work

I hate you repeat

I hate you repeat

Do you hate I repeat?

Have you accomplished by yourself what we agreed last time or what assigned to you?
Or you’ve done it only when I called, because you forgot?
Or you’ve done it, but forgotten to update the trac or to send an email about it?

Every time someone stresses you out with unwanted behaviour, ask yourself one simple question.

Have I done something that put this fellow acting this way?

Maybe or maybe not (but this is another story): trust is difficult to earn and easy to lose.

Marketing Is….

 mar-ket-ing

noun

1. the act of buying or selling in a market.

2. the total of activities involved in the transfer of goods from the producer or seller to the consumer or buyer, including advertising, shipping, storing and selling.

Actually marketing is.….

finding ways to tell the story of what you do so that the people who want and need it will care. 

 

via The Story of Telling

The fermata

 [The fermata] It is a mark from the composer to the conductor: Hold the pause as long as you like.

When we finally have the attention of an audience, our instinct is to rush. Attention is precious, please don’t stare, okay, I’m hurrying, there, I’m done.

It doesn’t have to work that way.

If you’ve got something to say, say it. Slowly. With effect. The audience isn’t going anywhere. At least not the people you care about.

No, don’t waste their time. Yes, handle your message with the respect it deserves.

If you have to rush to say it, it might not be worth saying. 

Seth Godin

How to downgrade

 It’s silly to expect your customers to care about your corporate priorities or to enjoy your corporate-speak. If you’ve taken something away from them, point it out, admit it and try to earn a chance to delight them again tomorrow. 

Seth Godin

Start with the will to change something

 I decided that I would do my best in future not to write books just for the money. If you didn’t get the money, then you didn’t have anything. If I did work I was proud of, and I didn’t get the money, at least I’d have the work.
Every now and again, I forget that rule, and whenever I do, the universe kicks me hard and reminds me. I don’t know that it’s an issue for anybody but me, but it’s true that nothing I did where the only reason for doing it was the money was ever worth it, except as bitter experience. Usually I didn’t wind up getting the money, either. The things I did because I was excited, and wanted to see them exist in reality have never let me down, and I’ve never regretted the time I spent on any of them. 

Neil Gaiman
[via The Story of Telling]

Micromanagement’s Opium

Micromanagement’s Opium

Micromanagement gives the illusion of control.
You can’t really check on every aspect of someone else work. Never.

The only way to control it is to let your employee feel motivated to do his work. To be his very own controller.

It’s not easy. It’s not feasible every time, but it’s a good quality check.

Then you’ll find a new world of ideas and energy coming from your fellows and more time for you to do your real job.

Il lavoro e il controllo

 È uno sforzo che deve partire dai vertici: se sento un mio dipendente al telefono e “scopro” che magari è uscito per andare a prendere i figli a scuola o intercetto una mia dipendente che sta lavorando da casa per conciliare lavoro e impegni familiari non mi deve dare “fastidio” perché so che sta lavorando sugli obiettivi che gli ho dato e che dovrà portarli a casa entro i tempi prestabili. Perché solo così lo premierò. In altri termini mi devo fidare di lui e della sua capacità di autodisciplinarsi. 

Pietro Scott Jovane

First, fire thyself

 If you’re a founding CEO, I believe that you are doing your company a disservice if you don’t fire yourself from your skill position. Your goal, crazy as it sounds, is to free up 50% of your time by constantly firing yourself from whatever skill position you’re playing. 

Joe Kraus

 

Non vale solo per il founder CEO di una startup, può valere anche per un manager di un’azienda.
Soprattutto se non è una posizione di alto livello.
Rischiare di calarsi in una posizione operativa per esigenze contigenti può far perdere di vista l’insieme del progetto/prodotto/obiettivo, portando a non valorizzare correttamente tutto il lavoro speso per raggiungere il risultato.
Se non peggio…