand, the better. The view that comprehension suffers with speed is wrong. Learn to read faster, and you will find that understanding also improves.

SKIM READING
Practice skim-reading from paragraph. Read in burst of about 20 minutes, eliminating distraction.

Set time targets for your reading and make sure you stick to them. Memorize a few facts and figures from everything that you read. Clear out your files from time to time to keep them manageable.

· WRITING AND SPEAKING MORE FLUENTLY
· TAKING NOTE
· SPEAKING CLEARLY
· BEING NATURAL
· PRESENTING YOUR TALK
· PRESENTING EFFECTIVELY
· FINDING IDEAS
· COLLECTING CUTTINGS

USING TIME EFFICIENTLY
Time is your most valuable asset, and how well you use it has a key bearing on how you perform. By analyzing how you spend your time, you can begin to make changes that will ensure you get the most from your working day.

· ALLOCATING TIME
· BEING MORE PRODUCTIVE
· MAKING IMPROVEMENTS
· DEALING WITH DEADLINES
· AVOIDING LAST-MINUTE RUSH

ASSESING PROGRESS
Frequent and accurate assessment of progress is essential to improving effectiveness. That requires facts, and managers must find ways to measure their standards effectively in older to set new targets for performing even better in future.

Achieving your success
Success hinges on the ability to manage your career well. Take every opportunity to advance yourself, and enlist help from others to further your progress.

Train everybody in sound methods of investigation. Probe deeply into question to get answer- obvious ones can be wrong. Be biased in favour of taking action as soon as possible. Set a time limit on discussion, but be flexible if it proves inadequate.

· LEARNING FROM OTHERS
· MAKING CONTACTS
· STAYING IN TOUCH
· SPEAKING OUT
· INFLUENCING OTHERS
· NEGOTIATING TO WIN
· CONVINCING PEOPLE
· PLANNING AHEAD
· ASSESSING YOUR ABILITY