Creativity in Business: Ask Some Searching Questions

Creativity plays a big part in the development of any successful business. Your ability to creatively solve problems and spot opportunities will determine just how far you and your business go.

One of the best ways to kick-start your creativity, is to ask yourselves some searching questions. Ones that lead you to creatively search for answers and new ideas.

Here are 32 questions, designed to help you think creatively about the development of your business. There are some overlapping re-appraisal questions included to help you examine things from different perspectives.

1. What additional, valuable products or services can I offer to my existing clients or customers (herein called clients)? This is the fastest way to generate a massively profitable boost to your revenue and profits.


2. How am I fully utilising technology in my business? Are there processes that I could streamline, which would give me more time to deal personally with my clients and prospective clients?


3. How can I improve the way I deliver my services?


4. Do I take enough time out, to thank people as often as I should?


5. What new markets could use my products or services?


6. How can I improve the quality of my products or services, so that they are of even more value to existing and prospective clients?


7. Am I associating with the right kind of people, for what I want to achieve?


8. What three things could I do, which would improve the visibility of my business?


9. How can I reach 500% more prospective clients with my marketing message?


10. How can I make my day-to-day work more fun? This is really important!


11. What’s the best way for me to encourage more people, to recommend me to their network and contacts?


12. How is my sales and marketing efforts focused and is it enough?


13. How can I improve my time management and travelling overheads?


14. How do I take action on the ideas I generate, so they have a chance to make a real difference?


15. Should I be thinking about doing some kind of joint venture with another, high quality company?


16. How am I limiting the development of my business, by not investing in professional help in the areas where I am weakest? If so, which area do I need to invest in first?


17. How often do I ask my clients for their feedback, regarding the service they receive from me and what additional services they would like me to offer?


18. What are my marketing goals? If you have not got any written, measurable, specific marketing goals, write some down right now!


19. How similar are my services to my competitors? Most service providers look too alike, so the marketplace uses price as a way to differentiate and judge value.


20. How can I differentiate myself from my competitors, so that I have something uniquely valuable to bring to the marketplace?


21. How do I get enough leads and enquiries via my website or blog? If not, how can I increase this, so my site becomes a lead generating machine for my business?


22. When was the last time a client sent me a “thank you” note?


23. Who would make a good endorsed relationship partner for me?


24. How do I attract enough word of mouth referrals and why?


25. How aware am I, of my client’s problems and challenges? You need to know what’s happening in your client’s world, if you want to be empathetic to them.


26. Do I have a large shallow network, spread over a wide area. Or a smaller deeper, more meaningful one?


27. How many other websites or blogs link to my website or blog? This is important if you are working online, because internal links account for the majority of your search engine optimisation (SEO)


28. How am I working to a marketing plan or strategy. Am I simply doing tactical marketing?


29. How good is my customer service? Yes, do compare yourself to what your competitors offer but also compare yourself to the finest level of service you can possibly offer.


30. Do I still have the same passion for my business that I used to have?


31. How many of the people I network with on Twitter, Facebook or other social networking sites have I actually spoken to or met?


32. How are my online marketing activities producing bankable results, or just a ton of meaningless, social media numbers? If you have the friends, followers and fans but not the bankable results, you might want to review your strategy.


33. How do I exceed people’s expectations?

8 Questions that will increase your blog traffic

8 questions to ask yourself to help identify what is working (or what might work) with your readers and niche:

• What topics generate most comments on your blog?
• What topics generate most comments on other blogs in your niche?
• What other sites do your readers visit a lot? What activities are they doing there?
• What features are readers asking for?
• What was your biggest traffic day – what brought it about?
• Which of your posts seem to get Retweeted most on Twitter and passed around most on other social media sites?
• Which of your posts are getting linked to most from other blogs/sites?
• What other sites send you most traffic? How can you build relationships with these sites?

This list could go on and on. It is all about looking for points of life on your site (even small ones) where there’s some kind of energy or positive outcome happening and then repeating them in a slightly different and unique way.

You are looking for opportunities to build on and improve on what you did previously. Good luck!

Thinking Cautiously about Risk Appetite

How does the current trend for Caution in Risk Management affect business potential?

Because well-considered risk taking is critical to business growth and success, not just for individual companies but also to enable or entitle the expansion of a properly functioning economy.

Food for Thought

Business-to-business lending and borrowing always involves a high degree of risk. Therefore, curtailing that appetite for risk can directly hobble entrepreneurship, deprive deserving businesses of capital, and reinforce deflation.

Take a Positive Stance

Moreover, for any business, the assessment of risk should not dwell on the potentially damaging prospects but also on the opportunities; potential rewards and gains. If you take an overly cautious stance this is more difficult to do or can create a restrictive position.

Although the need for risk taking is recognised by both businesspeople and economists, a lot of this is based on theoretical lip service and rhetoric, rather than real positive and optimistic determinations and outlooks.

Complexity

The complexity of risks in the global economy severely tests many companies, both in their judgment about how much risk to take and in their controls for tracking and managing it. What doesn’t help the situation in any way are sponsors and senior management teams who are not comfortable or practiced at discussing risk in the context of strategic decision making or in articulating those expectations to the organisation.

Positive Solution
To overcome the problem of over cautious risk taking, sponsors, senior managers and companies needs a fresh, more rigorous definition of the appropriate level of risk the organisation can accept or endure. The organisation needs to stress its structure, confirm its strengths and articulate its risk appetite.

Set the Appetite

In addition to asking how much risk to avoid and how much to accept, we need to prepare for the possible downside. Leaders should be setting a better example, by defining how much risk they want and establishing how much capital they are willing to stake against it.

Result Focus

Clearly this is only part of the algorithm, because the result of all this effort is to achieve as much potential and capital gain. The whole organisation should be involved and open to this discussion on risk appetite.

Trading on the edge

Traders and deal makers are at the sharp end of it. They, of all people need to fully understand the risk appetite of the company and the part that their individual deals might have in the corporate-wide performance, because they are the ones that have to implement it effectively.

Unshackle and empower your people, by giving them a clear framework, an appetite for risk and a plan for success.

The Economist: Three Habits of Irritating Management Gurus

http://www.economist.com/businessfinance/displaystory.cfm?story_id=14698784

Alas, Business Information (BI) practitioners can analyse, criticise and debunk the works of popular management gurus till the cows come home, but the demand for expert wisdom grows unabated.

The gurus fill a need of business leaders to provide the magic formulas and quick fixes, for management. Even if we criticise them, they often deliver “...their failures only serve to stoke the demand for their services....the very fact that (management) defies easy solutions, leaving managers in a perpetual state of angst, means there will always be demand...”

Project Management uses IT and Business Relationships to Shape Successful Projects

The Trust Factor

Good relationships between IT and business partners, project managers and IT staff, and project managers and stakeholders keep IT projects on track, say IT leaders and project management experts. Bad relationships, however, are a leading cause of project failure. We've all seen projects that should have been successful fail purely because of relationship.

The impact good and bad relationships have on projects is clear: Negative relationships make people want to avoid each other or work against each other.

On the other hand, when mutual trust exists between IT project managers and stakeholders, IT project managers are more likely to discuss problems that could threaten the project as they arise. If bad blood exists between the two groups, project managers may not be inclined to point out those issues, or they may try to cover them up.

If you look at projects that fail, invariably someone on those projects knew things were going bad. If you don't have relationships and trust, those things don't surface and when you don't do something about problems in a timely manner, those problems invariably get bigger.

In many cases, minor problems become more serious because they're not addressed in a timely manner. A culture of openness is absolutely essential to good project performance. Ot should be part of your risk planning.

Furthermore, when something does go wrong with a project, business partners are less likely to place the blame solely on IT if they have some respect. In fact, they're more likely to give IT some leeway with the project schedule.

It doesn't matter what technology you're using, how talented your technology staff is, and how knowledgeable the business partners are on process and business improvement: Every system initiative will have issues.

If you don't have a relationship, you resort to pointing fingers as opposed to being transparent and admitting 'we messed up' or 'we didn't test that as well'. If you have a good relationship, you'll sit down and find a way to make it work.

Decisions affecting the project also get made more promptly when everyone involved gets along. Fast and good decisions are crucial to keeping projects on track. The failure of senior people to make decisions means decisions are made at lower levels of the organisation.

If you have a software developer who's waiting for input on a business requirement, there's three things that can happen: He can guess what to do and guess right. He can wait for a decision and while he's waiting he's not as productive. Third, he can guess and guess wrong. If those are equal possibilities, two-thirds of the time it will be detrimental to the project. And if you stack enough of those decisions on top of each other, it will negatively impact the project.

Relationships are easily Overlooked
Despite the positive impact good relationships have on project management, IT project managers rely more heavily on software and methodologies than on building relations when they need to improve their delivery.

It's no wonder: Compared to the time it takes to build relationships, software seems like a quick fix. IT project managers are also most comfortable with tools.

As IT professionals, we're raised on technology. Almost all the training we get throughout the years is about tools and processes.

Consequently, IT professionals think process and technology is the answer to everything, including effective project management. While project management frameworks and tools certainly help, projects are fundamentally people-driven.

When things go wrong with a project, it's people who have done something that didn't work. Problems start and end with people.

Yet project management training and certification programs are only just beginning to address the people-side of projects and the importance of relationship management. Most still emphasise task management.

Thus, project management training and certification programs reinforce the idea that project management is glorified task management. That's a big mistake.

A typical project manager follows the 80/20 rule: spending 80 percent of his time on task management and 20 percent of his time on relationship management, but he should be devoting more of his time to relationships.

I would suggest that the more visible, big-budget the project, the greater the percentage of the project manager's time should be spent on relationship management.

Agile Development and Relationships Using Scrum, an agile software development practice, to improve relationships between IT and business partners and ensure project success is one good approach.

With Scrum, business partners meet with IT during a four- to eight-hour planning meeting to look at all the projects in the backlog and to jointly determine which one will bring the greatest value to the company.

IT then divides the project into sprint's 30-day increments of work. When IT completes a sprint, business partners assess IT's progress and suggest any necessary changes.

The agile development methodology, just by design, promotes better relationships. Scrum and Agile force interaction between IT and business partners on a more frequent basis. By doing so, IT delivers solutions on an incremental basis to the business, as opposed to the waterfall or cascade method, where it's a year and a half before the business sees the fruits of an initiative.

It's not necessary for IT and other business functions to get along swimmingly for Agile to work effectively. Agile can work even if there's some initial tension between the groups.

We've all had groups with troubled relationships, and certainly most initial meetings are not always effective out of the gate. But at least we all can agree that we're going to focus on 15 key items in the next 30 days, and at the end of the 30 days, we'll get back to you.

The process forces IT and business partners to prioritize projects together and agree on the 15 items IT will complete in 30 days. Scrum also then drives IT's behaviour. At the end of that 30 days, IT has to show something for its work. Scrum makes IT accountable to the business.

When business partners see IT making tangible progress every thirty days, their confidence in IT grows. If the business partner sees results more frequently than they used to, relationships can get better. Agile promotes better relationships just by forcing a process, forcing interaction.

Between the structure that Scrum imposes and the relationships that grow out of it, project delivery improves. Better collaboration results in better value for the business.

Your Leaders are in Chains: Let loose the Hounds!

Have you got the measure of your Senior staff? Well, why are you not giving your senior people the opportunity to lead and to deliver better value on their projects. Playing safe is not the same as scoring points!

Currently, modern business-driven organisations have wrapped within them (and without them), an extensive, complex and multi-layered IT Infrastructure that is expected to take-on a more defensive exo-skeletal role than it's intended 'growth enablement' and 'capability enhancement' role, for which it is greatly suited.

The energy lost in defending and maintaining the status quo, could be better spent on more effective expansion and stronger growth.

It would appear that most organisations are favouring the 'wait and see' strategy and find themselves burning precious fuel and time simply hovering above the ground instead of plotting a new course and moving ahead, albeit at a 'steady as she goes, Captain' pace.

So it's no wonder that there is some confusion of the role of the 'gung-ho!' multi-functional, assertive Project Managers and Business Analysts in this stabilising environment that 'maintains the status quo' at all costs.

PMs and BAs alike are confused about the skills and efforts required in these circumstances and are therefore equally unsure about what value they can deliver, while confined to their seemingly passive roles.

"I think our wagons have been formed into a defensive circle for so long, we have forgotten which way is forward!"

Senior people, in particular have become very frustrated and feel restricted in their implementation of new ideas and innovative projects. They know they can deliver more: more value to the clients and more value to the organisation. Certainly more value than the situation allows and they know this because they have already proved it in the past.

There is a very real risk that career advancement paths will quickly stall, especially for senior people. Once you have learned the basic skills of project management and business analysis and have had a number of opportunities to try, fail and put it into practice successfully, what next?

The Clock is Ticking!
Unfortunately from here, it can be a downward spiral. As time flies by, more and more Senior people are moved into low level positions, where they stagnate and then they don’t have the opportunity to show what they can really do. Everybody looses. Experienced PMs and BAs are marginalised, morale suffers, projects suffer, and the company don’t get the results they want from their efforts.

One option being considered, is to come up with new titles for senior people in the PM and BA roles to differentiate them from the crowd and to accentuate the increased value that they can deliver but I fear that this is just another example of 'name magic' and the acquisition of status and respect without undergoing the arduous task of earning it.

Risks or Benefits of Letting Senior People lead
Project success rates will increase if you have Senior people running your projects. People who are abley assisted by Business System Designers who can synthesise or simulate as well as analyse and calculate, to create effective system designs and applications that users like.

When Senior Project Managers have the assertive authority and sound experience to address and resolve problems and issues as they arise, with timely and focussed solutions, then ICT and development projects stay on track and deliverables will meet company expectations.

Let’s untie our Senior project managers and business analysts and see what happens. Take the brakes off! Loosen their shackles and give them more P&L responsibility. Plot a course for your next challenge and into the future growth of your organisation.

Leveraging the talents of senior people in project management and business analysis roles is going to make a huge improvement in project success rates and will take your organisation out of a hovering status quo, with an ICT exo-skeleton and into an assertive forward-thinking leadership, that is capable of creating and managing growth, innovation and business capability. Chocks away and full steam ahead!

Inexpensive Training for your Employees

We all agree that ongoing education is important because it helps keep technical workers interested, thinking innovatively and motivated.

Unfortunately, training programs and educational conferences can be very pricey and, given the state of many corporate budgets today, such offerings are simply out of their financial reach.

It's unfortunate that training is always the first thing to fall under the budgetory axe, because if you're not investing in your people, you and they, are falling behind.

Your workers know this and will remember it too when the good times are back, and they will be back, but at that time, when you need them most, your employees will be packing up to leave.

So, what can an IT executive do? The only thing you can do. Stretch your training budget as far as you can and as best you can, through efficient, yet effective, innovative arrangements.

1. Rotate your employees

Cross-training has long been an important way to help people learn new skills, you can take it a step further by rotating roles and responsibilities using other assignments involving different technologies and projects.

You don't want people to feel like they're only working on a care and maintenance basis. So, everyone needs to get the opportunity to be exposed to or work on the new products. This keeps everyone moving into new technology areas, so that they don't get stale and complacent. Skill stagnation and atrophy is the danger.

It allows people to grow, expand and diversify their skill sets and this kind of training can actually be far more effective than a typical classroom based session. You get to partner with someone who is hands-on with the application, so you can see the reality of what they actually do every day. It also creates a different perspective on issues and problem-solving techniques.

2. Establish Skills Forums

Two or three times a month, your employees can spend their lunch breaks hearing from colleagues who have developed expertise in particular areas.

Getting this innitiative started and off the ground is the biggest hurdle but once you have it going the program should become proactive and popular enough so that participation is truly voluntary. Half the session can be focussed on tech topics, with IT workers presenting and the other half can delve into known issues affecting other departments, with involvement from the employees in those areas. Better still if they can lead the discussions.

This gives us the ability to share more information, not just at a technology level, but also better insight into the business side. All for the cost of a finger buffet lunch.

3. Collaboration with Internal Partners

Don't ring fence the training that you would use for your business managers. That training is very much less expensive than techie IT training and the technologists are expected to understand what the business units do. They need to learn business analyst skills to understand the business.

Remember, if the company's accounting department want an application taht will better deal with commercial real estate bankruptcies, the IT workers are required and encouraged to attend. Encourage and co-erce business executives to give presentations to IT employees but specifically tailored for their perspective.

Select and use your best presenters and speaker, no matter where or what they represent. Teach them to talk to a wider audience. If someone in marketing runs the best meetings, tap that person to teach IT how to do the same. They can observe the marketing person in action and then have a follow-up session for questions. The technologists are quite bright, they can be quick to pick things up, normally.

4. Buddy up workers

Encourage IT workers to collaborate and pair up. To teach one another through "buddy learning."

You can take an RPG coder who really wants to learn .Net, or a SQL coder who wants to be better at Cognos, and partner them up. That way they learn from each other. Again this approach will work equally well in IT and across other departments.

Of course, employees could tap colleagues for one-on-one training on their own, but they need your authorisation, to allow, enable or permit this to happen. They are often very tied up in their daily duties and let the opportunities slip away. Your support and an established structure are critical for the program to succeed. Also some IT types need to be taught how to 'share' or 'play well' with others.

5. Collaborate with External Partners

Do you meet regularly with other comapnies in your busines sector? Have you established an information exchange forum with them? If not, why not? If you have, then well done. You need to meet regularly with your business counterparts and other local companies to discuss key issues.

The group can be expanded to incorporate any amount of relevant comanies, in your area and can become a pressure group and a support team for change. Also consider exchanging employees on a temporary basis. Build a model of collaboration and sharing with their staff. Sending workers to one another's companies for brief stints to learn from what's happening in the rest of the world, will produce and enlightenment within your employees and a big boost to morale.

Of course you can also use this forum to ensure that poaching of key staff members does not occur. Establish some ground rules and 'gentlefolf' agreements, at least so that you get some awareness of an employees dis-satisfaction.

6. Create Mentoring opportunities

Mentoring is a staple of career development that all executive coaches will recommend and yet many working professionals find it hard to implement. Meanwhile, formal programs using outside consultants can cost companies a huge slice of their budgets annually. The smart executive can start in-house mentoring sessions for virtually no money.

Pick 5 - 10 of the company's best leaders from among a group of volunteers to be dubbed mentors. Then ask your employees to sign up to the program, if they are interested in being mentored. Select the 5 - 10 candidates who show the most potential and could be best matched with a mentor.

Conclusion

Make it easy for your employees to learn, grow and develop and show them every encouragement to do so. Establish a technical library with up-to-date materials and online learning facilities. Publicise the schedule. Refresh it regularly and keep it alive. Record training sessions on DVD for people who could not attend.

Play the Right Person in the Right Position; No strikers in goal!

Aye! Aye! Sir! The face of Experience but not the Voice.

One of the most common mistakes that I see in organisations is that they promote or recruit great technical experts to be poor project managers and excellent sales representatives to be ineffective commercial or business managers.

I am not a big fan of the highly commercialised football business, but the strategy mentioned here is the same as taking your best goal scorer off the field and puting him in as the club manager. The skills needed to perform one job function are rarely suitable to perform the other.

Someone who is a highly accomplished technical expert in the organisation is not the same person to lead, control and focus the efforts of others.

I am not saying that this person is not capable of being re-trained into a new role but has the appropriate assessments and interviews taken place to ascertain, not only elligibility but motivation and focused commitment.

You originally hired them or trained them to perform a very specific task or fullfil a series of objectives. They have consistently delivered high quality results and have bailed the organisation out of many problems. Everyone knows that they can rely on this person.

Suddenly and after due thought, the organisation decides to implement strict project management methodologies to support the company's forecasted growth. They decide to use this chosen technical expert to lead a major implementation.

It makes sense, doesn't it? This is the person that always delivers and therefore they must be the best candidate. Unfortunately, it is not necessarily the correct criteria and so often this person quickly falls into difficulties and ends up on their face. The real victim can be the organisation and it's new found belief that project management doesn’t work for them.

At the core of this issue is not the person chosen to be the project manager, it is the organisation that put them into an untenable position. Although the chosen person is very focussed and motivated by their technnical expertise, they were not truly suitable to organise the resources and coordinate the project.

The majority of technical gurus, would prefer to get their hands on the toys and start fixing the problems themselves. They are used to working in chaotic situation and they are happy to live in that environment. Therefore, they do not always see the true value of running a well controlled project in an organised and structured way.

A second issue that I have seen is with the governance controls inside organisations. These are intended to be established to support project management in an organisation. Often these organisations are stuffed to the roof tops, with theoretical and process people that have never successfully run a project themselves.

So often, processes and policies are developed for the rest of the organisation, that are far removed from the reality of everyday projects. What is developed is something theoretically sound, state-of-the-art approved and slick but, unfortunately, it does not meet the organisation's cultural requirements. "Looks great Bob! but we can't use it!"

At this point one of two things can occur.
1) Stakeholders and senior management sponsors will continue to insist that the PMs, running the projects, use these processes and policies, or else! The risk here is that the projects will all bog down and start to fail, despite the determination of all concerned.

2) In the absence of a strong directive from above, the more experienced PMs will simply ignore the processes and policies and fall back into their own tried and tested 'ways' to run the projects. This can also spell disaster for the organisation and by association, project management methodologies.

Another common issue I have seen, is that most organisation think they can perform project management cheaply, using more junior level people. They hire people that have less than five years experience and they call them Project Managers. They tell these people to take control and drive the projects towards implementation.

Without real, hard-won, experience about how to deal with and communicate positively with senior level functional and business managers, these poor people will very quickly lose their authority. They will be stripped of their implied status and will simply become the subordinates, and compliant 'yes-sirs', to the functional and business managers involved.

The functional and business managers have now gained control of your critical projects and the project managers becomes the note-takers, expeditors and coordinators. The project is now moving in another direction and with prioritised goals that were never required or intended. Again the organisation sees project management as the failure.

To have a successful project management environment you need to hire the right people. Just as you do not hire a goalscorer to manage a team, nor should you hire a technical expert to lead your project management effort. Find a seasoned, well weathered business management professional with the right experience and commitment to lead the organisation.

In conclusion, if you want to succeed, with the development and implementation of project management within your organisation, you must not skimp or stray from the path. You must hire a seasoned project manager with the correct skills and true experience to perform their duties and sometimes that means saying 'No sir!', with all due respect.

Credit Crunch Drives Short term strategies

One of the most powerful and persistent arguments against spending money on risk management is the 'hope for the best' school of management that hide behind the casual observation that most companies survive from year to year even if they don’t do any formal business risk management.

Consider this against the current downturn caused by the banks taking enormous risks for a considerable period of time and fortunately getting away with it, until now. Indeed, both staff and shareholders of banks benefitted enormously from the increased short-term profits that were generated; but this was never a sensible or sustainable way to do business.

Given the catastrophic consequences of this criminal disregard for risk there is now much debate on how banks, and individual bankers, can be encouraged to take a longer-term view including:

• Changes to remuneration packages, especially cash bonuses;
• Ensuring that directors having a better understanding of the risks to which the bank is exposed; and
• Institutional shareholders becoming more active.

Many of these debates will need to include and address the promotion of more effective risk management in all industry sectors.

Obviously incentivising employees appropriately and educating directors about business continuity management, resilience and risk, are important. Ultimately, most employees and directors will still have relatively short term or near horizon views (of the order of 3 – 5 years) compared to the longer time-frame of catastrophic events.

As has been graphically illustrated by the current crisis, it is the long-suffering investors and shareholders who sustain the big losses when risks are not managed effectively. So, improving the understanding of operational risk amongst institutional investors is paramount to the future success and stability of organisations.

LinkedIn; A Fast-Track Introduction to Business Contacts and Networking

LinkedIn Etiquette: Five Dos and Don'ts
Knowing how to interact with your connections on the professional social network isn't always as straightforward as it seems. Here are five cardinal rules that you should follow.

Social Networking Etiquette: How to Introduce Yourself and Others Politely
Improve your social networking etiquette IQ with our expert advice on some sticky situations you see on LinkedIn and other social networking sites. How can you politely decline friend or connection requests? Effectively introduce yourself to someone who doesn't know you well? Thoughtfully connect two contacts? We've got answers.

LinkedIn Profiles: Avoid the Six Most Common Mistakes
Are mistakes on your LinkedIn profile costing you possible job opportunities? Check out this expert advice on LinkedIn profile pitfalls.

How to Improve Your LinkedIn Profile: Stand Out to Employers, Recruiters
With so many people job hunting now, you've got more competition than ever on LinkedIn. So how do you make your LinkedIn profile work best for you? Here are some practical tips for standing out from the crowd and reaching potential employers.

On LinkedIn, Who Should You Connect With?
You've signed up for LinkedIn, because everyone says it's the primary business social network. But to whom should you connect? Your strategy should differ from your approach to Facebook.

LinkedIn Tips: How Many Connections Is Too Many?
When it comes to LinkedIn connections, some people believe more is better, creating huge networking circles. But that approach has prompted debate, with even some people inside LinkedIn saying that's a risky strategy. Here are three good reasons to beware of having too many LinkedIn connections.

How to Use LinkedIn Company Profiles For Job Hunt, Networking
Company profile pages on LinkedIn can help you tune into a company's comings and goings, executive relationships and key business facts. Here's how to search and use LinkedIn Company Profiles to your best advantage.

LinkedIn Recommendations: Five Ways to Make The Most of Them
As potential employers or recruiters peruse your work experience on LinkedIn, recommendations from past and present colleagues can be one of the most helpful features to help communicate your value. Here are five tips for doing the most good for yourself with LinkedIn recommendations.

New LinkedIn Apps Platform Overview
Since LinkedIn launched its application platform, the social network for professionals must carefully vet what technologies get added to the site, ensuring that they honor users' privacy while bolstering productivity.

LinkedIn's New Free Apps: Review, Part One
LinkedIn's getting down to business with a platform of free apps. Here's a hands-on look at what the first batch of those apps can do for you, from presentation help to travel tools.

LinkedIn's New Free Apps: Review, Part Two
Here's a look at the rest of LinkedIn's apps currently available on the new LinkedIn App Platform. They run the gamut, from presentations to file sharing to what you're reading.

LinkedIn's Most Unusual Members: Meet The Super-Connected
LinkedIn open networkers, or LIONs, accept almost all LinkedIn connection requests and introduce strangers out of good will. Here's a look at this controversial group and its approximately 16,000 members who'd like to be known as the saints of social networking, but are sometimes called spammers.

LinkedIn Clamps Down On Super-Connected Users
LinkedIn has imposed new restrictions on the number of connections any one person can have, say members of the LinkedIn open networkers, a controversial group that accepts almost all LinkedIn connection requests. The group appears to be walking an increasingly fine line with the social network.

LinkedIn vs. Facebook: Is the "Boring" Underdog Poised to Beat Its Flashy Competitor?
Despite the spotlight on Facebook and its massive user base, the social network's more professional competitor, LinkedIn, is poised for profitability and more immediate financial success. Analysts also say investors see revenue potential for LinkedIn that extends beyond advertising.

Gauge your future prospects by the singing in the lifeboats

"Experience is what you get when you don't get what you want."

Whether you are a believer in inspirational quotes or not, you have to admit that they do have their moments. So, from the one provided we can gather that 'Experience' is a bit of a consolation prize.

If you have reached a cynical stage in your career then you should visit Despair.com and view the Demotivator's Calendar. A refreshingly silly five-minutes of your life you won't get back.

For the more serious minded classical students amongst you, here is a quote from the 18th-century French philosopher, wit and raconteur, Voltaire; "Life may be a shipwreck, but we must not forget to sing heartily in the lifeboats." Now does that not crystallise what life is like in this current recession, with just a hint of optimism and stoicism. Very French!

From previous blogs, you will know that I am in favour of establishing strong leadership skills in these troubled times by developing the potential and talent already visible in the new executives. Perhaps a hint of that same lifeboat spirit would help strengthen the resolve of our future leaders and younger executives.

There are difficult questions to be asked. Are you using your current business challenges as a learning experience? Are you addressing the difficult decisions leaders must make to adjust to this dynamic ever-changing environment?

It is so easy to let the development and management of talented performers sink to the bottom of the priority list, especially for many companies today. Remember, the next generation of leaders is developing around you, whether you want them to or not and whether your helping them or not. The risk is that those who "self-select" into leadership roles aren't necessarily qualified enough to succeed in their aims, certainly not without strong guidance and/or appropriate mentoring.

This crippled economy, wrecked on the reef of bad management and greed, is giving the emerging IT leaders of tomorrow some unprecedented opportunities to stand out and step forward. In turn, we must remember it is our role to keep the chorus going in the lifeboats, loud and strong.

The leadersof tomorrow should be true captains of industry, able to plot a safe course for tomorrow's adventure and navigate the dangerous shallows of short term gains and diminishing returns.

Do not skimp on replacing old laptops

Your Business may not survive it!
Not replacing laptops can prove very costly. You will need additional service cover against losses and breakdowns, because the warranties have expired, not to mention the lost productivity in using a three year old model. Keep your laptops up to date and in the new budget. If there are cuts to be made then this not the time or the place.

Companies are trying to cope with reduced IT budgets and are postponing the purchase of new laptop computers but they are making a big mistake.

Extending the use of laptops two years beyond the traditional three-year lifetime cost companies an average of $/Euros 1,050 per machine, more than the initial replacement cost.

The additional costs will include a hype in repair costs simply due to old age, normal wear and tear and the end of three-year warranty periods.

For each laptop user that is using the outdated equipment, it costs the company about $/Euros 9,600 in lost worker productivity over the two-year period.

Many companies are keeping a tight control over new purchases because of the recession. Some forward-thinking companies have taken the more positive step of replacing some user laptops with less expensive smartphones or other handheld devices. Such devices can be far more cost-effective for users who are only using laptops to access e-mail.

The replacement of corporate laptops with mobile devices should grow significantly over the next decade. In fact, it is predicted that in less than 10 years, the majority of Internet users will be accessing the Internet via a mobile device instead of a laptop or desktop.

Mobile devices are now being seen as mission critical but organisations are not quite at the point where they are completely confident about replacing laptops with smartphones. They are looking seriously at it and planning to research the potential gains in efficiency.

More Job Hunting Tips for this Tough Market

"How is business? What's the job market like? What are you working on? Do you know of any opportunities that I might be qualified for? I'm looking for an opportunity; can you help me? How can I navigate this job market? What do I need to do to differentiate myself?"

Those are the most common questions executive recruiters say job seekers are asking them these days. The recruiters note that IT professionals—whether they're employed or whether they've been laid off—are genuinely anxious about their job prospects. So, knowing executive recruiters have their fingers on the pulse of the job market and understand exactly what employers are currently looking for in candidates, job seekers are urgently phoning and texting recruiters to solicit them for career advice. Some get as many as 60 such calls and e-mails each day.

Many recruiters say they would genuinely like to help every job seeker who contacts them, but realistically, with the call volume so high, they can't. Business is scarce in the recruitment /search industry, and the consultants have to spend their time on what pays: drumming up search business and working on projects for existing clients.

To help the poor old recruiters and the IT professionals contacting them, we have compiled recruiters' answers to job seekers' pressing job search questions. These have been organised into six 'tips' for ways of working effectively with recruiters and for increasing your chances of landing a new job in this terrible market.

Make Yourself Visible (1)
If you want recruiters pursuing you for jobs, instead of you haranguing them, you have to make yourself visible. This means becoming a thought-leader in your industry or area of expertise. When you become a thought-leader, recruiters have an easier time finding you.

For example, if someone is conducting a search for a vice president of business intelligence, they find out who's speaking at BI conferences and heading up BI-related professional organisations to find potential candidates for the job. The executives who are speaking at conferences and who are elected to boards of professional associations have made themselves visible to recruiters.

Obviously, you can't become a thought-leader overnight. The quickest thing you might be able to do to establish yourself as an expert in your field is to start a search engine-friendly blog and update it every day. Remember that this is not an instant solution. It will take time to make an impact.

Make Yourself Visible (2)
Another way to make yourself visible is to maintain a strong presence on the websites recruiters use to find and screen candidates, such as LinkedIn and ZoomInfo.

Offer Something in Return
You can distinguish yourself from the rest of the job seekers contacting recruiters for advice by offering something to them. You could offer the recruiter a lead on an employer who's either having trouble filling a high-level position on their own or who's looking for a retained search partner.

You could offer a contact from your network who might be perfect for a job the recruiter is trying to fill. You could share an article relevant to the recruiter's business or some other market intelligence you've picked up while networking. Recruiters like job seekers who try to help them. They appreciate the help and they remember it.

Don't String Recruiters Along
If you're not interested in a position that a recruiter calls you about, or you're in the middle of a 12-month long systems implementation and you can't make a move until it's complete, tell the recruiter up front. Recruiters are like every else, they don't appreciate being misled.

Similarly, if a search firm offers you an interview with a client that you know you absolutely don't want, tell the search firm straigh away that it isn't what you want. Clearly you should explain why and tell them what you are looking for. Don't go to an interview just to get some 'practice' it can be very distructive for your credibility.

Just as recruiters remember the professionals who help them, they also remember the people who make them look bad. Part of the role of a recruiter is to keep good records and most keep detailed notes on who helps them and who doesn't, going back many many years.

Bag the Résumé
Handing out your résumé at networking events is expected but it can also appear to be a bit "old and stale". Instead, try out business cards printed with your name, personal e-mail address, mailing address and cell phone number.

The advantage of a business card over a CV document is that it's "soft, genteel and not in your face", not mention it being easier to carry around.

In addition, when you give out a business card, you usually get one in return. As you place your business card in the recipient's hand, you can ask them to please let you know if they know anyone who might be interested in your background. When you get their business card, you can then follow-up with them via e-mail, with an offer to help them in any way, a brief paragraph describing your skills, and a request for them to forward your name to anyone who might benefit from your skills. You have started a dialogue.

Keep Your Options Open
You can increase your chances of finding a new job if you're open to being flexible in your approach; relocating, switching industries or doing different work.

Candidates that limit themselves to a particular geography or fix the type of position they are looking for, generally stay unemployed longer.

Consider consultancy as a career
This is also an excellent time to consider consulting as a career move because a lot of companies are much more likely to take on a consultant than they are to take on a full-time employee. It's a lot less risky for an employer. They can take on a consultant much faster, with much less internal deliberation, without three rounds of interviews over five months.

If you're going to be flexible about your location, the position you're willing to take, and/or your compensation, you have to give recruiters and employers a good reason for your flexibility. You don't want to look like you're being flexible because you're desperate or at the mercy of the market.

Network. Network. Network
You've heard it over and over, but it's true: Networking is critical to finding a new job. Most jobs are found through networking. Consequently, people looking for jobs should spend most of their time networking.

Reach out. Do research on companies you're interested in working for and do some networking to find people who can introduce you to those companies.

Risk Management - 5 steps to success

What does it take to get Stakeholder attention and for IT initiatives to be acknowledged and accepted in today's lean mean enterprise?

In most cases it means making a compellingly attractive business case, getting the pertinent information to the right decision makers and being sure that its written in a language they can understand.

Executive suite
IT risk management initiatives are most definitely aimed at executive attention and for good reasons. The economy has become increasingly dependent on the Internet and IT systems (the Cloud). this makes the inherent risks in these systems far more visible and potentially more significant than ever.

Risk management is a discipline with a myriad mix of interests groups and stakeholders: CIOs, CFOs, enterprise risk management teams, compliance and regulation staff, and both internal and external auditors.

Choose your words wisely
You need to aim your plan at CIO level and there are generally two types of CIOs; the executive infrastructure managers and the strategic business thinkers. The latter will succeed with their IT risk management agenda because they speak in terms of business advantages, not technology outages (Business Impact Analysis). Par example;

• Instead of talking about a "zero day threat," consider the impact of a potential incident, in terms of potential business losses. (Quantify in general terms)
• Instead of talking about RTOs and RPOs, speak in terms of lost revenue and customers during an outage. (Sales, turnover, throughput, etc)
• Instead of highlighting unimplemented ISO controls, speak about the lost communication and effectiveness of employees who need to collaborate and share information both inside and outside the firewall.
• It also doesn't hurt to point out the impact on productivity when the critical path and workflow is disrupted.

Use a High-Medium-Low spectrum of potential business loss

Part of using the right language is to help you move away from absolutes. Inevitably, a single prediction of loss will start a battle of statistics and probability debate, with the risk that your request will get lost or bound up in the process. Instead, provide stakeholders with a variety of realistic scenarios and have some good data to back it up.

Start by considering whether you are a low risk company, moderately tolerant, or highly tolerant and then you can go to work with some calculations. Be prepared to back up your recommendations with numbers. Understand that you probably won't get exactly what you are asking for, but by presenting accurate potential scenarios, you might get your mid-range goal.

Use headlines to your benefit

All of today's business leaders have been shocked by the recent headlines regarding corporate scandals and the sudden loss of freedom or career prospects that this may bring. They dread the thought of the "orange jumpsuit retirement program." and there is still a steady stream of privacy and data leakage issues that will continue to feed into the headlines.

Those held responsible, willingly or otherwise, have ranged from; unsuspecting backup administrators and employees who unwittingly left laptops in car trunks; to mid-level managers involved in publishing quarterly financial reports and executives operating with full and certain knowledge of potential breaches.

You can make good use of these "publicly displayed sacrificial offerings" to illustrate and re-enforce the real risks at stake. This will help you move away from the discussion regarding the siza, shape and probability of an incident or event and break the statistical deadlock.

Move your message up and around the chain

Identify and consider the strong players and potential champions involved. Work hard to win them over to yor way of thinking. Rememeber, IT risk management isn't an exclusively IT-driven discipline. Work with the compliance team, the IT group, the legal group, the auditors, the enterprise risk management group, and the business leaders. Create cross-company initiatives to align each of these groups. This will require as much time communicating outside of IT as inside.

Identify your milestones

Before going into an executive meeting with your precious ember of a request, identify up to three milestones you expect to meet and explain in business terms how these milestones will provide real benefits and payback to both the business and IT.

If you can, start with a proof of concept e.g. for a content filtering project. This will have much more value if users from audit, legal and a line of business are involved in choosing terms to flag, track and quarantine events. A security 'incident reporting' process may get more enthusiastic response, if users understand that increasing their awareness will help to save the company money and protect the corporate image.

Conclusion:
IT risk management will become increasingly important as key organisational stakeholders begin to see the importance and effectiveness of an ongoing program. For now, IT risk professionals and their associated colleagues can continue to work to establish a baseline program by using the right language and the right information to ensure continued support internally.

Four Tele-commuting Security Mistakes

1. Careless use of Wi-Fi and accessing unsecured open networks
2. Letting family and friends use work-issued devices and attaching unauthorised peripherals
   
3. Altering or deleting security settings to view Web sites that have been blocked by the company
4. Leaving a work-issued device in an unsecured place or public location

Security is a good mind-set to adopt

For more information and assistance, speak to your IT Helpdesk and Security personnel . They have a range of proven and tested (approved) tools, which are closely aligned with simple operating procedures and guidelines to help you reduce the potential impact of threats and vulnerabilities. The effective use and implementation of these, is up to you.

Remember to check with the security guys regularly. There is always something new going on in their world that will directly affect your business world.

If in doubt give the Security doctor a shout!

As with most things, it is always easier to find security issues and threats before they escalate into a crisis. A mild infection can be treated quickly and effectively if brought to their attention early but, if left untreated, there is always the risk of cross-infection to other members of staff, with the potential loss of a limb or vital organ.

In your business world, it is your server, applications and your data that keeps you alive! You don't want to lose any of these or even break the arterial chain that holds them together.

3 Security Flaws in Google Docs?

Security Analysts find 3 Flaws in Google Docs!

1) One of the flaws allows images to be accessible even if a document has been deleted
2) The second problem allows users to see all versions of an image that's been modified
3) A third problem is perhaps the most serious of all; It appears to allow people who once had access to someone's Google Docs to still get access even if access rights have been changed. Details of this one have not been released yet.

Click on the dragon for more details

Leadership; more skills needed in recession

Trust me! I'm a Leader!

The only way out of a difficult situation is through good positive leadership. It has been a long time since I met a leading figure that I respected. Now I would be satisfied with meeting one that I liked and can spend more than 5 minutes in their company. What qualities do you look for in a good leader in these challenging times? Intelligence, foresight, sobriety, etc.

Re-Introducing
You have heard this introduction before in many guises; money is tight, employee layoffs loom and spirits are dwindling, we're in a recession. So where are the great leaders and orators that will lift us out of this or are we those great leaders, playing out of position. Maybe you should stop looking out for help and start looking inwards. You, as an IT consultant, subject matter expert or executive have the insight and determination to develop and expand your powers to take on the qualities of a good leader. Why do you not take it to the next level?

Same old same old
You have spent all those years keeping your staff engaged and motivated through numerous spirit breaking projects; company mergers, legacy systems upgrades, application server integrations, etc you are well used to meeting the slings and arrows of outrageous fortune seekers. Managing changing expectations in uncertain times is what you do as a day job. Why do you expect others to do it for you? They are far too busy with more important things, like growing their egos, cubicles and their expense accounts.

You, as the leader
Find within you and develop further, the ability to lead and inspire. In times where fear and instability raise their scary heads, people need someone they can feel confident in. Someone who knows in what direction they should be going, in what direction they are actually going and the potential impact of this delta.

All is questions
You don't have all the answers, no-one has but you have a team of experts around you that do. If not then expand your points of reference. There is a vast array of knowledge resources out there. Use them.

When all around are losing theirs
Make yourself the go-to guy, the point of contact and voice of reason. A safe haven where people can go and talk freely. Somewhere they can brainstorm without being rained on. Somewhere they can workshop with sharp tools and smart products. It is your job to make them feel good and go away feeling better about who they are, what they're doing and how they are contributing. People want leaders (strange but true). Look around you and then take a long look in the mirror and ask yourself 'Who else is going to do it?

Develop your listening skills
Be consistent, be effective, be a frequent communicator, but most important of all, be an intelligent listener. Ask good questions, absorb what's being said and appreciate the issue that's being passed to you with the same level of attentiveness and concern as you expect from them.

Short Term benefits
Find the quick wins and short-term benefits to help the team and the organisation. You also need to communicate upwards with the entire leadership team, ensuring that the whole organisation is in agreement and aligned.

Develop your voice
The leadership team as a whole needs to be very committed to the new roadmap. Ask for their buy-in and a demonstration of their unity. After all, you're asking everybody else to do more with less, why not include the management team. There is no room for passengers and overweight expense accounts on this voyage.

Is there real credibility in the operational results you're striving for. Be honest, set achievable expectations and execute on promises, if you want to be taken seriously. You can easily declare 'We pay on results and performance' but don't say it if you can't deliver on it yourself.

Be Captain credible or Rupert realistic
This means striving to deliver better results on projects, more quickly than you may have been accustomed to in the past. How is this possible? No long term projects or milestones allowed. Two- and three-year projects in these recessive times are doomed to fail. The impact on the bottom line has to be shown within 6 - 12 months, for their credibility to be sustained.

Caution, do not pull in the delivery dates too drastically but look at the credible re-structuring of them. Break them into smaller modules, more agile projects, with regular, smaller deliverables that add up to a realistic whole. If you do it right then the sum of the parts will exceed the original whole. It should help you get through the tighter change management and more stringent implementation criteria. You will have witnessed the rapid construction of these recently, safety barriers thrown up by the business to protect themselves from criticism.

Prioritise your priorities
The ability to prioritise is key in these situations, but you have been doing that as a routine anyway. Now think about priorities differently, more like the leader you are. Leadership in a recession requires strong prioritisation skills. Look differently at the expense and capital side and what can get done, as a priority. Look differently at the organisation as a whole and find the core functions that will deliver the short-term results but provide a platform for growth in the future.

The Pareto Principle
Using Pareto's 80-20 principle, closely examine your IT portfolio and determine which 20% of your investments will give you the 80% benefits.

Innovation re-invented
Innovation, creativity, flexibility and the ability to embrace change, isn't that where we have been for the last decade. Unfortunately it was aimed at technological solutions but now its concentrated on finding ways to cut expenses without layoffs. If you let people go now when the financial pictures gets murky, where is the rapid growth and steady recovery going to come from? So, for now, you have to be extra creative in trimming your budget, again.

Jettison excess cargo
Big fat overweight expense accounts are underoing a slimming program. Creative scheduling and cutting executives' perks and pay need to be considered before contemplating employee layoffs. The most agile and productive companies, are completely opposed to layoffs but this is delaying the decision not fixing it. It may lead to having to chew their own limbs off, at a later date.

Layoffs unplugged
Although they believe that layoffs are damaging to motivation i.e. the worst things you could possibly do, and the last tool in the arsenal to pull out, it may become inevitable. A company who begins laying people off, believ that the rest of the people stop worrying about their work and start worrying about themselves and their future. Thus there is a noted drop in productivity in those who remain with the company. Unfortunately they seemed to have accepted the example of a badly handled layoff and I am afraid to say that this may be the norm.

Knowledge losses grow
In past recessions companies laid off workers to please the banks and Wall Street, but when the economy rebounded the costs of finding new hires; recruiting, training and getting them up to speed, was more than the savings that were realised during the layoffs. They also lose the "tribal knowledge" of how things are done in the organization and are doomed to repeat the mistakes of the past.

Leadership qualities
The conventional model of a leader is rather dictatorial. One where they believe themselves to be omnipotent; all powerful, larger than life and always sure and definite in their manly stance. They are defensive, secretive and avoid any signs of weakness or criticism. Doors are locked, blame is dished out and examples are made to 'motivate' the others.

A good leader, is humble, self-effacive and expresses positive self-doubt when appropriate. He is honest in his praise and criticism alike. They admit to their faults when necessary, but if they do this when it is not appropriate, then it will be interpreted as a weakness.

Tigers caged
You may have read recently, if you were not on a tour of another galaxy, that many conventional business executives have been found out to be no more then paper sabre-toothed tigers and have been easily captured in the news; as willing players in long term corporate scandals, requiring mammoth bailouts. Given those negative headlines we are all dearly wishing that our new 'leaders' will aim to provide us with something different.

Teach a man to swim
"'Fish swimming upstream' is a good way to describe people who buck conventional wisdom and don't just go along. The ability to position yourself and your organisation as a sanctuary for good talent. You can spend a lot of time, money and effort seeking out the good people but it is much better if they come to you. Develop the ability to attract, develop and retain top talent.

Networking, networking, networking
Develop a world-class network of your top peers from the IT world, as well as providers and others you've encountered in your business dealings. Get the most out of the resource pools that surround you, whether it's your team, a potential hire, an executive, etc and do not neglect the greater technology community. This is the source of your new promising land.

Don't go overboard
Moderation in all things! Remember that the knowledge, wisdom and resources at our disposal are far bigger and greater than we ever let ourselves imagine. Just scratch the surface and stand back. These are dangerous waters full of monsters and pirates but having jettisoned excess cargo and found all the stowaways, shored up the leaks and established a true course, be prepared to accept eager boarders on this voyage of discovery. Captain, my captain!

Is Blind faith the best approach when not seeing good results?

Where can I find a profit

'When you eliminate the obvious, then what remains, albeit improbable, must be the truth.

The times are tough, the going rough, the customers are in defensive mode and profits are a difficult thing to find. So, where do we look for profits? Consider there habits. Where have they been found in the past and where will they be found now?

The answers may differ from business model to business model but profits have always come from exploitation and RISK. You must exploit opportunities and take risks if you want to really be in business i.e. developing and profiting, no matter what the economic environment.

It is now, more than any other time in your lifetime, that those who have the courage will be able to take advantage of and exploit some of the greatest investment opportunities in this century. It is a buyers' market, whether you are in retail, stocks, real estate or a venture capitalist taking the biggest risk of all, looking to invest in a new business.

"I never guess. It is a shocking habit and destructive to the logical faculty."

There is an old adage in the business world that says “Be thoughtful and hesitant when others are greedy and be quick to exploit when others hesitate.”

Most business markets are based on a pack mentality. They cling together for protection and this 'pack' is currently hesitant and fearful in its approach. Not daring to be the first to break ranks, in case they are followed, found to be wrong and are pillaried and expelled by their peers. They have much fear and much to fear. Consequently, they are acting with a fearful mob mentality, hesitant, irrational and unpredictable in most cases.

If you have the courage and expertise to take some well measured and calculated risks at this time, you could become the new pack leader. The trend setter that sniffs out the route to safe and steady profit. Resulting in some, much or great profit in the months and years to come.

Your issue is what Risks do I need to take to make this vision come true and how best should I measure these risks?

"London, that great cesspool into which all the loungers and idlers of the Empire are irresistibly drained." Sir Arthur Conan Doyle

Fortunes won and lost

"Fortunes are not made in boom times…that is merely the collection period. Fortunes are made in depressions or lean times when the wise man overhauls his mind, his methods, his resources, and gets in training for the race to come." - George Wood Bacon

Should you be picking the low growing fruit

NOT SURE WHICH WAY TO TURN?

SHOULD YOU TAKE A LOWER PAID JOB?

When searching for a new job and the time starts to drag on and on, normally extending beyond three months, it is natural to begin to wonder if you should take a lower-level or lower paid job just to get some sort of paycheck again.

It's a sensible and an honest question but also a difficult one to answer. After working so hard to build a career and climb the corporate ladder, taking a step or two back, can affect more than your pride.

Some career experts will warn you against taking a lower-level job. They will advise you to hold out for a better offer that will better advance your career and not set you back a step, or three. Clearly, this is not an issue when you need a money to keep a roof over their head and food on the table. It doesn't matter what job you get, just as long as it's honest and helps pay the bills.

There is a strong argument that taking a lower-level job can be a smart career move, especially if it prevents you from being unemployed for more than 12 months, and with the economy as slow as it is, 12 months of unemployment is not unrealistic.

Its a simple but realistic outlook. You may want to consider positions at a level lower. You will increase your chances of getting a job sooner if you keep your options open and consider lower-level positions in addition to relocating and switching industries. This advice goes for executives too. There is an expression that says; 'A' class talent always rises to the top. Clearly, holding out for the perfect or even a comparable job opportunity in this economy may be even more risky than taking a step or two back.

Its OK to hold out for a perfect or promoted post for three to nine months. Even up to a year can be acceptable and justifiable, but if you're out of a job for 12 to 18 months, you're in danger of devaluing your skills and marketability. Today's business moves so fast and there are so many changes and new regulations, new laws and new competitors arriving on a 7-by-24 basis that being out of the market and out of touch for 12 or more months, is a big gap to jump.

The dilemma is; If you spent some of the time you were unemployed doing contract or short term consulting work would this mean that you were still in touch with the business world? Taking on short term and consulting projects definitely will help, for a number of reasons but it's important to take on projects that will help you gain the knowledge and experience that will help you get a promoted post. Also, employers tend to consider these projects as part of a job seeker's portfolio, if they are made aware of them by you.

The down side could be; If you, as an experienced executive, picked up a consulting contract managing a company's payroll, a prospective employer may not consider this as suitable experience, a diversion away from, and dilution of your normal key skill sets. Thus, they may look disfavourably upon your application as an IT executive. They may not think it was at a high enough level and would have preferred to see you working on a more strategic project.

In conclusion; Diversify by all means but be mindful of what contracts and consulting projects you take on. It may seem to contradict my earlier recommendation to seriously consider lower-level jobs, especially if money is tight but consider the circumstances well and do not forget the overall perception that may be given out by some positions, with respect to new employers. They may not see it as a positive move for your career.