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I believe the media and our culture sends the wrong messages about how to manage people and this makes it difficult for Business Owners and Managers. We've all heard the old cliché "nice guys don't finish first" and that has a huge impact on how managers deal with their people. We're led to believe that successful managers are tough, courageous "no nonsense" type of people. And if you're weak or soft with your people, then you'll get walked on and taken advantage of. A manager will often look at "successful" managers in business or sport to try and understand what makes them successful. The media often portrays these people as tough guys who drive their people by the force of their personality, shouts and threats - no wimps allowed. Jack Welch the ex CEO of General Electric writes in his book "jack" - "Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs". Now that statement may be true however it leads managers to believe that they most certainly have to be strong. There's no way that a manager wants to be perceived as weak. However, it's how you define tough and strong that decides how successful a manager you'll be. We're all aware of the big tough sports coaches who run successful teams. In the United States the legendary Red Wings coach Scotty Bowman, often billed as the greatest coach in hockey, was well known as a relentless, heartless and humourless task master. Another legend, football coach, Vince Lombardi, was known to work his teams hard. He pushed his players and made them repeat plays over and over till they got it right. He yelled at his teams for any mistakes, even after games they had won. One of his famous lines is - "Winning isn't everything. It's the only thing." He had rigid rules, imposed discipline and had no tolerance for mistakes. Sir Alex Ferguson, Europe's most successful soccer coach was once in the news due to a dressing room incident at Manchester United. The team had just lost a game that he felt they shouldn't have lost and he was letting the players know how he felt about that. Apparently, in his temper, he kicked a football boot across the dressing room and hit one of his star players, David Beckham, just above the eye. Unfortunately the media presents these situations and character traits as what makes a successful manager. Managers and particularly those new to a leadership role, try to model themselves on those that they read about and see on TV. In a recent seminar I asked a young manager why she thought Roy Keane played so well under Sir Alex Ferguson at Manchester United - "It's because Alex regularly kicks his ass" was her reply. Now Roy Keane is a real tough guy player known for his hard and uncompromising style on the soccer field. I asked this young manager how she thought Roy would respond to having his ass kicked regularly. She didn't seem to have an answer to that. Here are some other comments I've read about successful sports coaches and managers - John Wooden - Scotty Bowman - Mike Krzyzewski - Wayne Graham, baseball coach, Rice University: Managers are misreading the signs sent by the media and our culture and it's creating difficulty for them. Some managers can adopt the tough guy approach very easily but most feel uneasy with it. The ones, who're uneasy, in an attempt not to be seen as weak, then manage their people in a way that makes them as a manager feel uncomfortable. This ultimately causes problems with their teams. I think we should look at what really makes a successful manager and it certainly isn't just about being a "tough guy." How To Be Funny! - Earn 60% of $49.95 per sale! One of a kind niche e-book teaching people how to be funny in just 7 days flat! Government Grants. - 30 million people will receive government money this year. Be one of them. Receive cash grants for any purpose. Aff earn 75% I very much enjoyed my discussion with Roy and I know you will too. For some background: the ACM, which is the world’s largest educational, scientific and professional non-profit association recently released their ACM Tech Pack on Mobility, edited and annotated by Roy Want, Chair of ACM SIGMOBILE, and his Mobility Tech Pack Committee. “The Tech Pack includes original work, must-read texts, and the latest research from the ACM Digital Library and beyond. Mobile Computing is the fastest growing area in computer science, fuelled by the explosive growth of the smart phone and cell phone market, expected to reach 1.7 billion units shipped this year. [2011] The Mobility Tech Pack looks at Visions and Challenges, Mobile Applications and Middleware, and Wireless and Mobile Technologies. The resource taxonomy includes Survey/Overview, System, Experience, Theory, and General topics. Additional materials include valuable community resources and events, as well as supplementary videos, tutorials, podcasts, websites, newsletters and blogs.”
For Want's significant contributions to Mobile and Ubiquitous Computing he was awarded the status of IEEE and ACM Fellow in 2005. Some of his best known projects are: Active Badge, an in-building location system; ParcTab, the world's first context aware computer system; Personal Server, wireless mobile computer interaction through larger nearby infrastructure and computers; and Dynamic Composable Computing (DCC), sharing resources wirelessly to build a logical computer on the fly. With over 65 issued patents, Roy is a recognized top international authority with research interests in: mobile computing, ubiquitous & pervasive computing, hardware design, electronic commerce, smart cards, distributed systems, multimedia systems, location-based services, mobile user-interfaces, MEMS and electronic tagging (RFID). Roy is the ACM SIGMOBILE Chair and Chair [ACM] Mobility Tech Pack Committee. (http://www.roywant.com/cs and http://techpack.acm.org/) Roy received his Ph.D from Cambridge University in 1988. For a complete profile, go to http://www.roywant.com/cs/. You can find out more about Roy's research interests, professional awards, education, experience, skill set, projects, publications (conferences, journals, periodicals, books, book chapters, published reports, articles, editorials, workshop papers, and EIC introductions), professional activities (professional memberships, committees, conference program chairs, conference technical program committee service, selected invited presentations, editorial posts, PhD thesis committees, industry technical awards, and grants), patents, and media coverage. To listen to the interview, click on this MP3 file link DISCUSSION: Interview Time Index (MM:SS) and Topic:00:44: :18:41: :21:00: :26:18: :29:46: :32:30: :34:34: :38:12: :45:48: :49:51: :52:56: :57:01: :58:49: :01:00:32: :01:03:27: :01:05:33: :01:07:21: :01:08:55: :01:10:21: :01:12:40: :01:13:43: :01:18:30: :01:20:43: :01:23:41: Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
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Roy Want is a highly respected research scientist at Google. Prior roles include Senior Principal Engineer at Intel, EIC at IEEE Pervasive Computing, and Principal Scientist at the Palo Alto Research Center (PARC).