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176. Book Summary: Mind Your Own Business By Regine P. Azurin
     A maverick is an independent person who will not go along with the other members of a group (Oxford ESL Dictionary). This book provides priceless stories and insights from a maverick of the business world; an exemplary business leader who prefers not to follow orthodox beliefs in business, nor be eaten by the hyped up ideas of the present. Instead, he chooses the course of action that is appropriate for the changing times.The Maverick’s Way: New Old ThingWhat is effective? This is the question…



177. Plans & Goal Setting - Kicking winning Goals By Megan Tough
     Kicking Winning Business Goals The competition for business is hotting up. The advances in new technology, ease of communication, and increasing expectations from customers have combined to make the marketplace more competitive than ever. In this world it is critical for small and medium businesses to be proactive about creating their future. Without proactivity, things just seem to ‘happen’ without your control. A management system that is centred around goals is one tool that the busines…



178. manufacturers survival
     Manufacturers SurvivalThe humanity's cultural heritage is growing in geometric scale. Manufacturer faces every time more efficient competitors.Development of new processes is arduous work. This work suffers opposition from defenders' of the archaic and of the ones that don't understand the progress.To produce goods in the industrial scale we needed to have the product, process, market, strategy of sale [marketing], organization [administration], and safety. The product owes being of quality sam…



179. Don’t Get Down – Manage Up! By Richard Gorham
     "Experience is not what happens to a man; it is what a man does with what happens to him." - Aldous HuxleyEver have one of those supervisors that just didn’t quite get it?Perhaps you even wondered from time to time how in the world this person ever became a manager in the first place?The truth is that most of us, at some point in our career, will experience this firsthand. No doubt, it’s a tough situation to be in when you work for someone whose leadership skills are less than desired.So what …



180. Communicate and Prosper
     How much has poor communication cost your company in the past twelve months? Chances are, you have no idea. Chances are even better it's a lot more than you can afford.But you won’t find the numbers in the financial statements or year-end departmental reports. Nothing shows up saying 'lost productivity due to miserable meetings' or 'missed business opportunities through sorry selling skills' or 'employee quit because there's no communication around here.'Why? Because most people aren't sure what…



181. What Does Honest Abe Lincoln Have To Do With Company Growth? By Jim Symcox
     Is formal training important? After all we can all learn from other employees or from outside consultants we bring in can't we?Well, in my previous life as a consultant IT project director I noticed people would often be too busy doing their own job to learn the skills of an outside consultant too.That's despite massive efforts made to train people.But unless skills are used regularly after training they fade away.Learning from others in your own organisation can also be fraught.Learning by "s…



182. Managing a CAD Outsourcing Project
     We must first emphasize that here we are talking about outsourcing CAD projects, which is significantly easier than outsourcing software development or IT services (earlier articles of mine have explained why).This article also assumes that selection of the CAD providers has been completed with due diligence (the methods are described in an earlier article).As I mentioned in those prior articles, one of the most important ingredients for successful outsourcing is management of the ongoing projec…



183. Nine Ways Johnny Carson Can Help You Run Outstanding Meetings By Ed Sykes
     Recently, America lost one of the giants of late night television, Johnny Carson. He was a master at his craft, because he would conduct his show, essentially like a ninety minute meeting. The program would be entertaining, insightful, informative, and leave you wanting more.Many times we fear going to meetings because we feel, based on past experiences, that they are going to be boring, not relevant, lack information, and we can’t wait until the meeting ends.Here are my eight techniques use…



184. The Seven Deadly Sins of Management By Lonnie Pacelli
     Pride. Envy. Gluttony. Lust. Anger. Greed. Sloth. You either recognize these as the seven deadly sins or as themes for prime-time television. Nonetheless, you were probably taught as a child that these are bad and you shouldn't do them. For purposes of this article, do as you were taught and think bad when you commit these similar sins in the workplace.As leaders, we are continually being introduced to new techniques and theories. Hammer & Champy's Business Process Re-engineering Model, McKins…



185. Smart Choices: How to Hire the Best By Judith Lindenberger
     Your organization’s continued growth and success depend on making smart choices and hiring the best. Today’s economy is exploding with talent, allowing you to be selective about the staff you hire. Yet, the crucial step to filling a position is finding the right talent for your organization - someone that has the skills for the job, easily blends with the culture, interacts well with the team and believes in your mission.In his best seller, Good to Great, Jim Collins writes, "In the good-to-…



186. Success at Work : People Skills : Dealing with New Ideas By Stephen Bucaro
     Re-organizing, re-engineering, re-training, down-sizing, outsourcing, changing-changing-changing. Organizations today think they need to be constantly changing or they will perish. Corporate leaders worship at the alter of new ideas where the motto is, "Any new idea is a good idea".Every organization operates based on work-flow and processes. The reason the current processes are in effect is because over the years, many different ways of doing things have been tried, and the organization adapt…



187. CAN FIVE S HELP ME? (A common sense approach to improving quality, productivity, safety and profits.)
     What is Five S? Five S is a component of lean manufacturing that involves organization and cleanliness, and then using standards to maintain what has been accomplished. The term 'Five S' represents the five stages of a Five S program: Sorting (Eliminate broken or unused equipment, tools and supplies.) Systematic Organization (Put everything in its proper place.) Shine (Clean up on a regular schedule.) Standardize (Make the above three steps easy to accomplish.) Sustain (Take steps to maintain wh…



188. How To Hire The Right Person For The Right Job By John Nicholas
     Part of good leadership requires skill in the hiring process. Good leaders know that retention of productive employees affects the bottom line as well as morale and growth.Recruiting, training and then terminating someone is never desirable. There are many good candidates you could hire. However, even though they may have certain desirable skills, they may not be right for the job at hand. The key is not just to hire the right person, but to hire the right person for the right job.Taking the …



189. 11 Strategies on How to Work in An Open Plan Environment By Neen James
     Many work environments now are open plan, with only a few senior managers having offices of their own. This style of work can have great benefits for team building – fostering cooperation and collaboration and can be wonderful for developing the social aspects of teams, but on the flipside, it can drive some people crazy and be damaging to productivity. Most open plan offices require large numbers of people to learn to work together in very close proximity, which can present challenges, partic…



190. Identifying Candidates for Leadership By Michael Beitler
     A critical task in the succession planning process of any organization is identifying candidates. Traditionally, candidates have been identified based on past performance. While this seems logical, it is problematic in practice.Past performance always measures success in a lower-level position. What is needed in succession planning is a system to identify potential for success in a future higher-level position. The best predictive model I have found is the Leadership Pipeline Model by Charan, …



191. Hiring Tip -- Picking The Best Candidates By Guy Harris
     I often hear leaders from all types of organizations ask questions about hiring the right person. Their questions usually sound like these:• What if their resume looks great but they have a bad attitude?• What if they put on a good act and then don’t work hard?• How can I tell how they will perform after I hire them?A great way to answer these questions starts with a well-defined interview process. I have heard the procedure called many things. I first learned it as the Behavioral Event inte…



192. Tales from the Corporate Frontlines: Employee Ideas Achieve Work Life Balance By Josh Greenberg
     This article relates to the Work/Life Balance competency, which investigates how your staff feels with regard to the balance between work and personal life. It explores issues such as priority of family and hours on the job, also covered in this competency. Organizations that enjoy a high satisfaction level in this area will normally exhibit a low rate of absenteeism and experience higher employee retention. Evaluating this competency is helpful in understanding issues relating to a workforce …



193. How to Manage Your Most Valuable Assets - People? By Philip Lye
     People management and leadership has become a major topic of conversation in today’s market place and have assumed mythical qualities. Managing you people is not that difficult if you are willing to invest one thing in their development; YOU.The emotional cost and some simple training and mentoring can see you be a successful leader and manager.As a previous CEO of companies (before starting Biz Momentum) I proved this time and time again and often baffled and confounded those that wanted to m…



194. "He Hate Me": Turning Their Bad Attitude Into Your Great Results By Brent Filson
     "He Hate Me" was the nickname of Rod Smart, a leading rusher in 2002 for the Las Vegas Outlaws of the now defunct XFL pro football league. Looking for an edge, the XFL allowed players to put nicknames on their uniforms. "I was always saying, 'he hate me,' all through camp in Vegas," Smart said. "If I didn't get the ball, I'd talk to the other running backs and say, 'he hate me, man; this coach hate me.' I was always saying that." Smart put He Hate Me on the back of his number 32 jersey, and n…



195. 6 Simple Steps to Dealing with Difficult Managers By Martin Haworth
     The challenge of managing difficult managers can be rather daunting, especially when you inherit them! If they are your own born and bred, then hopefully they would have evolved into great managers!Experience shows that difficult managers are difficult because they are angry and frustrated about something or somebody (even themselves - especially where they are, or have become, a square peg in a round hole of a job), so the steps to take are these:-Always a first is to build great relationship…



196. Employees Commit Corporate Fraud By Darren Miller
     Imagine the following scenario; Ten years ago you decided to quit your job and start your own company. For ten years you worked hard, made sacrifices, and it paid off in the end. One of your first employees, a loyal, hard working employee has been by your side the whole way.Things were going great. Until about eight months ago.All of a sudden, clients whom you had worked for for years were not returning your calls or e-mails. Then, sales from your online products site started dropping…



197. Create a Positive, Upbeat, "Can-Do" Workforce and Dazzle the Customer with Your Caring!
     Given the choice of dealing with a positive, upbeat employee with a 'can-do' attitude or dealing with a disgruntled, distracted, uninterested one, which would you choose? No contest. Customers always want the best experience possible; they want it to be easy and pleasant to do business with your company. Enter the real challenge of 'Relationship Management,' the relationships. Until all of our business is done electronically, and much of it might be, managers, in addition to making sure the work…



198. Managing Dickheads By Arvind Kumar
     “We are so different and individualistic that we can’t work together.” Subroto Bag chi, a senior executive in wipro technologies and Indian Technology MNC, said to his chairman in a straight talk. But Premji, the chairman, simple reply to the statement was, “That’s because we should work together.”High performers are very erratic, individualistic, and egoistic in nature. Less experience senior management team would think only negative characters in them, a destroyer, keen to break well defined…



199. How to Save Money on Training By Steve Kaye
     1) Use a live instructor. Adults learn best by doing, practicing, and experiencing. Effective instructors customize their programs to meet people’s needs, provide counsel on individual challenges, and respond to questions. Videos, CDs, and E-learning are seldom effective for primary learning. Since the greatest cost of learning is the payroll cost of the participants, you want to make sure the program delivers results.2) Hire external experts. They can speak candidly about crucial issues relat…



200. Power of Pinpointing Accountability By Bill Lee
     I have always said that if I were to write a book on effective management principles, the first chapter in that book would be about the importance of pinpointing responsibility among an owner’s or a general manager’s reporting units. After all, one of the most popular definitions of management is getting work done through others.#1 Management Pitfall: An unwillingness to delegate.Many times the owner or general manager is the most knowledgeable and the most capable person in the company; he …



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