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  • Larry Alton 9:00 am on June 25, 2014 Permalink | Reply
    Tags: , management 2.0,   

    How to manage virtual employees 

    Estimated reading time: 5 minutes

    How to manage virtual employeesThere’s no one best approach to managing virtual employees, but there are sets of best practices you can adopt in a trial and error system. It depends on numerous things like (of course) individual employees, your industry, the tech savviness of workers, how you train and prepare them and what goals you have in mind. As more companies are seeing the appeal of virtual offices, from much lower overhead to happier employees, this is one trend that isn’t going anywhere.

    The simple truth is that, just like a “regular” office, there are workers who will thrive in a virtual setting and those who won’t. The perfect situation is to have some workers performing virtually and others in traditional settings, matching each worker with the best environment for them. If you can swing this, that’s great but that also requires knowing which workers are best matched for which environment.

    If you’re just delving into the world of the virtual office, keep these tips in mind. They won’t work every time and for every employee, but they can help you figure out the right next move.

    1. Provide structure

    This can be in the form of daily or weekly check-ins via chat, video conferencing or phone calls. Nearly every worker still needs their company to provide structure in some regards, but don’t do so just for the sake of it. If some workers do best at midnight and others at 10am and the needs of the company allow for that kind of flexibility, let your employees take advantage of virtual settings.

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  • Rodrigo Escobedo 9:00 am on June 17, 2014 Permalink | Reply
    Tags: , , , , , , , management 2.0, , ,   

    4 principles to achieve motivated teams 

    Estimated reading time: 6 minutes

    4 principles to achieve motivated teams When you start working in a coaching process, you use different tools that help boost the team’s alignment with the new work philosophy and the culture that the employer or manager wants for their company. Specifying a vision, mission, cultural values or points, job descriptions and their respective KPI’s, procedure manuals and other tools are really helpful in meeting this challenge.

    However, the current team commonly finds the process exhausting. Taking the team out of its comfort zone is too much for some members who, given the changes, decide to jump ship. In the case of employees who decide to stay, it is important that employers or managers recognise that members are going the extra mile and seek out additional reinforcements to keep their team motivated and achieve greater commitment to the company.

    When thinking about incentives for our employees, the first thing that comes to mind is… money! Although money is attractive for some people, there are 4 principles which we should focus on to achieve greater engagement, generate more trust and increase motivation in the current team:

    Power

    Power means that your employees have the authority to take decisions that are important to their performance and to the quality of their working lives. In companies people are usually given responsibility without authority. This limits the individual’s decision making and ultimately generates frustration. Empowering your employees means that they can decide and then receive feedback. Let them take responsibility and have complete authority over their decisions and their outcomes.

    Information

    This means data, statistics, KPIs, revenues, profitability, customer reactions, etc. Just as many Mexicans are demanding access to information from our government, your team must also have access to your business information. This information must be accurate, current and understandable for employees.

    The more transparent the leader of the company is about its information, the greater the possibility that employees will effectively contribute to achieving strategic business goals. Thus the employee will be able to link the company’s progress towards its various goals to his or her personal contribution to each of these goals.

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  • Carlos Gonzalez Jardon 9:00 am on January 20, 2014 Permalink | Reply
    Tags: management 2.0, , ,   

    The Skill Set of a Project Manager (Part 2) 

    Estimated reading time: 4 minutes

    In the first part of this article, we talked about the three skill areas a good project manager has to develop. Ultimately, managing a project is an art based in the application of a series of scientific knowledge. The art consists in applying our knowledge, experience and skills in an adequate manner at the right moment, and even though there is no guarantee to the success of the project, it allows us to reduce the risk of failure.

    Thus we must maximize/develop some key skills: 

    • Communication. Clear and effective communication is fundamental for all project managers. Not only is it important to communicate what (the level of detail used and the perspective), but also how (which mediums we are going to use) and when (choose the time when such communication will be made). Additionally, make sure the person on the receiving end has received and understood what you wanted to communicate, whereby the feedback becomes a base element as a means to avoid misunderstanding and incomprehension.
    • Negotiation. With any project there may be mixed and even conflicting expectations, which becomes relevant in negotiation skills as a way of aligning the expectations of the participants with the objectives of the project.
    • Solutions to problems. A project manager must be proactive, anticipating possible problems that may affect the success of the project (risks) and develop plans to minimize or avoid their impact. However, ultimately, if the problem has not been avoided, it must have the capacity to manage such situations efficiently. A project manager should be decisive, able to take responsibility and engage others in the project. (More …)
     
  • Carlos Gonzalez Jardon 9:00 am on January 17, 2014 Permalink | Reply
    Tags: management 2.0, , ,   

    The Skill Set of a Project Manager (Part 1) 

    Estimated reading time: 4 minutes

    In the previous article, we focused on emphasizing the importance of the role of Project Managers, and what their main functions are, but what makes a good project manager? Directing/leading a project is something more than just running a set of activities. Instead, it requires having different specific skills such as technician or project specialist that may be needed.

    When it is time to manage/direct a project, the manager should:

    • Plan the work/activities that must be done in order to reach the objectives of the project and accomplish the expectations of the client.
    • Organize all of the elements (resources) that interact throughout the life of a project. This activity will require the project manager to provide a certain level of authority within the organization.
    • Manage the people, whether they are clients, users, project team members, etc… and definitely stakeholders. Projects are done by people and the objectives are not always shared or understood in a correct way.
    • Direct and Lead. Leading is something more than just commanding or giving orders. A good leader forms a part of the team that he/she is leading, and he/she is not an “external agent” who merely establishes goals to achieve and a task to execute. The leader is involved with the team itself.
    • Control/Monitor the project that is developing under the established plan and, if not, define the necessary corrective measures.

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  • Denisse Caballero 9:00 am on January 13, 2014 Permalink | Reply
    Tags: , , , , , management 2.0, , ,   

    Team Management vs. Leadership 

    Estimated Reading Time: 5 minutes

    liderazgo vs team managementFirst things first: What does it really mean to direct a work team and how does it differentiate with leadership? John P Kotter explains that leaders are people who do the right things, while the directors/managers are people who do things correctly. This does not mean that one is better than the other; in fact, these two roles are complementary to each other and to operate a team at work to be successful, you need to meet both requirements.

    We understand that  the basis of leadership is founded on the vision of the future, how to communicate that vision and helping people to understand and achieve. On the other hand, directors are those responsible for making this vision to be implemented effectively and successfully, in other words “create plans” to achieve that. That said we clarify that a leader is not necessarily a manager and not the opposite, but it is possible that they can be.

    On one hand, a real manager will provide order, therefore organize and promote compliance with the company’s plans, this will do it by making decisions and delegating functions using a formal structure to generate stability and avoid poor performance. A leader will establish a communication process and will push his/her team together utilizing informal relationships to establish bonds, of which will motivate the workers to transmit said energy to the rest of the team.

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  • Francisco Eguiza 10:05 am on January 10, 2014 Permalink | Reply
    Tags: , management 2.0, ,   

    Talent Drain- Why Do Businesses Experience Staff Turnover? 

    Estimated Reading Time: 6 minutes

    talentoWhy can entrepreneurial talent make the decision to leave a work team? It is not an easy decision for the employee. However, despite how difficult it could become to find a new position, some businesses suffer from constant employee turnover. Let’s analyze concretely possible reasons and solutions to this problem.

    Main reasons staff turnover can happen in a business

    There are two principle reasons why talent is in constant rotation:

    • Selection: Remember that not all who quit are proportional to a lack of motivation or inability to retain a satisfied work team; on many occasions, the problem is in the selection of staff, in the recruitment policies and the definition of the profiles from Human Resources.
    • Retention: Is the most common reason, in short, it is the lack of internal communication and largely results in the inability to convey specific messages and quality to our team.

    But then, what should you do? Working on the basis “little actions generate big changes”, is only a question of adjusting strategies and of obtaining the correct tools to initiate an efficient and productive communication.

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  • Juan Ignacio Barenys 9:00 am on January 7, 2014 Permalink | Reply
    Tags: , management 2.0, ,   

    Managers… Born or Made? 

    Estimated Reading Time: 4 minutes

    The time of the industrial era has definitely passed in which the business organization gave rise to plots almost completely sealed from those who thought, those who worked and those who controlled. In this setting, the manager was essentially the controller, taking on a role in which his/her competence was measured above all by the attainment of objectives through hierarchical organizations.

    Today, the new management philosophy flags the information and service as necessary elements for the effective functioning of organizations that, in a progressive way, abandon the hierarchy and substitute it with the collective. This change is not trivial, it is the opposite: it very directly introduces the need for leadership in a manager 2.0, and this takes us to confront the question- Is leadership is an aptitude with which one is born with? Or an ability that is made? 

    I am going to venture: the two of them. But not in the way– yes or no– as if to evaluate the kindness of a piece of code. It is not easy to address this question, but its difficulty does not excuse us from doing so.

    If hierarchies weaken, on one hand, while reinforcing coordination requirements; on the other hand, there is no choice but to invigorate the interstitial loops holding the organization together and keep people closely connected with the organization. Here, a manager 2.0’s role is located- leader by demand. 

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  • Virginio Gallardo 9:00 am on December 20, 2013 Permalink | Reply
    Tags: , , , management 2.0, ,   

    12 Behaviors of a Transformational Leader 

    Estimated Reading Time: 5 minutes

    Note from the Editor: Today we bring you this article that Virginio Gallardo published in his blog which we found interesting to open a new discussion thread at Zyncro. What types of leaders are there in businesses? What type of leader transforms an enterprise into a social enterprise? What characteristics should this leader have? Tell us in the comment section 😉

    We are in a new age where talent management requires new leadership. I suggest that we analyze the characteristics of the new transformational leader from six leadership styles that include different levels of performance from emotional self-management to the management of internal and external communities.

    Style 1 : Emotional Manager (central axis): Leadership is managing emotions designated as emotional intelligence that is at the center of leadership development; starting to lead ourselves can lead others towards self-knowledge, self-regulation being one of the most important bases for managing teams.

    • Behavior 1: Recognize the motives and intention strengthening the trust between individuals with objectives on the team
    • Behavior 2: Create a trusting emotional environment that appropriately fosters apprenticeship and innovation 

    Style 2: Motivator for achievement (present/results): Objectives are clearly established, giving demanding monitoring while in accordance with each employee’s potential. This is the base of attainment for some excellent results. Results are the best expression of leadership and innovation, but they are also one of the elements that reinforce excellent performance.

    • Behavior 3: Promotes the generation of ideas leading actions that improve results  
    • Behavior 4.: Appropriate demands for results from the potential and abilities of each employee 

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  • Francisco Eguiza 9:00 am on December 12, 2013 Permalink | Reply
    Tags: , , , management 2.0, , , ,   

    5 Mandatory Books Every Director, Manager and CEO Must Read 

    Estimated reading time: 5 minutes

    No one person knows everything! Not even a manager, director or CEO of a big company. Are you a director, CEO or leader of an organization? The following titles are must read books for your body of information.

    Getting to YES: Negotiating Agreement Without Giving In – by Roger Fisher and William L. Ury

    Roger Fisher (pseudonym), former director of the negotiation and innovation project at Harvard, specializes in conflict management and negotiation. In his book “Getting To Yes”, he demonstrates the structure of interpersonal negotiation, by underlying a reference to the labor and teamwork delegation.

    This book gives us improved practices to address problems, interests and conflicts, exhibits the power of mutual agreement, business collaboration and the unspoken power of objective thought.

    Survival is Not Enough – by Seth Godin

    Seth Godin is the guru of marketing. In this book he transforms the Darwinian theory of specie evolution in a metaphor arguing how companies need to constantly change in order to adapt to a unstable economic environment. Godin’s original approach, arguing real cases, make this book an imperative read for any great business person.

    Godin’s convincing proposal offers each reader a reflective element about the importance of adaptation to changing realities and technological forces that move today’s businesses, especially culture 2.0.

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  • Raúl González García 9:00 am on November 12, 2013 Permalink | Reply
    Tags: , , , , management 2.0   

    Leadership Development in an Enterprise Social Network 

    Estimated Reading Time: 4 minutes

    As virtual work environments and digital collaboration tools are expanding, new forms of learning, collaborating and leading are appearing in this new type of organization.

    5 critical actions to develop leadership in an Enterprise Social Network

    1. Participate. A social network is, before anything else, an architecture for participation. The leaders of an enterprise social network are those who actively participate, individuals who know how to create participation spaces and they generate more participation.

    2. Share. In a social network, what is not shared does not exist. And, for the most part, individuals who do not share do not exist either.  Leaders in an enterprise social network learn, enjoy, grow and achieve shared influence in a spontaneous manner while opening their talent.

    3. Connect. The power of connection in a social network is one of its main strengths. The leaders in an Enterprise Social Network are nodes in the network because they are accesible, open, flexible, and they enjoy being connected with all the members. For them, being connected with other people is valuable for themselves, beyond operational collaboration and timeliness at any given moment. And being connected to leaders is valuable for others because they provide value in different ways (by the content, by their connection capacity with the rest of the network, etc.)
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