A common response when you ask somebody for their help or their input is “I don’t have enough time.” This is an interesting response given that we all have the same amount of time – 24 hours in a day. When someone doesn’t have enough time it usually means they are focused on something at that moment and don’t want (or feel it’s worth their time) to stop what they’re doing and help you. They don’t have any “white space” at the moment. Continue reading
Guest post by Steve Brown
One of the popular approaches to improving performance and employee engagement is to set up 360-degree reviews. With this process, a person gets feedback from their peers, as well as their manager. Management people also get feedback from the people who report to them. The fact that you receive performance feedback from many directions is why it’s termed 360-degree feedback. While many companies have achieved good results with this system, others have failed. Here are some steps for understanding and using 360-degree feedback effectively. Continue reading
There are many elements that make a good manager, however, one of the critical qualities is leadership. Leadership and management must go hand in hand, but they are not the same thing. Leadership and management are complementary, but it is important to understand how they differ.
Leadership is about vision and innovation, whereas management is about maintenance of excellent standards. A leader innovates and a manager administrates on the innovation. A leader focuses on individuals and inspires them, a manager focuses on systems and structure. A leader always has their eye on the horizon, whereas a manager should be watching the bottom line.
While it is important to be aware of the difference between management and leadership it is vital to understand that a good manager is also a leader. In the infographic below we explore the elements that make a good manager, leadership being a principle feature of good management. Continue reading
I’ve been thinking lately about how to motivate people and inspire them to step up, to take action, to do great things. I see so much opportunity for people, and yet so little motivation to make a difference.
So what is the root cause of the lack of inspirational leadership? Too many people are afraid to take a risk, to step outside of their comfort zone, to do anything that makes them feel uncomfortable. The focus on what they can do within their comfort zone, not on why they do it and why they can make a difference.
Simon Sinek describes this beautifully in a famous TED talk: “People don’t buy what you do, they buy why you do it.” The goal is to do business with people who believe what you believe, to sell to people who believe what you believe. Continue reading
Guest post by Rebecca Gray
Today, the most valuable commodity many companies have is not a product, but information – proprietary systems, processes, patents, or financial information, and the damage inflicted by a security breach goes far beyond its immediate costs. Top management sets the tone – and the potential effectiveness – of the company’s security practices. The following represent some of the critical aspects of what you as a company leader must do in order to maintain effective security programs:
Work Happy Now! Guest Post by David Bradford, author of Up Your Game
All of our life successes are defined within the context of their impact on people; namely ourselves first, then impact on family, community, and globally. Without people, on a small scale or large, no innovation in technology would be of significant value. Without people our lives lack depth, connection, and passion.
The Power of Personal Relationships
Two of the most talented people I have ever interacted with are Bill Gates and Gary Kildall. Gary Kildall and Bill Gates have had arguably the most profound impact on the history of personal computing of any two people except possibly Steve Jobs and Steve Wozniak. They defined the age of personal computing, and their contributions continue to have a major impact on business in the twenty-first century.
Why is Bill Gates one of the richest men on planet Earth and Gary Kildall a forgotten footnote in the annals of the computer industry? The fundamental reason is that Gates and Microsoft were about developing relationships that enabled them to secure an agreement to supply the desktop Operating System for the IBM Personal Computer and Kildall did not. Why? What factor impeded the “Inventor of the P.C. Operating System” from securing the most important contract in the history of the computer industry, yet permitted Mr. Gates to secure the same?