I wish you all a Happy New Year.
If you don´t have anything to do try Santa´s Snowball game.
I wish you all a Happy New Year.
If you don´t have anything to do try Santa´s Snowball game.
Of course we all want to delegate to others but we are not sure if they can handle it, so we always give them an advice which they seem to follow. Or??
With this sort of management you cannot expect your fellows to grow. The whole situation is very good described in a post by Kathy Sierra. She calls it Micromanagement and that gives BrainDeath or Zombies.
According to Sierra you are a micromanager if:
1) Do you pride yourself on being “on top of” the projects or your direct reports? Do you have a solid grasp of the details of every project?
2) Do you believe that you could perform most of the tasks of your direct reports, and potentially do a better job?
3) Do you pride yourself on frequent communication with your employees? Does that communication include asking them for detailed status reports and updates?
3) Do you believe that being a manager means that you have more knowledge and skills than your employees, and thus are better equipped to make decisions?
4) Do you believe that you care about things (quality, deadlines, etc.) more than your employees?
Read the whole very interesting post here!
According to a recent survey by Badbossology.com and Development Dimensions International, a majority of employees spend 10 or more hours per month complaining or listening to others complain about bad bosses—and almost one-third spend 20 hours or more per month.
I read that in the article Bashing the Boss.
As you know that is a habit very easy to fall in to but there is a solution according to the article:
A simple process that seems to address the destructive comment problem: Before speaking, take a deep breath. Ask yourself four simple questions: Will this comment help my company? Will this comment help our customers? Will this comment help the person I am talking to? Will this comment help the person that I am talking about? If the answers are “No, No, No and No,” there’s a simple strategy that does not require a Ph.D. to implement: Don’t say it! Read the whole story.
There are many books about selling. Chris Mercer in his post tells about of Og Mandino’s book, The Greatest Salesman in the World. Over the past three decades, over 40 million copies of Og’s books have been purchased. His first, “The Greatest Salesman in the World”, is the #1 selling self-help book of all time and has been translated into 22 languages.
The book tells the story of how Hafid had come into possession of The Greatest Secret in the World, and of how he passed this secret along to his successor, who also became a penultimate salesman.The “secrets” of the “greatest salesman in the world” lie in ten scrolls, each of which reveals one of the main secrets of success in sales and in life.
1. Today, I will begin a new life (and read daily and remember the lessons of the scrolls).
2. I will greet this day with love in my heart.
3. I will persist until I succeed.
4. I am nature’s greatest miracle.
5. I will live this day as if it is my last.
6. Today I will be the master of my emotions.
7. I will laugh at the world.
8. Today, I will multiply my value a hundredfold.
9. I will act now.
10. Pray for guidance.
In his post Chris Mercer gives comments to all the ten scrolls. And as Mercer says. At a time of the year when many of us spend time contemplating the future and setting goals, Mandino’s book is a great starter for the process.
I have agreed before about multitasking and that you have to focus yourself in what you are doing. Now Adrian W. Savage have found an article in the prestigious scientific journal “Nature” that it is not good to fill up your mind with too many things.
Researchers found our awareness is limited to only three or four objects at any given time. Because of this “extreme limitation,” people need to control what reaches their awareness, so only the most relevant information in the environment consumes their limited mental resources.
A study of brain activity in subjects performing a task shows that our awareness is not determined only by what we can keep ‘in mind’ but also by how good we are at keeping irrelevant things ‘out of mind’.
Mike Leach has may be written the best article on business strategy in The New York Times Magazine, December 4, “Coach Leach Goes Deep, Very Deep.” I liked the article because it is a new way of thinking.
I also read what Tom Peters thought.
He compared it to how Chan Kim & Renée Mauborgne present their basic thesis in their brilliant Blue Ocean Strategy: “Value innovation is about making the competition irrelevant by creating uncontested market space. We argue that beating the competition within the confines of the existing industry is not the way to create profitable growth.”
The least you can do is to read the whole article and also Peters´s comments.
Many of us stay in meetings where there’s little left for us to do simply out of fear that leaving will be intrepreted as lack of interest or for fear we’ll get assigned stuff if we are not there to defend our turf. But that’s not the best use of your time, now is it?
I read that in a post from Jeffrey Phillips. He´s been thinking a lot of all meetings we have to attend. Why do we have to go to meetings? He also propose a new way to go.
Read also his other post about meeting Do we really need to meet?
. Now it seems, he says, that the email CC: phenomena has migrated from email to meetings: the basic rule of thumb – invite everyone to every meeting. It’s a wonder anything gets done during “normal” working hours.
The essence of margin magic: Seek to grow your revenues at a rate just greater than your costs to accelerate income growth. Implementation can be more complex, of course. However, if business owners and corporate managers keep “margin magic” in mind when budgeting and making the multitude of decisions impacting the growth of revenues and costs, they can have a surprising impact on their margins and bottom lines over time.
Read this very interesting post here.
If you were to give CEO an advice say listen!, listen!
Actually there are six advice you can give, Tom Peter says in his post. The two important ones are:
Read all of his six advice here!
Forbes editors and writers take a look ahead at lifestyle in 2006. Click on the authors to read what they think will be the big trend, hear their unconventional wisdom, be cautioned against misplaced assumptions, check their watch list and get a bold prediction.
What are the most important personal attributes for business success? Ambition? Drive? Ruthlessness? Self-confidence? Lust for Power? Intelligence? Expertise?
None of the above says Adrian W. Savage after have read a book by Tim Sander. According to that book are likeable people have the best chances of being hired, promoted and rewarded. Customers are more likely to buy from those they feel good about.
But all that can be trained Adrian says and gives examples of a suitable training program in his post.
If you want to achieve a goal you’ve set, the most crucial part is to DECIDE to manifest it. It doesn’t matter if you feel it’s outside your control to do so. It doesn’t matter if you can’t yet see how you’ll get from A to B. Most of those resources will come online AFTER you’ve made the decision, not before.
Steve Pavlina says that in the Cause-Effect vs. Intention-Manifestation. It´s about the same as Napoleon Hill said in his book ” To grow rich” which I have written of before.
But Steve Pavlina also invite us to be a part of an experiment to see if this is true. Million Dollar Experiment is an experiment in which we are supposed to think in a positive way that we have 1 million.
Your work, the project or the enterprise is already guided by goals, objectives or other measurable criteria. Napoleon Hiil said in his book “Think and grow rich” that visualization is an important part together with autosuggestion.
When I saw Chris Newham article about leadership I remembered what Hill had written. Chris Newham says “There is, however, something at least as important that operates at a different level – the image of the future that you and others hold. You or your organization’s success lies in accomplishing what you and they value most and these values made visible constitute a vision of success. Such a vision unites competing priorities and provides a framework for focus and creativity.”
You can read the whole article here.
Well soon we have 2006. What will happen then? Happy About has made 2006 Predictions:
Top 10 Trends for 2006
You can read more about each of these trends by downloading the Executive Summary (PDF).
Do you have your e-mail software open all the time your computer is on? Do you rush to check incoming e-mails as soon as they arrive? Do you drop whatever you’re doing to send a response? Why?
That question by Carmine Coyote get me thinking of my own habits. Sure I, like many of us, take every opportunity to get away from we are doing. Even if we know that it takes a long time to focus and concentrate on a task. Thinking takes time. We know that but …..
Carmine tells us in the post: Set your priorities and stick to them. Make people aware how you’re proposing to work. Resist all their attempts to force you back into running your life by their imaginary deadlines. It isn’t worth it. They aren’t thinking about you anyway; they’re only focused on themselves, and making you jump helps them feel important. Do you want to feed their egos? My guess is they’re more than fat enough already.
The habit can affect your I.Q. Read the whole story!