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  • Pedro Amador 9:00 am on June 12, 2014 Permalink | Reply
    Tags: , , people, , ,   

    10 tips for treating an employee well 

    Estimated reading time: 5 minutes

    10 tips for treating an employee wellManaging employees is by no means easy and people often have to do it without any previous formal training. So I wanted to share ten essential tips that will enhance how you treat your employees, ranked from the least to the most important:

    1. Employees are persons
    2. Given the above, it’s worth pointing out that employees are persons
    3. Just as a suggestion, bear in mind that employees are persons
    4. After doing the above, I might mention the idea that employees are persons
    5. Have we grasped that employees are persons yet?
    6. This tip I learned on my last Masters: employees are persons
    7. I’d also point out that employees are persons
    8. For those of you who may be a bit absent-minded, try to remember that employees are also persons
    9. The most important thing is that employees are persons
    10. The last point is crucial; we are all persons

    It might seem a bit daft, but you should never forget these tips. Employees are persons with values, beliefs, dreams, relatives and so on, and every day you need to align the tasks you ask them to do with company strategy.

    Once you’ve taken this decision, you can then follow the steps set out in any good leadership manual:

    (More …)

     
  • Sonia R Muriel 9:00 am on June 20, 2013 Permalink | Reply
    Tags: , , people, ,   

    Types of toxic bosses (II) 

    Today I’ll continue presenting the types of toxic boss, following on from the first lot I gave yesterday.

    Peter Pan boss: they live in a fantasy world. In the company, full warfare could be going on, but if you ask them how things are going, they’ll say ‘great’.

    Mate boss: Obsessed with getting on well with everyone and inable to make criticism. If they have to evaluate their team, they suffer.

    Reconciling boss: They can’t stand conflicts. They won’t speak poorly of anyone, they just want to live and work in peace and harmony.

    Dr. Jekyll and Mr. Hyde boss: They can seem like the most pleasant boss in the world, worried about the personal life of their employees, and the next, a perverse person who leaves victims along the way, knocked out by the fear of how to talk to them the next time.

    Rambo boss: An expert in guerrilla warfare. They believe that their mission in the company is to win a war and are willing to break their back in the process.

    Couldn’t-care-less boss: They never change, no problem is big enough to not play it down. They’re only worried about their paycheck at the end of the month.

    Hermit boss: They don’t usually leave their office and if there’s no other choice, they look uncomfortable and want to return to their haven.

    Scrooge McDuck boss: only worried about one thing in the company: money.

    Roman emperor boss: exudes arrogance whereever they go and they are the happiest person you’ve ever met.

    Celebrity boss: What they like most in the world is to attend a party. Their main concerns is that their name can be read on the sign, in the caption and in the press release.

    Manic boss: They make employees feel uneasy in the same way as Dr. Jekyll or Mr. Hyde, but the difference is they don’t switch between being a good-natured person or a perverse being, rather between being the happiest on Earth or the most unlucky and negative person ever in the history of the organization.

    Sonia Rodríguez Muriel (@sonia_rmuriel) is passionate about Human Resources. She is HR and Media Director at the Andalusian Agency for Innovation and Development IDEA.

     

     
  • Sonia R Muriel 9:00 am on June 19, 2013 Permalink | Reply
    Tags: , , people, ,   

    Types of toxic bosses (I) 

    A strong leader manages and guides their team and manages to develop the natural talent of their subordinates. They seek conversation and value professional polycromy. On the other hand, a boss orders and commands their employees and what is expected is discipline and obedience.

    The perfect leader doesn’t exist because the leader is a human being. In today’s post, with much love and respect, and a degree of humor, I’ll describe some of the types of toxic boss that we all have suffered under, to a greater or lesser degree, during a professional lives.

    Some types of toxic bosses

    Weathercock boss: One who changes decisions depending on the context, the person or the topic in question. It is almost impossible for them to think the same thing if you ask them several times about an issue and they don’t remember what they said in all security.

    Father-figure boss: They treat subordinates like his kids. They have a protective attitude with his team. They are usually well-loved butthey don’t help professional development.

    Fan boss: They have a special, innate skill to disperse responsibilities, problems, and especially, poor resultsto those who surround them. They are an expert in finding a scapegoat when they put their foot in it.

    Parasite boss: They live like a leech on other people’s work. Their working day involves attending meetings mainly, and looking like they are actually working

    Peter Pan boss: They live in a fantasy world. Perhaps a true battle is being fought in the corridors, they don’t say a word, not even to say good morning to the people who work in their team, and sadness and demotivation reigns in the organization, but if you ask them how things are going, they will reply ‘great’.

    Sonia Rodríguez Muriel (@sonia_rmuriel) is passionate about Human Resources. She is HR and Media Director at the Andalusian Agency for Innovation and Development IDEA.


     
  • Juan Ignacio Barenys 9:00 am on May 28, 2013 Permalink | Reply
    Tags: , , , people, , , ,   

    The executive and correctly managing time 

    Estimated reading time: 5 minutes

    For any professional, correctly managing time is essential as from it comes, in almost all security, efficiency in all the tasks performed. For an executive even more so, as in executive positions, the pressure of the surroundings is high and tends to cause distortion in personal organization which, when frequent, causes a reduction in performance, a fatalist resignation, and undesired stress.

    As opposed to what is commonly thought, time management is not a natural skill that some people have and others don’t. We aren’t born with the ability to organize ourselves; it is learnt and thanks to it, significant improvements in performance are achieved in all tasks carried out. Nonetheless, we admit that some people possess a sense of order, a natural inclination that usually is shown at an early age.

    On the other hand, we must remember that time is a resource with three characteristics that make it unique:
    • It is available to anyone. Most resources have a “property”: money to invest, books to study, instruments of any type, etc. Time doesn’t; we all can have time.
    • Everyone has the same quantity of time. An hour, a day, a month… are exactly the same for everyone.
    • It is inevitably used. Whether we like it or not, in any task time will come into play, unlike other resources where their use is usually optional.

    As a result, managing time is no different to that of any other resources we have available.To do it correctly, you just need to combine good task management with the right management of the independence with which we can perform the task. And those are the skills in which in many cases can be improved with learning and training.

    Nothing better than to have a line-up of practical, short and concise advice, that when handled properly and subject to a strict discipline should result in the disappearance of the eternal “time problem”, captured in endless work hours, to-ing and fro-ing from work to home, “it’s Friday again”, etc. For executives, the need is two-fold. You are responsible for your own time and for others’.

    Tips for correctly managing time

    1. Stop interruptions, that come suddenly, without notice, or by rebound. Be a little selfish.
    2. Know your priorities. Know how to ask for them and do not take on tasks unless you have done it beforehand. Working blindly without priorities can generate subsequent errors and dissatisfaction.
    3. Be FIFO (first in first out). Don’t accumulate old tasks. Finish them off in order. Only change this natural order with the appearance of emergencies and, in some cases, with the change in the established priorities.
    4. Don’t be overconfident. Know your own limits and don’t exceed them. Doing it, generates barren exhaustion and detachment if it is directed at others.
    5. Handle five things at most at one time or homogenous time period.
    6. Don’t be a perfectionist. The best is usually the enemy of the reasonably good. From the point where the marginal benefit is zero, time becomes gold. Not before that.
    7. Know how to waste time every now and again. Releasing tension, resting, relaxing are activities that also have a place in our time resource.
    8. Be an owl. Watch, process, decide and act. If possible, without hesitation.

    Juan Ignacio Barenys de Lacha is Director at Odati and Eskpe Consulting. Member of AEDIPE, creator of the Odati Method for training executives and managers, ex-CEO of Olivetti Information Systems Spain and of Sligos Systems and chairman of the World Forum Congress in Washington in 1990.

    At Zyncro, we care about correctly managing time and we believe that an Enterprise Social Network can help you and your team to improve productivity. If you still haven’t tried Zyncro, try it free now and be convinced. If you don’t believe us, you can download the whitepaper in which we give you practical case studies of companies that have 😉

     
  • Dioni Nespral 9:00 am on May 15, 2013 Permalink | Reply
    Tags: , , , , people, , social technologies   

    The Business Revolution is called Social Business 

    Estimated reading time: 8 minutes

    Editor’s note: Today we would like to start by welcoming a new contributor on our blog. Dioni Nespral (@dioninespral) is Social Business and Digital Innovation Manager at everis. Dioni is an expert in business innovation and sociodigital strategy. With a degree in Business Administration and Management from the Universidad Antonio de Nebrija, he also holds an Executive MBA from the Instituto de Empresa and a Master’s degree in Marketing and Sales Management from the ESIC.

    Fear of change is universal and has been around since the dawning of time. No one likes their surroundings to change and we all dream of the greatest stability possible. However, the era in which we live is established in permanent change and with a differential feature: the speed of change is exponential. Nothing happens at “our own speed”, everything takes place dynamically and somewhat unpredictably. It is the greatest challenge of our era: we live in a world that is instantaneous.

    I’m sure you’ll have heard of many executives talking about growth, improvement, change, and even innovation. You’ll have heard about it on numerous occasions, but are we really getting the best out of our organizations? Are we getting the maximum potential of the people and the talent who work with us? The answer is obvious: No. A big No at that. Once again, we can’t see the wood for the trees. And the wood is immense.

    In such dynamic environments, leadership with a clear vision and an ordered administration is required. We have created fans of the perfect administration that have gradually destroyed (and continue to destroy) different visions that enable us to face incremental changes. The vision-administration mix is more than advisable, because we have become too used to the organization prepared for “no-change” in a world of constant chaos. I suspect that many organizations are not reflected by these words and are looking to start to change towards incremental improvement, growth, diversity, and perhaps, towards innovation.

    A connected society commands a socio-connected organization

    Social Business emerges as one of the greatest solutions for achieving greater speed in companies. When living in such a connected environment, adaptation is essential, and adopting solutions based on the Network philosophy and social technology is the driving force. The speed of change in companies is becoming faster. The behavior of users, citizens, customers, in short, people, is changing in gigantic leaps and this means organizations need to have open constant bridges of connection that are flexible and dynamic.

    Out of this arises the socio-connected organization, which must be one before appearing to be one. Its members need to be connected, it needs to be collaborative, open, digital and innovative. And obviously, in tune with its market’s demands. A company from a dynamic sector is not the same as one in a more traditional market, and hence, the speed of change is slower. Knowing the right speed helps to move fluidly on the business highway of each market.

    And yes, it’s about people. It seems obvious, but change won’t take place if we don’t put talent at the center of our organizations. How easy it is to say this and how complicated it is to put this into practice. This is understandable, as no one has taught us to do this. At the center of the organization, there always needed to be processes, standards, protocols, management. Now, when we look inwards, and try to find how to drive our talent, we don’t know how to do it, because we need to place differential elements that are not as predictable and much less manageable at the center. But that is our challenge and the pending (r)evolution.

    Social Business affects strategy, culture, processes, people, and technology. The impact of the social side is so strong that it reaches each and every corner of the organization, requiring a single sociodigital implementation model for each case.

    Social technologies together with open, horizontal, collaborative and connected communication enable, when used in the company, its adaptation to traditional processes in the organization, favoring tangible benefits like for example, reduced number of processes, improved customer service, generate incremental ideas and innovations, unveil differential talent or intelligent knowledge in the behavior of customers thanks to the analysis of their experience and processing relevant data.

    Initially, changes are organizational and cultural, as the first major decision is to look inwards and promote level structures where people can connect and communicate more easily. Because most new ideas, those that lead to innovation and enable incremental changes, come from the people in the organization. And these individuals need to find a highway that provides a constant and adequate flow.

    Welcome to the next revolution. Welcome to Social Business.

     

     
  • Billie Lou Sastre 9:00 am on November 8, 2012 Permalink
    Tags: , people,   

    Social business, the change lies with the people 

    Estimated reading time: 5 minutes

    Editor’s note: Today we’d like to introduce a new Zyncro Blog author, Billie Lou Sastre; we’re really delighted to have her on the team… Billie specializes in social media and in implementing 2.0 strategies. During her career in MRW as Social Media Manager among other responsibilities, she decided to create her own project, Par de Dos, a consultancy that helps companies to develop social media strategies integrated with their existing marketing plan. Welcome onboard, Billie 😉

    The social revolution started some years ago with more evolved businesses adapting to the social business model, defined as:

    “An organization that has put in place the strategy, technology and processes to systematically engage all individuals of its ecosystem (employees, customers, partners, suppliers) to maximize the co-created value”

    An organizational change in the social media is essentially a challenge of leadership and business management, and not just about implementing technology; technology is the medium. To order to make a company social, you need to create mass collaboration processes that bring value to all stakeholders.

    But are we truly prepared to be social companies? To be one, we need to:

     

    1. Serve the individual (internal and external). In others, really be aware of all the people who have contact with our company when preparing our strategic plan.
    2. Listen (inside and out). It is not enough to just remember them when defining our strategic plan, we need to learn to listen on all levels. To do that, social tools are extremely useful.
    3. Respond. It is another step forward; if we know how to listen, we gather all our stakeholders’ concerns, ideas, and contributions, we reply to them and start dialog, we can generate more value.
    4. Learn and evolve. Through active dialog with individuals, we can get important feedback on where we are and what we can do to improve. We need to demonstrate that active listening can be used to innovate.
    5. Become social. This entire process is optimized when we learn to become social companies, collaborate and co-create.

    “A change that must be led by the company’s director and supported by all the managers”

    Until now, many directors didnt understand the power of social media. They know that the company needs to be there, but they don’t know why, they don’t incorporate it into their business strategies.

    We often hear of businesspeople who aren’t on the social networks through fear of expressing themselves openly. Others see them more as a sales and communication tool (generally unidirectional) in which they transfer their offline communication to online without any guide and with the sole purpose to increase sales or brand presence. Most of these companies do not have internal social structures and I can tell you that there is no one who has a social profile among the executive positions

    Evolution towards a social business model is a long path. Few companies have adopted it fully as we go from an industrial culture to a post-industrial one. However, it is the future. When companies know how to feed off the enormous value of their contributors, employees, providers and customers, they will find themselves at a stage capable of generating inmeasurable value.

    “Running a social company has a much deeper meaning. It requires a fundamental cultural change throughout the organization.

    To be a social business, a business must be sincerely interested in listening to customers and empowering employees to have an open conversation with them. In this new business model, strict hierarchies are no longer valid. We cannot avoid “innovative spirits” and attitudes in all aspects of the organization, and of course, knowledge must flow in all directions and be driven by all people in this new company.

    Social networks are only tools to interact with individuals, tools with an infinite power to transform relationships with customers, providers, employees and stakeholders, but if the company is not culturally prepared and does not incorporate this new philosophy within its business strategies, it is unlikely that these tools can be used for innovation and creating business value.

     
  • Laura Diéguez 10:00 am on May 3, 2012 Permalink | Reply
    Tags: , , brand stories, people,   

    Why create a story about your brand 

    Estimated reading time: 4 minutes

    Editor’s note: Firstly, at Zyncro, we would like to welcome a new contributor to our blog, Laura Diéguez, journalist specialized in corporate communication, and currently, Director of eHealth Contents at Signature Pharma. Thanks, Laura, and welcome to Zyncro Blog 😉

    Stories about our brandPeople don’t buy products, they buy the stories that those products represent. They don’t buy brands either, rather the legends and architypes that those brands symbolize.” Ashraf Ramzy, What’s in a name? How Stories Power Enduring Brands, 2006.

    Traditionally, companies have been unable to quantify the value of their brand on their balance sheets. However, nowadays nobody doubts that the value of the intangible assets exceeds on occasions that of material goods.

    The brand, defined as “a person’s gut feeling about a product, service or company” by Marty Neumeier, has acquired a leading role in the market, as it is presented to the consumer as a symbol of identity that differences it from the competition.

    However, creating a brand and positioning it in the market is no easy task. Investments in creating and developing a brand to designate a product or service is increasingly more difficult. Faced with this situation, how to do we enhance the brand value?

    More and more companies go in for a brand strategy based on creating emotions, those that blossom within the consumer and encourage them to buy a determined product or service.

    To move the consumer emotionally, focus needs to be placed not on branded content but on great stories, those that are made up by conflict, tension and a resolution, and where characters participate, explains David Martin in Forbes.

    What’s more, I would add five key elements for making a brand story a unique experience for the consumer:

    1. Incorporating universal values like love, friendship or ethics.
    2. Transmitting passion.
    3. Creating a certain level of curiosity.
    4. Generating a hook for all stakeholders.
    5. Adapting the story to different languages and formats.

    In short, the most powerful needs of consumers are more emotional than functional. For that reason, all brands that move us emotionally contain a story.

    Maybe if all brands told stories instead of creating ads, they would have more possibilities in getting the end consumer to “fall in love” with them? What do you think?

    To finish, I want to show you an example of how to reinforce brand values through a great story:

    The sportswear brand Nike chose the filmmaker Casey Neistat to create a film about its new product, the Nike+ FuelBand. Neistat, together with his friend Max Joseph, also director and editor of this project, took the production budget and decided to travel around the world until the money ran out, recording each and every one of their stops. The result? A 10-day journey around the world, summarized in a 5-minute video, where happiness, fun, bravery and effort give the viewer a unique experience.

     

     
  • Carlos del Pozo 9:38 am on April 26, 2012 Permalink | Reply
    Tags: people, , tasks   

    Zyncro Features: Tasks Section 

    Estimated reading time: 4 minutes

    What is the Tasks section?

    The Tasks section is a tab within Zyncro that lets users create and assign tasks to other members of the organization and to the users themselves.

    We’re going to give you a sneak peek at some of the features that we will be including in version 3.3 that will come out in a few weeks’ time. (Some, not all :-) )

    What options are there within the Tasks section?

    • The tasks can be sorted by creation date, identification number, or even by deadline on which the task must be completed. There is also an option to display filtered tasks, for example, display only completed tasks or only pending ones.
    • What’s more, you can display a list with the tasks created and the following information on each one: Identification number, creation date, type, person responsible, task completion deadline and task status. And finally, a description for the task, where the work group is also shown. If you click on the task, you can change all these options, and there’s an option to flag the task for follow-up in the next meeting.
    • The “Create Task” button, as its name suggests, lets you add new tasks to the current list. Below you’ll find the steps for creating a task:

    How do I create tasks?

    There are two ways to create a task:

    Creating tasks in Zyncro

    A) Create a task within a group (for this you need to have task manager permissions within that group)

    1. Click on My Zyncro Account > Files & Groups
    2. Select the group where you want to create the task.
    3. Go to the Tasks tab and click on the “Create task” button.
    4. Enter a title, a description, assign the person in charge, select the task type and, if necessary, the deadline and the status.
    5. You can also add a comment that will be posted on the group’s wall together with the task creation event.
    6. To finish, click on “Save and create another task” to continue creating tasks, or “Save and close” to end task creation.

    B) Create a task directly in My Zyncro Account > Tasks; the difference is that with this option you need to add the group in which you want to create the task.

    Tasks tab within groups

    Within each group, there is a Tasks tab. Here you will find all the tasks associated with the group and its members. Users with task manager permissions can change the tasks from the same page by clicking on one of the tasks shown in the list.

    Create, manage and assign tasks to members in your organization from Zyncro!

     

     
  • Carlos del Pozo 10:09 am on March 5, 2012 Permalink | Reply
    Tags: contact data, contact directory, , external users, filter contacts, find contacts, , people, people section, , unfollow   

    Zyncro Features: People section 

    Estimated reading time: 4 minutes

    JoeZyncro

    What is the People section?

    It is a directory of people where you can see:

    • corporate users (in your organization)
    • external users, not directly implicated in your company’s activity

    What appears in the People section?

    It shows a list of all your contacts, both internal and external, that participate or intervene in some way or another in the organization you belong to in Zyncro.

    This section gives you two types of information on these contacts:

    • Contact details (name, email address, personal status and geographical location)
    • Information on their professional activity (groups they participate in within Zyncro, name of the organization and departments they belong to)

     

    People section

    You can sort existing contacts, from A-Z or Z-A, according to the following fields:

    • First Name
    • Last Name
    • Organization
    • Email Address

    You can also filter contacts, showing only those whose name starts with a specific letter (from A to Z).

     

    Add an external contact

    External contactsIn the top left corner of the screen, in the People section, you’ll find a blue button to “Add external contact.”

    If you click this, a window will open where you can search for other users by name and email address.

    The search by name is less restrictive, meaning it’s better to use their email address (if you know it) to get a single result.

    Follow and unfollow

    Apart from the photo and the information that accompanies the contacts appearing in the list in the People section, a button also appears beside each one, with the text “Follow” or “Unfollow”.

    • If Follow appears, it means that you are not yet following the user’s Personal Newsfeed, and hence it won’t appear on your homepage. You will, however, see any posts they make in the groups you both belong to and any comments they make on the posts of other users that you are following.
    • Otherwise, if Unfollow appears, it means that you are already following the user and you can see  all the different posts they make in their Personal Newsfeed.

    Delete an external contact

    Where the user you are following does not belong to your organization, the option Unfollow will not appear. In this case, the word Delete will appear in order for you to make this person disappear from your list of People, if desired.

    All your contacts close to hand in your mobile device!

    As we explained in Zyncro for iPhone, iPad and iPod Touch or more recently in Use Zyncro on your Android tablet!, Zyncro is a tool that can be used from either computers or mobile devices (smartphones and tablets).

    If you use Zyncro on a mobile device, the People section lets you:

    • Access a list of all your contacts in your organization, as well as external contacts.
    • If the option is configured, make calls to everyone.
    • Communicate via text messages with users connected to Zyncro, where the Chat ZyncroApp is activated. This is a premium service, so it is only available for Business, Enterprise and Business Community plans.

    Zyncro lets you have an up-to-date and complete directory of all the members of your organization, and acccess it from your smartphone or tablet. Try it free!

     

     
  • Carlos del Pozo 10:48 am on January 31, 2012 Permalink | Reply
    Tags: , , people,   

    Zyncro Features: Profile section 

    Estimated reading time: 5 minutes

    What is the Profile in Zyncro?

    This section lets you edit your personal and professional information, view your messages, departments and followers, and make changes in the configuration of your integrations, ZyncroApps and notifications from Zyncro.

    What appears in the Profile section?

    • Your personal and professional information
    • Messages posted in your Personal Newsfeed
    • Departments you belong to
    • Followers: The people you are following and those following you
    • Configuration of your Integrations, ZyncroApps and notifications

    Elements of the Zyncro Profile

    Tabs in the Profile section
    • Messages: This tab shows all the messages you’ve posted in your Personal Newsfeed from when you started to use Zyncro. You can post messages in your Personal Newsfeed directly from this tab and even sort the messages shown.
    • Experience and skills: You can fill out this tab with professional information using the Skills, Experience and Education fields. Where you have integrated the social network LinkedIn with your profile, the information shown is the same as that given in your LinkedIn profile. That way, if you want to change any data, you need to do it in LinkedIn.
    • Departments: A list appears of all the departments you belong to.
    • Followers: This tab shows the people you follow in your organization and the people that follow you. From here, you can see the name, photo, email address, status, organization and department of each of your followers and the people you are following.
    “Edit my profile” side column
    • Basic information: This gives your profile information that you can edit: full name, photo, area, position, date of birth, time zone and date format. There’s also an option to limit visibility of all this information (All, My contacts, My departments or Just me). Where your account is linked with LinkedIn, a link appears that lets you change your user photo and date of birth in your profile in LinkedIn.
    • Password: This page gives you an option to change the password you use to access Zyncro to another one. Just enter the new password twice.
    • Contact details: Here you can add information that enables other users to contact you: cell number, postal address, email address, web page, Skype, Twitter, MSN, etc. Like the basic information section, you can also limit the visibility of all this information to other Zyncro users (All, My contacts, My departments and Just me).
    • ZyncroApps: This gives a list of the ZyncroApps available. You can enable and disable them. You can decide whether you want to see all the applications available or only those you have activated (“My applications”).
    • Integration with Google Calendar: Connect/Disconnect Zyncro with your Google Calendar account.
    • Twitter Integration: Connect/Disconnect Zyncro with your Twitter account.
    • LinkedIn Integration: Connect/Disconnect Zyncro with your LinkedIn account.
    • Experience and skills: This displays your skills, experience and education/training. You can make changes in these fields from LinkedIn if you have integrated your account with that social network.
    • Configure notifications: You can configure which notifications you want to receive by email and/or that are posted on your wall by selecting the checkboxes on this page.

    Give information about you, configure your Integrations, ZyncroApps and notifications, check out who’s following you… All from your Zyncro profile!

     

     
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