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  • Ana Neves 9:00 am on March 13, 2013 Permalink | Reply
    Tags: , , , , management   

    What are organizations doing regarding Knowledge Management? 

    Estimated reading time: 5 minutes

    A few days ago, Doroteo Quiroz wrote here a post about “The importance of Enterprise Social Networks in Knowledge Management”. In his post, he felt necessary to provide a definition of what knowledge management is about. That’s because although key to organizational success, this management discipline is still obscure to many.

    Some consider it is a waste of resources; others believe they are too small to benefit from KM; others explicitly say they do not know what it is about or what returns it might produce. Well, guess what? All organizations can benefit from KM. And all organizations already “do” knowledge management.

    Yes, I do believe all organizations already have some kind of knowledge management initiatives and tools going on. It might be regular meetings to share good practices, or “yellow pages” with personnel’s known skills, or communities of practice, or an enterprise social network, etc..

    The key thing about knowledge management, though, is that it will produce much better returns if it is treated strategically by the organization, and not just as a set of randomly devised tools and initiatives.

    In 2010, I carried out a study in which I realized that, out of 220 Portuguese organisations, 42 have a strategic approach to knowledge management, i.e., 42 have a KM strategy and a person responsible for leading it.

    I am currently carrying out the same study to understand the state of knowledge management, but this time in Portugal AND Spain.

    The study is based on data gathered through a short online questionnaire. The questionnaire is done in such a way as to make it fun and easy to fill in (so far, in Spain, 55 answers with a 100% completion rate).

    The questionnaire was also designed as a communication mechanism. It is a way of enlightening organizations on what knowledge management is about, offering ideas of things that can be done, and daring organizations to realize that they all do knowledge management in some shape or form.

    I am extremely curious to see how organizations in Portugal and Spain compare :-)

    So far, out of the 55 organizations that have completed the questionnaire in Spain:

    • 18 have a KM sponsor at Board level
    • 17 have a person responsible for leading the KM efforts
    • 12 have a KM strategy
    • 10 have a KM budget

    Out of the 99 that have answered the questionnaire in Portugal:

    • 39 have a KM sponsor at Board level
    • 30 have a person responsible for leading the KM efforts
    • 22 have a KM strategy
    • 18 have a KM budget

    Do take a few minutes to complete the questionnaire. Help create a better picture, get some ideas, have a bit of fun, and you may even get a prize as a “thank you for your time”.

    Questionnaire for organizations in Spain
    Questionnaire for organizations in Portugal

     

    Ana Neves (@ananeves) specializes in knowledge management, organizational learning, social networks and social tools for the organization. She is the founder of Knowman and the mind behind Cidadania 2.0 and Social Now.

     

     
  • Eduardo Sanz 9:00 am on March 11, 2013 Permalink | Reply
    Tags: , , , management, , pseudoleader,   

    Leadership in difficult times (I): The problem of the pseudoleader 

    Estimated reading time: 4 minutes

    Editor’s note: Today we would like to welcome a new contributor to our blog. Eduardo Sanz is an entrepreneur, coach and founder of Directivos en Acción. He will be sharing with us his knowledge on Enterprises 2.0, Human Resources and Leadership.

    This is my first post in a series which I hope will result in a long collaboration in this blog. I’m somewhat thought-provoking when I write. My aim is to raise awareness and make you think about the path to follow.

    In a series of 3 posts, I’m going to talk about the evolution of Leadership over the last 3 years, right up to what is the model of leadership for the future in my opinion: Sustainable Leadership.

    Last week I had the pleasure of giving a keynote on this new leadership paradigm at the presentation of a book that I co-wrote “LinkedIn 200 millones: el CEO se ha quedado obsoleto”. In a world characterized by the speed with which information, news and business opportunities flow, there continue to be pseudoleaders who think that they know the only valid model for managing “their” company. I stress “their” because in any conversation, they take advantage to introduce their “the only one who decides is me”, they are cautious of change and consider fax to be the most advanced technology.

    1. He is reminiscent of the tribal leaders of times past to whom everyone went for advice and to make decisions. With him, the sole knowledge of the organization lives and dies, and if he is not there, nothing can be done.
    2. He always decides and everything has to be run by him. He does not trust anyone (for example, let me tell you about a colleague of mine who, in a company with 450 workers and a turnover of 35 million euro, wasn’t allowed to buy toilet paper without the CEO’s authorization).
    3. He thinks that information is power and does not share it.
    4. He wants the entire organization to be dependent on him.
    5. He rewards what he calls loyalty (servilism) over talent and does not allow opinions that are different to his.
    6. He does not trust the new technologies and thinks that his team are using them for things other than work.
    7. He thinks that training and personal development is an expense and not an investment.

    Having a pseudoleader has consequences for the organization

    1. Due to his way of managing everything together, down to the minor details, he paralyzes and blocks work processes. In a world moving at the speed of a Ferrari, he still goes on horseback like the Native American chiefs and that means that decisions are taken late.
    2. If he doesn’t react quickly, both his company and he will become obsolete and will cause a crisis in management and leadership.

    Luckily, there is always time to react and, as we will see in the next post in this series, there is another model and another way of moving forward. Do you still have pseudoleaders in your company or do you have real leaders?

    Eduardo Sanz (@esanzm) is Entrepreneur, Coach and Founder of Directivos en Acción.

     

     
  • Marta Carrió 9:00 am on March 4, 2013 Permalink | Reply
    Tags: , , , management, ,   

    7 trends in corporate reputation for 2013 

    Estimated reading time: 5 minutes

    Some weeks ago, Leslie Gaines-Ross, Chief Reputation Strategist at Weber Shandwick, presented in the The Huffington Post the latest trends in corporate reputation to remember this year.

    These trends highlighted the special importance that internal reputation will have for brands and companies, and for that reason, I though it would be interesting to look at them here. When it comes down to it, the trends that I mention below only reinforce the idea that companies need to look after their internal communication as the key to their reputation among employees.

    It is there where Enterprise Social Networks can be extremely useful for organizations that opt for innovation and implement collaborative and knowlege management tools

    Let’s look at those 7 key trends:

    1. CEOs are the main guardians of corporate reputation. According to research, which we commented on recently in this blog, nearly a half of a company’s reputation remains attributable to its CEO. Given that the odds that a company will undergo a crisis at some stage are high, “a timely, sensible and forthright response” from the CEO will inspire confidence and credibility.

    2. Internal reputation will be fundamental. Employees help to build a positive reputation when they are committed and satisfied with the organization, and this happens when there is two-way communication with the company. Work on these areas is becoming more and more important, especially given the impact that it has on the main business indicators.

    3. Reputational crises cannot be overlooked. As Gaines-Ross points out, normally companies think that their reputation has been infairly damaged. However, most crises are caused by the company itself and could have been averted if it were in tune with the early warning signs. For this reason, this year more companies will take advantage of the latest technologies in order to build better systems for managing and mitigating reputational risks, as well as for identifying vulnerabilities.

    4. Quantification of reputation will have greater weight. Companies will seek more formulas for measuring their reputation objectively. However, preoccupation with metrics may not provide a full view of a multidimensional asset such as reputation, which is based on perceptions.

    5. Corporate and brand reputation will be inseparable. Almost 9 of every 10 executives believe that a strong corporate reputation is as important as a strong product/service brand. Finding the right balance will be a priority for companies this 2013.

    6. Reputation will be reshapen according to social and political changes.We are starting to see how company reputation is being reshaped by what is happening in civil society and the political arena. Socio-political and organizational concerns are merging and cannot be overlooked in building and maintaining corporate reputation.

    7. Managing reputation in social networks will gain more importance. Companies that are truly social, that engage their executives, employees, customers and partners in authentic conversations in the social networks will be recognized as the new business leaders. The figure of the social CEO will be the next new thing. For now, the starting point leaves a lot to be desired: an IBM study (2012) among CEOs from 64 countries and across 18 sectors showed that only 16 percent of them particiapted in social media.

    Marta Carrió is Doctor in Corporate Reputation (UPF). She is also partner of Plan, consultancy specialized in corporate reputation measurement, analysis and management.

     

     
  • Joan Alvares 9:00 am on February 22, 2013 Permalink | Reply
    Tags: management, ,   

    Looking to buy time… 

    Estimated reading time: 3 minutes

    Editor’s note: At Zyncro, we care about time management processes and work. We want Enterprise Social Networks to make these processes easier and let us save time for other things. If someone was selling time, you’d buy it, right?

    Looking to buy time from anyone who will sell it to me. From anyone who doesn’t know what to do with it. From anyone who feels that they are wasting it each day working in something that doesn’t motivate them or doing stuff they aren’t interested in.

    Is this you? I’m sure we can come to an agreement, don’t worry. The price? I don’t know. I’ve never thought about selling mine. Tell me what you think a fair price would be. Quote me by hours or years, whichever you prefer. In the end, it is your time. For now. How much are you selling it for to your boss? I’ll double that.

    Don’t get me wrong, I’m not buying money from you, I’m buying time. I know, I know, you’ll tell me time is money. But for me, it’s much more than that: it is the most precious asset we have. Money comes and goes, but time never returns. Maybe it sounds nonsense to you, but I refuse to separate my time between “work” and “personal life”, between business and pleasure. In reality, anyone who works doing what they are passionate about can tell you that they work all the time or they never work. It depends how you look at it.

    I don’t know when you decided to sacrifice eleven months of the year doing something you don’t like in exchange for one month of vacations. I don’t understand why you think it’s a good deal. It doesn’t seem like one to me. In fact, if you do it in exchange for a really good paycheck, you’ll have realized that even money needs time to be enjoyed.

    When they see the end of life looming, most people ask for more time, not for more money. Some feel sorry for themselves when they realize they are going to die with their bank accounts fuller than their soul. They have sold their time at a loss. They realize then, when it is too late, that the richest person is not someone who has the most, rather someone who needs less.

    Joan Alvares is founding partner of Poko and lecturer at Istituto Europeo di Design

     

     
  • Marta Carrió 9:00 am on February 7, 2013 Permalink | Reply
    Tags: , , , management, ,   

    Times of Crisis? Invest in your Internal Reputation 

    Estimated reading time: 4 minutes

    Nowadays companies are confronted by the impact of the interests and needs of different collectives and individuals. For this reason, it is important for organizations to measure and analyze these strengths and expectations in order to adjust them to their strategic goals.

    Generally speaking in reputation management, promoting a strong internal reputation is often forgotten in organizations, although it is a key issue for increasing sales, for example. So while many companies are focusing their efforts on the sales area, it has been proven that sales increase when employees’ positive perceptions are greater than that of customers. Similarly, promoting a favorable internal reputation helps to capture and retain talent, reduce costs associated with crisis management, improve efficiency in the organization, as well as collaboration, engagement, communication, loyalty, and to identify and resolve internal conflicts.

    In times like the present, if companies are trying to improve their reputation by regaining customers’ loyalty and trust, they would be better off by change their priorities.

    The biggest threat to a company’s reputation is not its competitors, rather a lack of identification, motivation, communication, collaboration and not leveraging skills and abilities found within the company. For this reason, most reputational crises found today on the social networks originate with the employees.

    This unfavorable misalignment at an internal level cannot avoided by merely performing surveys on the work atmosphere or different group dynamics, rather it requires actively identifying and analyzing the relationships and roles of the different collectives and individuals in the organization according to the dimensions of the entity’s internal reputation (employee satisfaction and commitment) in order to design a response plan that enables it to refocus employees’ perceptions and attitudes towards the company.

    Enterprise Social Networks, like Zyncro, can help contribute and apply an Internal Reputation Assessment process, communicate the importance of participation across the board, creating alignment and trust; inform the entire company of how the process is being implemented, its participants, phases and results; or act as a feedback platform, among other aspects.

    So given all this, what are you waiting for to sell more, reduce costs and become more efficient? If you want to know more about how to manage internal reputation in your company, download our free whitepaper that we wrote in collaboration with Zyncro: Internal Reputation Assessment.

    Marta Carrió is Doctor in Corporate Reputation (UPF). She is also partner of Plan, a consultancy specialized in corporate reputation measurement, analysis and management.

     

     
  • Sonia R Muriel 9:00 am on November 28, 2012 Permalink | Reply
    Tags: management, , ,   

    Does anything go in companies? 

    Estimated reading time: 5 minutes

    I like using any “down time” I have to read, update my profile on social networks and reply to the backlog of emails, so I usually carry my iPad around with me. This was my plan when I returned to Seville from Madrid on the AVE last Friday, after attending the #ComunicaME event organized by Zyncro.

    While I was writing emails, out of curiosity I started listening to the film that had just begun and I was hooked, so much so during the first few minutes that I closed my iPad and turned all my attention to the train’s mini-TV screen.

    The film was Margin Call. It recreates the 24 hours prior to the beginning of the financial crisis of 2008 in an anonymous investment bank, which supposedly represents Lehman Brothers.

    The film begins with the aggressiveness of the Human Resources team. The way that they fire various employees within the space of a few moments, the atmosphere they create, and the lack of humanity and empathy is very significant.

    The immediate dismissal, after nineteen years of service to the company, of the Senior Risk Analyst when he’s on the verge of discovering dangerous shortcomings in the investment bank, creates a huge impact. This scene is only the beginning of a succession of ethical and moral conflicts.

    Not only has the film helped me to better understand how the crisis came about, but it has also made me reflect once again on how anything goes for some executives, particularly, behaviour with a lack of personal and professional ethics regarding money and completely forgetting the value of people.

    I find it hard to imagine what would go through the minds of those executives in order to save the company, or at least to assure themselves of a large amount of money. Evidently social responsibility and business ethics weren’t present in those meeting rooms and offices. Proof of this is that the company chose to cheat by selling in 24 hours something they clearly knew had no value.

    This philosophy is summed up very well by the following quote from the CEO at one of the moments of most tension in the film:

    “Be first, be smarter, or cheat.”

    Where’s the CSR, on a USB memory stick?

    Four years have passed since the financial crisis began and instead of progressing in people management, unfortunately a path of involution has commenced.

    I have no idea how many books, articles and blogs have been written, or how many conferences have been organized to remind professionals that they are the pillar on which an organization stands but the reality is what it is: mass dismissals, elimination of budgets for training and talent development, mobbing in the workplace of pregnant women, major discrimination based on gender and disability, abuse of working hours and work loads, and so on.

    A lack of ethics is obviously not the only thing that led us to this crisis, but it is very relevant.

    So, if we are not committed to caring for our most important asset, PEOPLE, and to implementing socially responsible management models, how are we ever going to recover from this situation?

    The role of executives, and in particular those responsible for HR, is to remember that the company is its people, and that dehumanizing organizations will not improve the P&L account or productivity, quite the opposite. Reducing messages of fear, creating a healthy work environment and using direct, transparent and multidirectional communication are essential.

    Now, more than ever, we need to create confidence so as to deserve the commitment of our colleagues and collaborators, and above all it is essential that we never forget that: NOT ANYTHING GOES, EVEN IN COMPANIES.

    “Every aspect of Western culture needs a new code of ethics -a rational ethics- as a precondition of rebirth.”

    Ayn Rand

    Sonia Rodríguez Muriel is passionate about Human Resources. She is HR and Media Director at the Andalusian Agency for Innovation and Development, IDEA, and writes a personal blog which we at Zyncro highly recommend you read.

     

     
  • Marta Carrió 9:00 am on November 22, 2012 Permalink | Reply
    Tags: , , management,   

    The social CEO: a frame of mind 

    Estimated reading time: 3 minutes

    Editor’s note: Today we’d like to introduce a new blogger: Marta Carrió. She is a Doctor of Corporate Reputation (UPF), has an Executive MBA from ESADE, an Official Master’s in Social Communication (UPF), and a Master’s in Marketing Management (UPF). A technical analyst of behavior in social networks (COLPIS), she is a partner in Plan, a consultancy company specializing in the measurement, analysis and management of corporate reputation in on- and offline environments. Welcome!

    I like following and retweeting posts by Leslie Gaines-Ross, a well-known reputation strategist at Weber Shandwick. In her last post she shared what, according to her, and also in my opinion, being a “social” CEO means. Her comments are based on the post that Spencer Rascoff, CEO of Zillow -one of the leading portals about real estate in the United States-, published on his blog, in which he explains what being a social CEO means for him. This is an extract of Rascoff’s words:

    “This caused me to ponder what it means to be a social CEO. Yes, it means that I participate on Twitter, Facebook, Pinterest and, of course, on my two blogs. But it goes beyond that, it’s a state of mind. Being a social CEO means that I’m always accessible – to my employees, our advertisers, our business partners, and our users.

    I was worried that when Zillow became publicly traded, we might have to reduce our “socialness”. But I’ve worked hard to maintain a social culture in the company. And it has been less difficult than I expected. True, there are plenty of topics that are off limits: financial results, forward-looking statements, and the like are all no-nos. But I’m always permitted to talk publicly about the company and our strategy, and to engage in discussion and debate about Zillow and the industry. I think CEOs who choose not to participate in social media are being cop-outs. If they don’t want to use social media, that’s fine. But don’t blame the lawyers for what happens as a result.”

    As Gaines-Ross and Rascoff himself point out, being a social CEO is a state of mind, one common to executives who understand that reputation risk is entirely related to -in the majority of cases- strategic decisions that organizations take. And, in short, ultimately it is management that is responsible for safeguarding the company’s reputation.

     
  • Ignasi Alcalde 9:35 am on June 9, 2011 Permalink | Reply
    Tags: , , , management, multi-disciplinary, , , ,   

    Collaboration myths and dynamics 

    Estimated reading time: 3 minutes

    Thesedays it is usually hard to find socially useful activities that can be carried out strictly on an individual basis.  Collaboration and collaborative work usually offer great strengths: as they integrate individual efforts, maximise the diverse capabilities of each member, share out the work according to specific functions in order to achieve a combined result.

    This is how things really are but lately and due to the great burst of multiple collaborative tools, there is much talk as to the benefits of collaborative work which incidentally has many myths that should be clarified.

    According to the Gartner consultancy, the five most common myths (positive and negative) are:

    1. We will be collaborative with the right tools.
    2. Collaboration is a good thing on its own.
    3. Collaboration implies having extra time available.
    4. People do or do not collaborate as comes naturally.
    5. People know how to collaborate instinctively.

    In my opinion, the first and fifth are the most relevant points.  Collaboration tools have been in existence for various years and the idea of using computer networks as a base for online collaboration is fairly old.

    Having good collaborative tools that facilitate collaboration is very important but people have been collaborating for a lot longer than these tools have been around and some groups of people do not collaborate even when new collaborative tools are available.  Ironically though, sometimes the most powerful collaboration can take place by simply using paper or a whiteboard.

    Putting aside the adecuate tools for the place we collaborate in and whether it is a whiteboard, company microblogging or a telework system, collaboration does not necessarily take place “by chance”, and overall in ways that can benefit the company’s common objectives.

    In order to put together a good dynamic collaboration let us say that there are four basic key elements: transparency, authenticity, collaboration, trust.

    When we begin a collaborative project and depending on its components, there are some expectations and objectives but these many a time get stuck along the way and do not end in success.  The key for me lies within knowing how to work in a team.

    Although collaborative work and teamwork may seem the same, the truth is that collaborative work takes place within teamwork and in addition, it can be found not only in teamwork but can also help achieve the goals set right at the beginning of the work.

    When we find ourselves with conflicting situations that can lead us to a crisis, we “should” work as a team and I suggest that when tasks and agreements do not move forward, it is because whatever it is that we are doing would work better if we could work as a team.

    In order to achieve teamwork, one must go through a learning curve and go against old and more traditional approaches to working which emphasised “solo-working” and individual responsibility in order for us to really be able to have a way into a world that is crying out for the integration and coordination of capabilities.

    EDITOR’S NOTE: Follow our collaborative working expert @ignasialcalde on Twitter!

     

     
  • Lluis Font 11:00 am on April 11, 2011 Permalink | Reply
    Tags: , management, , ,   

    Manager 2.0 Part II: “Skills” 

    Estimated reading time: likely to be more than 5 minutes

    This is the second part of the trilogy Management 2.0 in which we will address skills.  Skills that frankly, I believe can be learned around the world though the excellence in execution as with everything in life, will tie in more with our innate qualities and the extent to which we use them.

    Be Organized

    There is nothing more harmful than working with a disorganised person, especially if he or she is your boss.  At the beginning of my career I experienced a number of them but I suppose in time, I developed some sort of intuition to avoid them.  The ability to carry out many different tasks to high standard in a short space of time depends completely upon how we organize ourselves.

    1. Think about what we are going to do before doing it.  Evaluate time, tasks and the necessary resources.
    2. Try to develop just one task each time, jumping from task to task is a recipe for disaster, bad quality and wasted time for example; writing a document whilst having your email open and mobile on.  Thus, we go back to Neutron Jack’s (Jack Welch) favourite concept;   working in compartmental blocks. .
    3. Your being well organised will have a positive impact on the work of your team and colleagues.

    All of us can be organised if we have the discipline of making a note of things, clichés are of no use – creative people can also be organised, maybe not the best Project managers in the world but without a doubt, they can be organised.

    Delegate wisely and with care

    Realistically evaluate how long a task will take to complete when you delegate it to somebody, it looks simple it is a lot more important than it seems.

    Allow me to explain something pretty awful happening in companies all the time and that illustrates the importance of delegating properly: “Driving a person crazy or to the point of depression at work is the easiest thing in the world to do if you are their boss. Simply assign a task when they have not yet finished (because it is impossible to have done so in that time), complain about how useless they are for not having finished the previous task, complain about them not having finished the second task and then assign a third… and continue the pattern.  That person will end up depressed, crazy and burnt out in a short space of time. Well, this happens every day, sometimes out of malice (pure mobbing) and also due to the inability of evaluating the task properly by the superior.

    To delegate properly means:

    1. Evaluate how long you would take with your knowledge and resources and add extra time if the person does not have the same knowledge and resources or if they have never done it before.
    2. Show them to how to complete the task, monitor progress using guidance, this is called delegating with care, the opposite of throwing out tasks.

    Have a sense of urgency

    It is nothing more than to respond as quickly as possible to those tasks or problems that really need it. It is one of the least common skills and does not depend on age nor education, it is an attitude acquired very easily when a person has a positive predisposition.  The sense of urgency is learned and is passed on to others. I love organizations that have this incorporated into the DNA of their corporate culture.  Despite this, it is still complicated.  There may be resistance from leaders set in their ways and with poor communicative skills and on the whole, a lack of this skill is found in the more technical areas with little client contact…

    A real case: (sadly one of many):  How can a manager responsible for a critical bug go home so peacefully dead on-time leaving a client with their production line at a halt?

    What is most valued by a company is not the absence of problems, but the speed and dedication with which they are resolved. One of the best people I have seen deal with clients, Michael Kessler said: “I prefer to have some technical problems with a client than none at all, that way the client can evaluate how we good we are when there are problems to resolve and we can gain their trust”.  To have a sense of urgency means:

    To be willing to prioritize tasks to the maximum when they require immediate resolution, even if it means working all night.

    1. It is very important properly to identify what is urgent and what is not, there are managers who generate false crisis for whom everything is urgent while there are others for whom only the building being on fire would be an urgent matter.
    2. If common sense is applied it is easy.  Generally, urgent matters are: problems with clients, tasks related to the closing of client deals, critical deadlines and delays and clearly, the resolution of any conflicts.

    For this point, I recommend the book: “A Sense of Urgency”.

    Possess mental fortitude

    The Manager 2.0 is an entrepreneur (internally or externally) and to be so, needs to respond positively to pressure. When I say entrepreneur I make reference to the wider meaning of the term, a departmental leader that has the courage to launch a new product into the market, a public sector employee who backs a new management system that presents advantages to citizens, a doctor investigating a new treatment that could save lives, a manager that offers to take on a complicated projectall of these are entrepreneurs and are who truly make the world go round.  Managers 2.0 should have the capacity to take on risks and challenges and they should be able to do so in a positive and peaceful manner.  I can guarantee you that this can be learned, if someone had said to me 20 years ago, that I would be an entrepreneur taking on all the risks and pressure I do now, I would have said “No way!”

    How can we gain mental fortitude?

    1. Positive thinking is the best kept secret of leaders around the world.  I define myself as a pathological optimist:  “Not only do I see the glass half full; at the same time I’m thinking about how to fill the other half”.
    2. Realism, self confidence, persistence. It is very important to evaluate the milestones one wants to achieve and to have the faith in oneself to get there.  Goals should be realistic, it is impossible to run 40 miles without beginning training for running 10 miles.  If you are exhausted after running 3 miles the first day (as in my case), do not throw in the towel, continue with your plan temporarily adjusting the milestones, the will run the marathon in 18 months instead of 12.
    3. Stress control: Key for an entrepreneur, tension must be released and you must sleep well at night without the need for sleeping pills or herbs.  Everyone should find their own method: sports, yoga, reading or a combination of these is usually a good method as they all release endorphins.  Look for yours without resorting to chemicals.

    To summarize

    In the article today the key points to summarize are:

    1. Be organised, plan, estimate, control progress.
    2. Delegate knowledgably and with care, evaluating what you have delegated and guiding your delegates.
    3. Employ a sense of urgency; do not leave things for tomorrow if it is important they are done today.
    4. Have mental fortitude.  Find your way of facing challenges positively and peacefully.

    If you do not have them all, do not worry, you can achieve them; draw up your plan to becoming a Manager 2.0.

     
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