10 Things Managers Should Never Do | BNET Last Updated Oct 25, 2011 11:29 AM EDT We've all had bosses do things we didn't like, appreciate, or respect. And every manager has done things they later regret. The business world is, by necessity, one of real-time decisions and judgment calls that sometimes turn out to be bad choices, in retrospect. After all, nobody's perfect. We all make mistakes. But sometimes a mistake can become a slippery slope. In 10 Things Great Managers Do, I went back in time to the best characteristics of the best CEOs I've worked for and with over the past 30 years. Keep in mind, this isn't meant to be a whine-fest to get employees riled up and pissed off at their bosses. 10 Things Managers Should Never Do Order people around like dictators. Forget about customers. Behave like arrogant jerks that are better than others. Let their egos write checks that reality can't cash. Publicly eviscerate employees. Wall off their feelings. Surround themselves with bureaucrats, BSers, and yes-men. Threaten.
advice ONE. Give people more than they expect and do it cheerfully. TWO. This came around anonamously, identified as from a "Chinese Tantra Totem" - One definition of a tantra being a statement of principle or religious practice and collections of such principles and practices. Want to Succeed in Consulting? 3 Ways to Get Paid for Your Wisdom | BNET Last Updated Sep 12, 2011 4:19 PM EDT Through writing this blog I recently made a friend all the way over in Jakarta, Indonesia. Ben Whitaker is a U.S. expat and reader who is running a company focused on selling high-end IT services to the mining industry. Here's what Ben wrote to me: One topic I'm concerned about is my current strategy of doing analysis and recommendations as a proposal, then seeing that 4-page document get sent out the door by the prospective client as more or less an RFP to my competition.Have you written a piece about that? OK, how many of us have had to deal with the problem of free consulting that Ben's describing? In the world of selling expertise, you must show your expertise first in order to prove that someone should pay you for it. Ben is describing a really thorny, but frequent challenge. 1) Create a custom, self-branded assessment process. 2) The assessment is valuable and therefore carries a fee. Photo courtesy of Flickr kate e. did cc
www.globalone PositivityBlog.com “The ideas I stand for are not mine. I borrowed them from Socrates. I swiped them from Chesterfield. I stole them from Jesus. “Who was Dale Carnegie?” He wrote a little book called “How to Win Friends and Influence People”. Carnegie then continued to write more books and to create courses on how to interact with people, on how to make friends and on how to gain influence. Here are 10 of my favourite tips from Dale Carnegie. 1. “If you want to be enthusiastic, act enthusiastic.” Emotions work backwards too. “When dealing with people, remember you are not dealing with creatures of logic, but creatures of emotion.” This is so key. The body language and the voice tonality is a bit like the rest of the iceberg, the great mass below the tip of the words we use. “Any fool can criticize, condemn, and complain but it takes character and self control to be understanding and forgiving.” Now these things may not be easy to avoid all together. Classic advice. 6. 8. 9.
Note to Managers: Positivity Matters The 10 Key Legal Documents for Your Business Documents play an essential role in protecting the interests of the business and business owners over the course of a company’s lifetime. Here is a list of the 10 most common legal documents to help you determine what your business needs. 1. Related: The Legal Ins and Outs of Forming a Partnership 2. Your minutes should be detailed enough to serve as your corporation’s “institutional memory.” 3. 4. Related: Rocket Lawyer: Cutting Out Small Business Attorneys' Fees 5. 6. 7. 8. 9. 10. In most cases, you don’t need to create any of these documents from scratch. Related: Using the Web to Get Legal Information