The document provides a list of 10 outdated leadership practices that business owners should stop and replace with more effective modern practices. Some outdated practices include micro-managing employees, pretending to have all the answers, and focusing solely on financial metrics. The recommended new practices emphasize empowering employees, admitting mistakes, prioritizing people over profits, and investing in personal development over technology. The overall message is that traditional command-and-control styles of leadership are fading in favor of more collaborative approaches that engage and empower employees.
The document summarizes the 7 secrets of effective facilitation according to the author.
1) Great facilitators deliver outcomes rather than just outputs. They ensure sessions have clear objectives and action plans to solve problems rather than just discussing issues.
2) Facilitators must force participants to invest in the process emotionally to increase ownership of outcomes and success of implementing them back in the workplace.
3) Keeping discussions focused and moving towards conclusions is important to avoid getting bogged down in confusion. Facilitators must funnel discussions towards key action points.
- Saying no effectively is an important skill that allows one to maintain productivity and quality of work. It involves deciding what matters most by considering the importance of the requestor's work versus one's own workload and priorities.
- When saying no, it is best to offer to help at a later time or redirect the requestor to another resource rather than simply saying no or claiming "that's not my job." This avoids damaging relationships and maintains one's reputation.
- How one communicates their no response is as important as the decision itself. The most effective approaches are to schedule future help or suggest alternative resources rather than giving indefinite or negative responses.
Data science + design thinking a perfect blend to achieve the best user expe...Michael Radwin
As data scientists, we invest much of our time on the business problem, the data, the statistics, the algorithm, and the model. But we can’t afford to overlook one very important component: the customer. A great AI and ML model with a poorly designed user experience is ultimately is going to fail. The world’s best data products are born from a perfect blend of data science and amazing user experience. Design thinking is a methodology for creative problem solving developed at the Stanford d.school and is used by world-class design firms like IDEO and many of the world’s leading brands like Apple, Google, Samsung, and GE.
Michael Radwin prepares a recipe for applying design thinking to the development of AI/ML products. You’ll discover deep customer empathy and fall in love with the customer’s problem (not the team’s solution), and you’ll learn to go broad and narrow, focusing on what matters most to customers. Michael shows you how to get customers involved in the development process by running rapid experiments and quick prototypes. These lessons blending data science and design thinking can be applied to products that leverage supervised and unsupervised machine learning models, as well as “old-school” AI expert systems.
What you'll learn
Discover deep customer empathy for the customer’s problem (not the team’s solution)
Learn to go broad and narrow, focusing on what matters most to customers and how to get customers involved in the development process by running rapid experiments and quick prototypes
The document provides tips and strategies for effective problem solving and consulting based on McKinsey & Company's proprietary methodology. It discusses establishing the right team and approach, finding solutions through fact-based analysis, ensuring solutions fit the client, and presentation skills. The key aspects are establishing the correct problem, not forcing preconceived solutions, focusing on the most important drivers, and getting buy-in from stakeholders.
1. As a new manager, it is important to spend the first months observing, listening, and learning about the business, employees, and institutional knowledge. Take small steps and get buy-in from respected veterans to help guide your leadership.
2. Meet individually with employees to learn about their history, aspirations, and see them in action. This allows you to get a clean slate with employees and gain their support, which is important for others to follow.
3. Clearly outline your short-term and long-term vision and goals for the department. Set objectives that are achievable and measurable to help employees understand how their work contributes to larger results and benefits their careers.
The document provides 20 non-monetary ways to motivate employees including recognition, training opportunities, career development, social activities, and creative awards. It argues that while cash incentives are important, non-monetary rewards can be just as or more effective at motivating employees long-term. The document also discusses understanding different motivators like family, friends, or personal growth and tailoring rewards programs accordingly.
The document provides 9 rules or ways to become more efficient and effective in business. Some of the key points include:
1) Follow the 80/20 rule - 20% of efforts will yield 80% of results. Analyze data to find opportunities.
2) Don't try to analyze everything ("don't boil the ocean") - be selective and focus on key drivers rather than getting lost in unnecessary details.
3) Be able to clearly and concisely explain your solution in 30 seconds, as in an elevator pitch.
The document provides a list of 10 outdated leadership practices that business owners should stop and replace with more effective modern practices. Some outdated practices include micro-managing employees, pretending to have all the answers, and focusing solely on financial metrics. The recommended new practices emphasize empowering employees, admitting mistakes, prioritizing people over profits, and investing in personal development over technology. The overall message is that traditional command-and-control styles of leadership are fading in favor of more collaborative approaches that engage and empower employees.
The document summarizes the 7 secrets of effective facilitation according to the author.
1) Great facilitators deliver outcomes rather than just outputs. They ensure sessions have clear objectives and action plans to solve problems rather than just discussing issues.
2) Facilitators must force participants to invest in the process emotionally to increase ownership of outcomes and success of implementing them back in the workplace.
3) Keeping discussions focused and moving towards conclusions is important to avoid getting bogged down in confusion. Facilitators must funnel discussions towards key action points.
- Saying no effectively is an important skill that allows one to maintain productivity and quality of work. It involves deciding what matters most by considering the importance of the requestor's work versus one's own workload and priorities.
- When saying no, it is best to offer to help at a later time or redirect the requestor to another resource rather than simply saying no or claiming "that's not my job." This avoids damaging relationships and maintains one's reputation.
- How one communicates their no response is as important as the decision itself. The most effective approaches are to schedule future help or suggest alternative resources rather than giving indefinite or negative responses.
Data science + design thinking a perfect blend to achieve the best user expe...Michael Radwin
As data scientists, we invest much of our time on the business problem, the data, the statistics, the algorithm, and the model. But we can’t afford to overlook one very important component: the customer. A great AI and ML model with a poorly designed user experience is ultimately is going to fail. The world’s best data products are born from a perfect blend of data science and amazing user experience. Design thinking is a methodology for creative problem solving developed at the Stanford d.school and is used by world-class design firms like IDEO and many of the world’s leading brands like Apple, Google, Samsung, and GE.
Michael Radwin prepares a recipe for applying design thinking to the development of AI/ML products. You’ll discover deep customer empathy and fall in love with the customer’s problem (not the team’s solution), and you’ll learn to go broad and narrow, focusing on what matters most to customers. Michael shows you how to get customers involved in the development process by running rapid experiments and quick prototypes. These lessons blending data science and design thinking can be applied to products that leverage supervised and unsupervised machine learning models, as well as “old-school” AI expert systems.
What you'll learn
Discover deep customer empathy for the customer’s problem (not the team’s solution)
Learn to go broad and narrow, focusing on what matters most to customers and how to get customers involved in the development process by running rapid experiments and quick prototypes
The document provides tips and strategies for effective problem solving and consulting based on McKinsey & Company's proprietary methodology. It discusses establishing the right team and approach, finding solutions through fact-based analysis, ensuring solutions fit the client, and presentation skills. The key aspects are establishing the correct problem, not forcing preconceived solutions, focusing on the most important drivers, and getting buy-in from stakeholders.
1. As a new manager, it is important to spend the first months observing, listening, and learning about the business, employees, and institutional knowledge. Take small steps and get buy-in from respected veterans to help guide your leadership.
2. Meet individually with employees to learn about their history, aspirations, and see them in action. This allows you to get a clean slate with employees and gain their support, which is important for others to follow.
3. Clearly outline your short-term and long-term vision and goals for the department. Set objectives that are achievable and measurable to help employees understand how their work contributes to larger results and benefits their careers.
The document provides 20 non-monetary ways to motivate employees including recognition, training opportunities, career development, social activities, and creative awards. It argues that while cash incentives are important, non-monetary rewards can be just as or more effective at motivating employees long-term. The document also discusses understanding different motivators like family, friends, or personal growth and tailoring rewards programs accordingly.
The document provides 9 rules or ways to become more efficient and effective in business. Some of the key points include:
1) Follow the 80/20 rule - 20% of efforts will yield 80% of results. Analyze data to find opportunities.
2) Don't try to analyze everything ("don't boil the ocean") - be selective and focus on key drivers rather than getting lost in unnecessary details.
3) Be able to clearly and concisely explain your solution in 30 seconds, as in an elevator pitch.
Leading specialists, coaches, consultants, authors and thought leaders share their insights, knowledge, experience and expertise to help make 2012 your best year yet.
This document outlines the key points in a presentation about leading a winning team. It discusses the concept of a team and leader, introduces 10 fundamental leadership tips like focusing on results over time spent, aligning people with their strengths, and building trust. It also describes a football manager game concept to illustrate team types and secrets to leading a team to peak performance, like consistency, clarity of expectations, and building trust. The goal is to understand team dynamics and how to effectively motivate a group to achieve their common goals.
This document provides 130+ tips for job seekers from recruiting experts. It covers topics like resumes and cover letters, interviews, social media, unemployment, and where to look for jobs. The tips include advice on standing out in a cover letter, common resume mistakes to avoid, questions to ask in an interview, using social media professionally, and unconventional ways to find job opportunities. The document is intended to help job seekers succeed in their search by learning best practices from recruiting professionals.
The document provides various management tips for managing yourself, your team, and your business. Some key tips for managing yourself include creating a leadership vision for 2025, pretending you have what you want to act confidently, and taking responsibility for your own growth through learning experiences. For managing teams, tips include becoming an inspirational leader by showing humility, giving employees what they need for motivation, and assigning tasks to individuals to avoid lack of accountability. Managing a business tips include assessing change readiness, failing cheaply through small experiments, and improving customer service through transparency and emotional connections.
How to do the work you want to do - AKA neglect selling skills at your peril!...cxpartners
This document provides guidance on using consultative selling skills to convince others in your organization to allow you to do work that aligns with your interests and skills. It recommends understanding both the human and organizational picture by asking questions, actively listening, summarizing discussions, and proposing solutions to problems. The goal is to have meaningful conversations to determine if your ideas can help achieve business goals. If not, you can iterate your proposals or move on. Using this consultative selling framework is likened to a superpower that can open doors by changing the quality of your conversations.
The document summarizes a CEO roundtable meeting focused on helping business owners improve their companies through peer consulting, coaching, and education. Key points discussed include the benefits of CEO peer groups, expectations and guidelines for the meeting, best business practices, challenges business owners face, and common "fatal errors" that limit business growth. Business owners shared details about their companies and discussed strategies for improving operations, leadership, sales, and transitioning from hands-on work to more strategic roles.
This document provides tips for coaches to build rapport with new clients. It begins with definitions of rapport and an explanation of why it is important for coaches to build rapport quickly. It then lists 35 tips for building rapport, such as being authentic, empathetic, curious about the client, finding common ground, laughing together, using the client's name, and making commitments. The tips are intended to help coaches develop strong relationships and trust with clients in the first few sessions.
The biggest growth hack of the year: Eliminating time wasted in meetingsSoapBox
Want to 10X your business? Before you think about sales, before you think about CX, before you think about product, before you think about anything else, do this one thing: fix your time-sucking, soul-draining meetings.
At SaaStock 2018, Jessica Weisz shared the biggest pitfalls company leadership makes (many of which are well-intentioned but with disastrous effect!) and ways to make the time you spend with your team supercharge growth.
Paul Contris discusses key considerations for business owners when choosing an entity structure such as sole proprietorship, LLC, or corporation. He recommends consulting with a CPA or attorney and notes an LLC provides liability protections like a corporation but avoids double taxation. Paul also emphasizes the importance of an entrepreneur having a determined mindset to persevere through challenges and not give up too early in the face of setbacks. He advises entrepreneurs to regularly evaluate their priorities and focus on completing critical tasks to achieve their goals.
Here are the key things you should include in your CV:
- Contact details: name, address, phone number, email address. Make sure all contact details are up to date and professional.
- Profile/Summary: A 2-3 sentence overview of your background and qualifications, highlighting your most relevant skills and experience.
- Education: List your educational qualifications with the most recent first. Include the name of the school/college/university, dates attended, qualifications obtained and grades/GPA.
- Work experience: Start with your most recent role and work backwards chronologically. Include job title, company name, dates of employment, your key responsibilities and achievements. Quantify your achievements where possible.
- Sk
Shon Holyfield: Getting through tough timesShon Holyfield
This document provides advice for executives on how to successfully guide their companies through tough times. It lists over 30 pieces of advice focused on taking action, staying positive, investing in employees, working harder to accelerate productivity, maintaining great customer service, communicating transparently, celebrating successes, and addressing issues promptly but fairly. The overall message is that proactive leadership through challenging periods can help companies not just endure but even thrive.
This document provides 54 tips to advance one's career organized under different sections, as outlined in a table of contents. The introduction discusses how absorbing expertise from others can help career advancement. Some key tips discussed include: pursuing excellence through continued growth and reasonable expectations rather than perfection; achieving work-life balance through prioritizing it, understanding personal needs, planning, and self-care; training oneself to be a forward thinker by unifying around a shared vision, learning from others, and questioning assumptions; and breaking rules like always being at your desk if it will help success. The document aims to help readers pursue excellence in their career and life.
“As a longtime employer of dozens, I was always grateful to have good employees. It takes a lot to recruit and maintain top talent. Every once in a while special employees come along that just really seem to get it. They drive the entire company forward in ways that were unimaginable. Advancement and reward is never an issue for these rock stars because they understand the power of cause and effect, and only a worthy company can retain them and afford them.
Here are 10 things amazing employees seem to do effortlessly. Here's how to help your great employees be even more amazing.” Kevin Daum
This document provides strategies for building self-esteem at work. It discusses how the modern workplace can challenge self-esteem due to factors like a fast pace and competition. It then offers four strategies: pursuing passions during breaks, tracking accomplishments, creating a self-esteem bulletin board, and stopping negative self-talk. It also outlines methods to enhance self-efficacy like skills mastery, modeling, reframing symptoms, and persuasion. The document emphasizes building self-esteem through focusing on achievements and addressing inner criticism.
A good manager has 10 key qualities according to the document:
1) Choose a field they are passionate about to stay motivated.
2) Hire carefully and be willing to replace underperforming employees.
3) Create a productive work environment that empowers employees.
4) Clearly define success metrics and goals set by employees.
5) Communicate well and develop relationships with employees.
6) Develop employees' skills to take on more responsibilities.
7) Build employee morale by recognizing their important contributions.
8) Lead by example and take on challenging tasks.
9) Make solid decisions the first time to avoid revisiting issues.
10) Make it clear who employees should prior
Long-term unemployment sets in at about the six-month mark, creating a significant gap in employment and making it more difficult for you to find work.
2.2 million Americans are considered unemployed long-term (27 weeks or more), so the good in the bad is that you are not alone.
But how do you get over this hump? How do you find the grit within to really overcome this difficult period in your life and get back to work? Use these tips to assist you in making the long-awaited transition from long-term unemployed to gainful employee.
The document discusses essential skills and habits for working well with others. It identifies 16 key skills and habits, including taking responsibility, being open-minded, allowing enough time for projects, practicing proper hygiene, limiting phone distractions, sharing credit with coworkers, not interrupting others, smiling, utilizing workplace resources, respecting boundaries, and moving past disputes. Developing these skills helps lead to higher pay, leadership opportunities, and job retention.
Naeem Zafar is an experienced entrepreneur and professor who has started and advised many companies. He shares that one obvious lesson for startup success is to have passion for your idea. However, a less obvious but equally important lesson is having a supportive spouse or partner who understands the demanding lifestyle of an entrepreneur, which can play a vital role in an entrepreneur's success. Understanding from family is critical given the irrational amounts of time and energy entrepreneurship requires.
This document summarizes key points from the book Rework by Jason Fried and David Hansson. It advocates throwing out traditional business notions and focuses on starting small sustainable businesses that solve real problems. It emphasizes constant improvement by building on successes, focusing only on essential tasks, ignoring short-term growth goals, and promoting organically through high-quality products rather than marketing campaigns. The overall message is that by keeping operations simple, prioritizing quality over quantity, and letting work speak for itself, businesses can achieve steady, meaningful growth.
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
At the workplace, we spend most of our time from nine to five. Now, we need to learn ways to make our time more productive. In an organization, the employers, or we can say that leaders are required to think creatively and passionately about the company. They happen to make decisions in the majority of organizations.
Leading specialists, coaches, consultants, authors and thought leaders share their insights, knowledge, experience and expertise to help make 2012 your best year yet.
This document outlines the key points in a presentation about leading a winning team. It discusses the concept of a team and leader, introduces 10 fundamental leadership tips like focusing on results over time spent, aligning people with their strengths, and building trust. It also describes a football manager game concept to illustrate team types and secrets to leading a team to peak performance, like consistency, clarity of expectations, and building trust. The goal is to understand team dynamics and how to effectively motivate a group to achieve their common goals.
This document provides 130+ tips for job seekers from recruiting experts. It covers topics like resumes and cover letters, interviews, social media, unemployment, and where to look for jobs. The tips include advice on standing out in a cover letter, common resume mistakes to avoid, questions to ask in an interview, using social media professionally, and unconventional ways to find job opportunities. The document is intended to help job seekers succeed in their search by learning best practices from recruiting professionals.
The document provides various management tips for managing yourself, your team, and your business. Some key tips for managing yourself include creating a leadership vision for 2025, pretending you have what you want to act confidently, and taking responsibility for your own growth through learning experiences. For managing teams, tips include becoming an inspirational leader by showing humility, giving employees what they need for motivation, and assigning tasks to individuals to avoid lack of accountability. Managing a business tips include assessing change readiness, failing cheaply through small experiments, and improving customer service through transparency and emotional connections.
How to do the work you want to do - AKA neglect selling skills at your peril!...cxpartners
This document provides guidance on using consultative selling skills to convince others in your organization to allow you to do work that aligns with your interests and skills. It recommends understanding both the human and organizational picture by asking questions, actively listening, summarizing discussions, and proposing solutions to problems. The goal is to have meaningful conversations to determine if your ideas can help achieve business goals. If not, you can iterate your proposals or move on. Using this consultative selling framework is likened to a superpower that can open doors by changing the quality of your conversations.
The document summarizes a CEO roundtable meeting focused on helping business owners improve their companies through peer consulting, coaching, and education. Key points discussed include the benefits of CEO peer groups, expectations and guidelines for the meeting, best business practices, challenges business owners face, and common "fatal errors" that limit business growth. Business owners shared details about their companies and discussed strategies for improving operations, leadership, sales, and transitioning from hands-on work to more strategic roles.
This document provides tips for coaches to build rapport with new clients. It begins with definitions of rapport and an explanation of why it is important for coaches to build rapport quickly. It then lists 35 tips for building rapport, such as being authentic, empathetic, curious about the client, finding common ground, laughing together, using the client's name, and making commitments. The tips are intended to help coaches develop strong relationships and trust with clients in the first few sessions.
The biggest growth hack of the year: Eliminating time wasted in meetingsSoapBox
Want to 10X your business? Before you think about sales, before you think about CX, before you think about product, before you think about anything else, do this one thing: fix your time-sucking, soul-draining meetings.
At SaaStock 2018, Jessica Weisz shared the biggest pitfalls company leadership makes (many of which are well-intentioned but with disastrous effect!) and ways to make the time you spend with your team supercharge growth.
Paul Contris discusses key considerations for business owners when choosing an entity structure such as sole proprietorship, LLC, or corporation. He recommends consulting with a CPA or attorney and notes an LLC provides liability protections like a corporation but avoids double taxation. Paul also emphasizes the importance of an entrepreneur having a determined mindset to persevere through challenges and not give up too early in the face of setbacks. He advises entrepreneurs to regularly evaluate their priorities and focus on completing critical tasks to achieve their goals.
Here are the key things you should include in your CV:
- Contact details: name, address, phone number, email address. Make sure all contact details are up to date and professional.
- Profile/Summary: A 2-3 sentence overview of your background and qualifications, highlighting your most relevant skills and experience.
- Education: List your educational qualifications with the most recent first. Include the name of the school/college/university, dates attended, qualifications obtained and grades/GPA.
- Work experience: Start with your most recent role and work backwards chronologically. Include job title, company name, dates of employment, your key responsibilities and achievements. Quantify your achievements where possible.
- Sk
Shon Holyfield: Getting through tough timesShon Holyfield
This document provides advice for executives on how to successfully guide their companies through tough times. It lists over 30 pieces of advice focused on taking action, staying positive, investing in employees, working harder to accelerate productivity, maintaining great customer service, communicating transparently, celebrating successes, and addressing issues promptly but fairly. The overall message is that proactive leadership through challenging periods can help companies not just endure but even thrive.
This document provides 54 tips to advance one's career organized under different sections, as outlined in a table of contents. The introduction discusses how absorbing expertise from others can help career advancement. Some key tips discussed include: pursuing excellence through continued growth and reasonable expectations rather than perfection; achieving work-life balance through prioritizing it, understanding personal needs, planning, and self-care; training oneself to be a forward thinker by unifying around a shared vision, learning from others, and questioning assumptions; and breaking rules like always being at your desk if it will help success. The document aims to help readers pursue excellence in their career and life.
“As a longtime employer of dozens, I was always grateful to have good employees. It takes a lot to recruit and maintain top talent. Every once in a while special employees come along that just really seem to get it. They drive the entire company forward in ways that were unimaginable. Advancement and reward is never an issue for these rock stars because they understand the power of cause and effect, and only a worthy company can retain them and afford them.
Here are 10 things amazing employees seem to do effortlessly. Here's how to help your great employees be even more amazing.” Kevin Daum
This document provides strategies for building self-esteem at work. It discusses how the modern workplace can challenge self-esteem due to factors like a fast pace and competition. It then offers four strategies: pursuing passions during breaks, tracking accomplishments, creating a self-esteem bulletin board, and stopping negative self-talk. It also outlines methods to enhance self-efficacy like skills mastery, modeling, reframing symptoms, and persuasion. The document emphasizes building self-esteem through focusing on achievements and addressing inner criticism.
A good manager has 10 key qualities according to the document:
1) Choose a field they are passionate about to stay motivated.
2) Hire carefully and be willing to replace underperforming employees.
3) Create a productive work environment that empowers employees.
4) Clearly define success metrics and goals set by employees.
5) Communicate well and develop relationships with employees.
6) Develop employees' skills to take on more responsibilities.
7) Build employee morale by recognizing their important contributions.
8) Lead by example and take on challenging tasks.
9) Make solid decisions the first time to avoid revisiting issues.
10) Make it clear who employees should prior
Long-term unemployment sets in at about the six-month mark, creating a significant gap in employment and making it more difficult for you to find work.
2.2 million Americans are considered unemployed long-term (27 weeks or more), so the good in the bad is that you are not alone.
But how do you get over this hump? How do you find the grit within to really overcome this difficult period in your life and get back to work? Use these tips to assist you in making the long-awaited transition from long-term unemployed to gainful employee.
The document discusses essential skills and habits for working well with others. It identifies 16 key skills and habits, including taking responsibility, being open-minded, allowing enough time for projects, practicing proper hygiene, limiting phone distractions, sharing credit with coworkers, not interrupting others, smiling, utilizing workplace resources, respecting boundaries, and moving past disputes. Developing these skills helps lead to higher pay, leadership opportunities, and job retention.
Naeem Zafar is an experienced entrepreneur and professor who has started and advised many companies. He shares that one obvious lesson for startup success is to have passion for your idea. However, a less obvious but equally important lesson is having a supportive spouse or partner who understands the demanding lifestyle of an entrepreneur, which can play a vital role in an entrepreneur's success. Understanding from family is critical given the irrational amounts of time and energy entrepreneurship requires.
This document summarizes key points from the book Rework by Jason Fried and David Hansson. It advocates throwing out traditional business notions and focuses on starting small sustainable businesses that solve real problems. It emphasizes constant improvement by building on successes, focusing only on essential tasks, ignoring short-term growth goals, and promoting organically through high-quality products rather than marketing campaigns. The overall message is that by keeping operations simple, prioritizing quality over quantity, and letting work speak for itself, businesses can achieve steady, meaningful growth.
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
At the workplace, we spend most of our time from nine to five. Now, we need to learn ways to make our time more productive. In an organization, the employers, or we can say that leaders are required to think creatively and passionately about the company. They happen to make decisions in the majority of organizations.
The document discusses the principles of "quantum team management" as described by James Everingham, former Head of Engineering at Instagram. It explains that as a manager, inserting yourself into projects can affect their outcomes, similar to how observing Schrodinger's cat determines if it is alive or dead. It advocates giving teams autonomy by outlining goals but not solutions, asking thoughtful questions instead of giving opinions, and defining multiple "states of success" to allow various outcomes. The five principles of this approach are to manage for multiple outcomes, be aware of the observer effect, know when to intervene, create strategic entanglements among the team, and seek self-observation feedback.
This powerpoint gives advice on how to motivate your employees/keep you staff.
For business advice visit: www.pathwaytogrow.co.uk/blog
For business, management, coaching and leadership training visit: www.thecoachingcollege.co.uk
To speak to someone directly:
Call: 0121 707 0550
E-mail: info@pathwaygroup.co.uk
To succeed in business and become a figure ,you have to develop business mindset.
In this book learn how to change your mentality from an employees mind to enterprenuer mind to level up your business & personal styles.
The document summarizes a variety of workshops offered by gluetogether to empower employees and improve performance. The workshops cover topics such as influencing skills, communicating difficult messages, assertiveness, creative problem solving, time management, leadership development, managing change, and business skills. Attendees would learn practical tools and strategies to strengthen their abilities in areas like communication, conflict management, delegation, motivation, and goal setting. The workshops aim to help professionals develop key skills for both career success and personal growth.
The document provides tips and strategies for effective problem solving and consulting based on McKinsey & Company's proprietary methodology. It discusses establishing the right team and approach, finding key drivers, testing hypotheses with facts, tailoring solutions to clients, and presentation skills. The overall message is on employing a structured yet flexible process to efficiently solve business problems through preparation, collaboration, and clear communication.
30 things: Part 7/7: PEOPLE : 30 things I learned from my startup experienceSuhas Dutta
This is part 7/7 of my series 30 things I learned from my startup experiences. In this final part, I will be talking about creating the first team, running the teams (sales and tech), overall tips and then there is a section on choosing your co-founder. There are slides on what happens when things do go wrong, or if there is a fall out and what are the ways out. And finally some tips on learning and networking as well.
How to be a star at work ppt @ bec doms mbaBabasab Patil
Stars at work set themselves apart through initiative, developing effective work habits, networking, considering different perspectives, effective teamwork, strong followership, leadership skills, understanding organizational culture, and communicating their message effectively. They stretch beyond their job description, help others, see projects through, and take risks with their initiatives. Their work adds value and they manage their time and careers well.
The document outlines 10 common mistakes made by product managers in their careers. These include thinking you know your users when you don't truly understand them, listening too much to user feedback without validating it, using A/B testing just to solve arguments rather than improve the product, being too prescriptive in requirements, copying processes from other companies without validating them for your own needs, ignoring sales team feedback, thinking you have all the answers or none of the answers, and feeling like you aren't good enough. The overall message is that product management is difficult, mistakes will happen, but learning from failures and the experiences of others can help you improve.
For some new managers, the idea of giving performance reviews and being responsible for others can be intimidating. For others, there are fears about how to manage people older than them. And then there are others who worry about being accepted by their new team. I too, had these fears. But over time, I have learned a lot from peers, from mentors, and from my own employees. I made some terrible mistakes, and I had some pretty good successes. These nuggets of insight are some of the best personal learnings I’ve had in my management career, and ones which I wish I knew when I started managing people.
The Manager's Resource Handbook is an online source of tools, templates and articles relating to business and management in the global environment. Our mission is the help managers and businesses succeed through the benefit of our experience. You can contact us at http://www.managersresourcehandbook.com.
Management is defined as the coordination of separate but related activities that arise from the division of labor. A new definition is proposed that management is what collaborating individuals within a group share in common. This revised definition separates what management is from what management does, and allows for the possibility that management could be performed without a separate class of managers. The author suggests an alternative model called the MWT Management Transformation which involves business capability-based governance and transforming management itself.
How can you help new product managers hit the ground running? Here is product management advice we share at HubSpot when onboarding new product leaders to the team. Check out the blog post here: http://product.hubspot.com/blog/9-lessons-from-onboarding-new-product-managers
1. Internal communication is key to keeping a company running smoothly. Managers must regularly communicate with employees to inform them of goals, values, and what is happening in the company. This keeps employees motivated and prevents issues that arise from a lack of clear communication.
2. In addition to communicating, managers should clearly define objectives for each employee. Objectives should be reasonable but also push employees to improve. Clearly outlining expectations helps employees do a good job.
3. Managers should be visible to employees by frequently visiting each one to check in, provide advice, and show they care about individual employees and the work being done. This helps employees feel supported.
Twelve tips are provided for new managers to help with their transition into a management role. The tips include not letting the new position go to your head, acting like a manager, discussing expectations with your boss, learning the organizational culture, learning from role models, getting to know your staff, understanding individual differences, discussing your new role with staff, comparing your leadership style to your predecessor, talking to staff who applied for the job, identifying department goals, and managing stress during the transition.
This document provides 10 tips for managers to improve their management skills. The tips include being an example without being the only example, properly monitoring delegated tasks, having effective meetings, giving constructive feedback, improving negative workplace cultures, properly planning staff reviews, avoiding gossip, guiding culture with corporate values, knowing when to hire an executive assistant, and handling IT issues with care. The overall document aims to help managers navigate challenges and engage and motivate their staff.
This document provides guidance on how leaders can effectively manage their executive assistant. It discusses selecting the right assistant who complements the leader's skills, establishing trust and confidentiality, delegating tasks appropriately, and prioritizing work. The executive assistant should systematize processes, maintain contacts and office information, handle travel, and act as the leader's representative while respecting boundaries of authority. Regular meetings help the leader and assistant align on priorities to maximize productivity and support the leader's goals.
Useful tips for saying "no" include setting intentions for what you want to achieve, prioritizing commitments, and making "no" the default answer unless a request meets specific criteria. When facing the silent treatment after an email goes unanswered, don't take it personally, don't pester with repeated follow-ups, and manage your emotions by not stressing if you don't hear back. To battle job boredom, think of new approaches, see change as possible, and renew your leadership agenda. Focusing on social problems involves creating a bigger pool of ideas, increasing partnerships, and focusing on solutions that help people. Stop ignoring growth opportunities by asking employees what could put the business at risk, as the biggest innovations
The document discusses types of workplace conflicts and possible solutions. It describes leadership conflicts that can arise from changes in management. Personality conflicts are also common among coworkers due to differences in social cues and mannerisms. While it can be difficult to change others, focusing on self-improvement and offering help to resolve issues can help mediate conflicts. Major disputes may require involvement of human resources or management to find a resolution when workers cannot agree. The overall message is that interpersonal conflicts are best solved between coworkers when possible to avoid unnecessary escalation.
There are many companies doing fine in the face of this recession. Some are in the “right” industry, some have a “killer” product or service and some are thriving by design.
Companies that have the ability to weather and thrive regardless of the economic cycle have some common characteristics.
The document discusses the concept of "WIIFM" (What's In It For Me) and how understanding a customer's needs and wants is essential for sales success. It describes working with a company whose equipment sales had declined, but whose parts and service business was still strong. The author recommends using parts and service as a way for salespeople to strengthen customer relationships and better understand customers' full range of needs. However, the sales team resisted the idea because it would reduce their equipment commissions and not directly address their own WIIFM. The key lessons are that satisfying customer WIIFM requires understanding their current and future needs, providing more attention than competitors, monitoring changing customer needs, and putting customer needs first.
Having a strategic plan is crucial for business success. Strategic plans allow businesses to anticipate changes, adjust tactics, and ensure they are reaching goals. The best performing companies actively use and update strategic plans as part of regular business operations. Outsiders now view strategic plans as one of the most important factors in evaluating a business's risk level and management capabilities. Developing a strategic plan helps businesses strengthen operations and allows employees to better understand and contribute to the company's objectives.
Whether your company is on a high growth roll, merely trying to survive this recession or somewhere in between, if you aren’t using forecasts, you may be incredibly lucky. The odds of continued success and building a high-value company are stacked against you. On the other hand, that may help explain why you are in survival mode. Forecasting can change the odds to your favor.
The document discusses the importance for business owners with loans to understand their current financial compliance status and have a plan to communicate with lenders. Key points made:
1) Loan agreements require submitting financial statements and covenant compliance within 120 days of fiscal year end, often by April 30th.
2) Owners should understand their debt coverage, leverage, and other financial ratios to assess compliance.
3) Those out of compliance need a written short-term strategic plan and to communicate proactively with lenders to avoid renegotiation or issues.
The document provides advice for business owners during uncertain economic times. It recommends developing a strategic plan to strengthen the business and increase its value. Now is a good time to improve processes, gain customers from struggling competitors, and make the company more sustainable and valuable. The author advises talking to customers and suppliers to understand how to support them, and working with banks by being proactive if needing funding help. Overall business owners should take a strategic approach of continuously improving their company rather than just waiting for economic conditions to change.
Growth is essential for businesses to survive and thrive over the long run. As businesses mature, owners face a choice between continuing to invest in growth or focusing on cash preservation, which can lead to decline. The top priority for building long-term value is maintaining a history of growth, especially in recent years. Entering a period of mass business owner retirements, growth will be critical to business survival and valuation.
The document discusses five categories of metrics that companies should use to measure performance: 1) customer metrics like on-time completion, 2) productivity metrics, 3) inventory metrics, 4) quality metrics, and 5) employee welfare metrics. It argues that non-financial metrics can be more effective than financial metrics alone and that metrics should be shared with employees to empower them and improve performance. When the right metrics are selected and regularly communicated, employees will be more productive and the company will perform better.
The document discusses the importance of sustainability and transferability in building enterprise value for private companies. It states that value is a long-term measure of a company's ability to profitably continue operations and be sold. The most valuable private companies conduct themselves similarly to public companies by having transparent structures, succession plans, and minimizing risks. Ignoring sustainability and transferability could severely reduce a company's value if the owner suddenly left, as the business may not survive without the owner's leadership and vision.
The document discusses the importance of business owners having contingency plans in place in case of unexpected events. It emphasizes that owners should have succession plans so their business can survive without them, as well as having their business regularly valued and ensuring buy-sell agreements between partners are up to date. The author urges owners to address these issues rather than leaving problems for heirs to deal with after they are gone.
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Are You An Octopus?
1. Are You an Octopus?
by R. Thomas Stocker
Is your business in control or do you control “A” companies work this way. Most
your business? Being an octopus stifles problems brought to superiors have already
growth; revenue, creative, personal, profit been analyzed for possible solutions and
and worker to name a few. Evaluate through the analysis the best alternative is
yourself. And be candid. Does everyone in presented. The manager is not necessarily
your organization come to you to make a being asked to decide, but approve the
decision, big or small? Do you have a basic direction the employee is taking. In some
feeling that no one can do “it” better than cases, the alternative presented may not be
you? Is it easier to do it yourself rather than the solution the manager would have
show someone? Do you delegate? And preferred and subsequent peer to peer
when you do, do you give the person you are discussion to decide the best direction
delegating to very specific instructions? Do occurs. Subordinates are encouraged and
you find it hard to get good people, and if expected to have alternatives and to be able
you do find that person they end up leaving? to defend their chosen solution.
How many hours had you worked already
Where are you in your business cycle? If
by the end of Wednesday following your
you are a start-up, being an octopus is part
last vacation? Do you have a short temper
of the plan. You’re figuring everything out.
for suggestions? Do you ask for options?
You don’t have the cash you need to hire
Do you make all the “big” decisions by
everyone you’d like to. But if you are past
yourself? Often wonder why no one in your
the critical stage of start-up, and you are still
organization is “thinking”?
the octopus, it’s time to assess why. It
If you are an octopus you may not realize it doesn’t matter whether you are profitable or
but you’ve trained your staff to let you be. not, something is wrong. Your management
For example, how often does your controller style is holding you back.
or bookkeeper come to you with a problem,
An octopus may not realize the culture they
perhaps about a collection issue? Do they
have created. But over time, the octopus
bring you all the facts, information,
will get tired. The business may not be as
alternatives and their favored suggestion for
exhilarating as it once was. Frustration may
resolution? Or do they just bring data and
set in because no matter how hard he/she is
wait for instructions? How often do you
working, the business doesn’t respond.
need to stop what you are doing, look at the
Employees can’t or won’t help; they’ve been
data, hear their problem then have to send
taught that their opinions aren’t valued. If
them back for more information; maybe
they have been in the company long enough,
with instructions about what you may need
they may not remember how. They may
to make a decision? How do you think it
have become complacent and comfortable to
would be if most problems came with
let the boss do all the lifting. The business
suggested alternatives? Even better, what if
isn’t under control.
the conversation was more about informing
you what was being done rather than asking
Earlier in the article I mentioned ‘A’ players
for your instructions?
don’t last long working for an octopus.
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2. They won’t tolerate just being a “doer”. It’s and ‘C’ level employees. Revenue and
not in their nature. They need the mental profit growth will always be sub-optimal.
stimulation of working though problems and With a weak team and one clear decision-
don’t understand when they aren’t heard. maker your company will be considered a
Although the octopus may have great regard risk and you may not be able to get the
for that individual’s ability, the octopus has financing you need and certainly the value
a hard time changing their ways. They may of the business will be less than optimal.
not give the responsibility the subordinate But it doesn’t have to be this way.
feels they should have. Ultimately, that
Generally an octopus needs someone to help
person will get frustrated and leave.
them change. This can come in the form of
An enlightened octopus won’t let that a trusted advisor, coach or mentor. It could
happen. Getting the business in control will also be a key subordinate, but this generally
require the octopus to delegate…and have doesn’t work well as that individual has
the patience to let it sink in and work. When their own job to do and coaching the boss
people step up to make the business easier, isn’t something very many people look
the octopus must embrace it. Challenge forward to doing. Sometimes a board of
subordinates to provide their opinions, advisors or an organization like Vistage can
alternatives and solutions on a regular basis. help, but generally the coach or mentor is
A change won’t happen overnight and will the best choice as they have been hired to
require a significant amount of coaching and help with the change. Although CEO or
effort on your part. Make sure your owner groups are good peer to peer groups
subordinates are doing the same thing with and can definitely help, they can’t provide
their reports. This is a serious change in the same depth and attention as the coach or
direction for an octopus company. Many mentor.
employees will be unsettled and may not be
So to start the transformation, what is one to
able to accept the change. It could drive
do? First come to the realization that being
away long-term employees. You may
an octopus is not good for the long-term
sometimes have to make employee changes
value of your company. A company similar
yourself. But the change will be for the
to yours with a more disciplined and
better of all involved.
distributed management style is most likely
One of the biggest positives of this change is stronger, growing faster and attracting the
the effect it will have on company growth. type of employees you need to help you
Over time, you will be able to concentrate reach your goals. To be competitive you
on the things necessary to increase revenues must change in order to allow your company
or whatever your specialty may be. Others to change. You are going to need the help
have stepped up to run their own areas, and of your employees. They will need to
with little “help” from you. Interruptions for change as well.
every little thing occur less frequently. Staff
Having a plan is important to making the
is more energized. You will start to notice
transformation. As you work toward
talents you didn’t realize employees had,
educating employees to analyze the data and
and you will find you are actually having
produce potential alternatives and solutions,
fun again.
it will be important to spend time explaining
Changing from an octopus doesn’t happen your new expectations. In some cases you
easily, and you may not be able to do it. But may need to show how analysis of the data
the consequences of not changing can be will lead to multiple alternatives and make it
harsh. You will forever be saddled with ‘B’ easier to have meaningful discussions.