China: No Country for iPhones and no Demand either

China Unicom has sold just five iPhones through a big online retail site in the two weeks since it opened the virtual store, the latest sign that the handset is suffering in China from its high price and lack of Wi-Fi.

An official iPhone store on Taobao.com, the biggest Chinese e-commerce Web site similar to eBay, has sold just two 8GB iPhones and three 16GB iPhones, according to figures on the site. The store launched in the middle of last month, a few weeks after China Unicom began offering the first official iPhones in China.

China Unicom is also selling iPhones through its own Web site, which does not list sale figures. But Taobao is China's top online retail site and many users turn to it to buy items like mobile phones and laptops.

The China Unicom iPhones have to compete with iPhones brought into the country from abroad, which users have bought since long before the official handset arrived.

No WiFi Feature
iPhones bought outside China have Wi-Fi, which was removed from the China Unicom iPhones to comply with local regulations. The official handset is also more expensive than iPhones bought elsewhere.

The 32GB iPhone 3GS with no service contract costs 6,999 yuan (US$1,024) in China, compared to about US$800 in nearby Hong Kong.

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.

Twitter for Business users

Here are some tips on how to use Twitter effectively for business. Plus a few precautions.

1. Don't automate it
If you've got a blog that's connected to your business, you can use a service such as TwitterFeed to directly channel your new blog posts into Twitter posts. It sounds impressive but don't do it. Your business's primary Twitter feed ought to be hand-fed. If you publish a flood of impersonal links, your Twitter account will just seem like a faceless promotion machine and that's not a good way to engage people on Twitter.

Link to the very best stuff on your blog, as well as relevant information that you see elsewhere on the web, and also post items that don't contain links at all. (Don't forget to use a URL-shortening service such as tinyurl, is.gd, or xrl.us for your links.)

2. Be conversational
Your business's Twitter account should talk like a person, even if it's a collective "person" representing your company or brand. Think of your Twitter account as a character in an Internet play, it's a walking, talking personification of your company. If you feel like it: Use the first-person ("They're putting my stuff on sale again!"), invent a personality or just use the royal "we" and "our", "Our editors have the latest on so-and-so" but be chatty.

Some companies prefer to disclose members of their team when they're tweeting from the company account. This is also a valid approach. Par example, the clever group-tweeting service CoTweet (currently in beta) can automatically append your initials to the tweets you make while representing your company. (Macworld is testing out this service to see if it makes it easier for a group of our editors to jointly operate our various Twitter accounts.)

3. Follow people who are relevant

• Follow everyone on your staff who uses Twitter from your Twitter account.
  
• Follow colleagues in related companies and in your industry.
  
• Follow relevant brands and journalists and pundits in your market, even those who compete with you.

It's professional and polite to follow people and by following people you are creating an ecosystem. People will see who you are following and consider those as suggestions for users they should follow as well.

4. Make sure your people are on Twitter, and refer to them Remember that individuals tweet different things than companies. It's acceptable for your company's employees to talk about making waffles or going out for drinks, as well as what they're working on. Not everyone will embrace Twitter, but many of them will. Even the most personal stuff that leaks on to Twitter can help make stronger personal connections with colleagues and audience members alike.

Having said this, you need to be aware who your employees are and make them aware that everything they write on Twitter (unless they're using a "protected account" that limits access) is public. If there's someone who works for your company whose Tweets are a bit risque, you should consider whether or not you want to refer to them from your company's account. An alternative is to ask employees to create two Twitter accounts, one for work matters and one for their sordid personal lives and keep them separate.

Once your people are on Twitter, they'll be able to mention what they're working on and reference the brand via Twitterspeak. Par example: "Just wrote a cool story for @macworld about the iPod shuffle." That will drive followers to your company's Twitter account.

Likewise, your brand's account can drive followers to your people. For example: "Our very own @vacuumdood thinks the new Dyson sucks awesome: tinyurl.com/example"

5. Answer your mentions
People will refer to your company's account as if it were a person. You should reply to tweets that mention you, when relevant. This will give your account more personality and will make those people feel engaged directly with the brand. For example, a person might ask you a question directly: "@macworld Hi. Do you know when Apple will enable SMS message forwarding on the iPhone? Thanks." "@janevans35 Apple's not saying, but we hope it's with the next major software release!"

6. Search for your name
Beyond mentions, which are specific references to your Twitter account, there are probably people using Twitter to talk about your business. Use Twitter's powerful search features to find those references, either from the Twitter Web site, a Mac-based Twitter client program such TweetDeck or Tweetie that supports saved searches, or even via your RSS reader by subscribing to the RSS feed linked to from every Twitter search results page. There are a lot of companies offering great customer service and support on Twitter by watching what people say about them. When I groused on Twitter about my bad luck finding a JetBlue flight from Oakland to Boston, within a half an hour I had received a reply from the JetBlue Twitter account with an explanation.

7. Consider creating sub-accounts for sections of your business or customer base
If you're part of a big enough company, consider creating smaller, more targeted accounts. Starting a new section of your site devoted only to fans of the double bass? It might be worth starting a new @joesmusicbass account, then Tweeting about it from your company's main account: "Bass lovers rejoice! Welcome our new friend, @joesmusicbass to the party!"

8. Use Twitter to ask your customers questions...and get good answers
Twitter is a great way to get answers to questions. Trying to figure out what your customers want to see or are interested in? Use Twitter to ask them. Sure, it's not a scientific survey, but it can give you an immediate snapshot of the zeitgeist. This can be both instructive and productive.

9. Be a good Twitter citizen Can you persuade your Twitter followers to promote you to their followers? Sure, but be mindful: He who has the most followers doesn't necessarily win. If you get people to promote you to their friends to win a prize, you may end up creating a harmful backlash.

Recently, a software-deals site offered a free program to anyone who would tweet about its bundle to his or her friends. The people who tweeted were rewarded, but many of their friends felt like they were receiving spam. Even though the people who tweeted were complicit in the act, it was the company that induced the tweeting that received the bulk of the criticism. The etiquette of Twitter is still evolving, be aware and be wary.

Conclusion
Even if you're not the type of person who uses Facebook or Twitter yourself, there's no denying that these new forms of connection and communication are powerful and becoming increasingly important. That's why your business should be on Twitter now.

Laid-off! Oh No! What now?

Crystal Balls

The USA reported that 2.6 million jobs were lost in 2008, with 524,000 axed in December alone. Unfortunately, the situation isn't expected to be any better in Europe in 2009. People who invested years of hard work, loyalty and dedication have been shown the (back) door. Now they find themselves out in the street, left wondering what their futures hold.

Discard Pride and take Courage
The newly unemployed can't afford to miss a beat. Yes, the economy has deteriorated. Yes, more layoffs are coming. Yes, it's harder to find a job now than it was a year ago but while some will react badly, smart job seekers will get tough and get going. They'll brush up their résumés, hit the job boards, work their social networks and polish their interview skills . Remain calm, collected and focused on finding the next opportunity.

Resting for the Hunt

Finding a new Job is Your Full-Time Job
You might not be fully employed, but you do have a job. Your job is to find a new position. Remember, you have been released from you current commitments, you have not been granted permission to take time off and lick your wounds.

Some people may feel they have enough savings to live off for a month or two, before they throw themselves back in the market. Sadly, if you let yourself slip into the "let's call it a break" mentality, you seriously risk losing your edge and when you do decide to actively pursue a job, it'll be that much harder to get back into the working harness and the pace of things.

Job hunting race
Secondly all your colleagues are now running ahead of you in the job hunting race. You may even find that you have competition from some of your old colleagues, the ones that are not being laid-off. These are the 'jump before you're pushed' brigade. The ones that have seen some scarey writing on the wall near to them and this has provoked them into finding a more secure company to work for.

If you start to pursue a new position immediately, you'll be much more fit and prepared to seek out and find the right opportunity. You will still be hot from the fight. Your readiness will show in your interview attitude, from the way you present your résumé, to the way you conduct yourself while under scrutiny and in your ability to negotiate, confidently.

Slainte!

Keep Your Spirits Up
This is not a license to drink more whiskey, not that I want to discourage you. Being laid off in today's economy can send any level-headed person into a panic. That's why it's important to keep your priorities in check, preferably a reality check. Keeping your spirits high keeps you motivated to get back out there with the level of enthusiasm you need. Did you ever walk over hot coals? as part of a team-building course. Well, if you did then remember the state of mind you assumed at that time, face forward, focus and take that first step.

Step up out of the trench
Professionally speaking, your layoff could be a big blessing in disguise. You know that you felt unappreciated, stifled or bored in your old job! The company politics were dragging you down! So, now is the time to stop whining and find your true calling. Take advantage of this time for expansion, self-discovery and growth. Re-build, renovate and re-invent yourself.

Find a job or position that really challenges you in new and exciting ways. We are all the sum of multiple characteristics and talents that grow and change with knowledge and experience. Look at the different aspects and elements of your complex character. Train and develop some of these and allow others out for some exercise and experience. Try something new. Pick up on an activity that you used to enjoy, something you already know and can expand.

Hail! Friends Countrymen!

Network, Network, Network
When the going gets tough reach out to everyone you know and maybe some that you don't.

Looking for a job is no shame on you and you, like everyone else need to be supported.

Clearly, people don't like to talk about their sudden unemployment but remember that everyone knows the economy is down. Through no fault of your own, you find yourself in the growing army of newly unemployed people but YOU are one of a kind.

Tell your friends. Tell your family. Post updates on social networking sites. Let people know you could use some help, and ask them to put you in touch with people they know are hiring. Make sure everyone knows you are in the market, you are developing new skills and have something more to offer.

New Skills! New vacancies!

Recruitment agencies can help
Talk to recruitment agencies, whether you are looking for full-time or part-time employment. These agencies have already seen a noticeable increase in clients who have never used a staffing company before now. You can be sure that they have already planned for this increase in demand. It's their job.

Advice from friends is helpful, but staffing professionals know the ins and outs of local employment and can propose or suggest that you follow a new direction, one you had not been aware of or considered. Even more importantly, recruitment agencies have established good relationships with local companies. Listen to what they say.

Skills Gap Analysis
Recruitment agencies are also a good source of information regarding what key skills are most sought after, by the market. If you have good current skills they will be able to tell you how to package and market them. If your skills are out of alignment with the market, they can give you good advice as to how to change or tune your approach to a better fit.

No Demand for Zeppelin mechanics!

Take it on the chin if they say you need to re-train entirely and get out there to find the cheapest smartest way to do this. The web is a good source of free online tuition and again your friends and network can help you here too. Seek out the one's that have current skills or work with others who have them.

Consider working for FREE for a short introductory period.

It would be a great advantage to you to find work as an intern or assistant with a company who have, and use, the key skills you need to learn or develop! Remember there has to be value on both sides or it won't work. So you need to have something to offer them. You will short circuit many of their reticence and objections if you offer your time and experience for FREE! In return you get some valuable training or much needed exposure to a new skill, methodology or application.

Clearly working for nothing is a short term activity and you cannot allow it to continue for long. You need an income and you have only a small window of opportunity before you go broke. So, once you are in-situ, you need to learn as much as you can, gaining real hands-on experience and as quickly as possible. Poverty is a great motivator!

You never know what might come from this and it will keep your morale high, maintain your social interaction and extend your network. 3 very important considerations but beware of abusive persons that will try to exploit your position.

Social Networking helps
Don't hesitate to put your professional face online. Make sure you are on LinkedIn and your profile is up to date. Your online presence is often the first place potential employers will look. If run correctly, your social network could be that extra boost your résumé needs. Exercise caution and restraint, because, depending on the content, it could also be detrimental. Post articles you've written or details of a project you're particularly proud of, not the pictures of you mooning your mates on last year's trip to Cancun.

Consider Contract work and Consulting
Although you might be leaving a full-time, "permanent" position, don't rule out the idea of consulting. Many workers overlook the option of consulting because they don't like the relative insecurity and the idea of impermanence.

The use of Contractors and contracting
In fact, many cautious employers now are showing great caution when taking on new staff. They don't want the long term commitment in such a dynamic marketplace. They want to be able to grow and shrink as the work dictates. They do this by using contractors and they manage the uptake of contractors by issuing short 3 month contracts in the first instance, with the 'potential' to extend.

From my experience it will take you 6 weeks to settle into a new company and it will be 3 months before you will become truly confident and start taking the initiative in that position. From your side, you are set to go. From the employers side, they know who they are dealing with and they have assessed your worth. They can now decide whether to 'extend' you for a more agreeable period of time e.g. 6 months or 1 year, to completely 'domesticate you by offering a Permanent contract or to 'release' you back into the Wild.

If you dismiss contracting as an option, you could be slamming the door on your career.

Once you are established as a contractor, it is not uncommon to stay with a company for 2 years or more. Years of relative security and certainty, the same pay and benefits. Remember that a short consulting assessment is often the only way into and organisation but could potentially lead to a (semi-)permanent position.

Go Girl Power!

Cultivate Suppleness and Flexibility

Consulting also has a number of benefits you won't find with a permanent position. It provides a vehicle for flexibility. That may be the flexibility to spend more time with your family, or open up that business of your dreams. Consulting usually generates a higher salary than a permanent position. It can also stimulate you business sense in a way that a more sedintary position does not.

Just say 'No!'
As an independent consultant, you always have the option to say 'No' to a project if it doesn't appeal to you. Can you imagine saying "no thanks" to your last manager? (out loud). There are a huge array of jobs available to contractors. This makes it possible to not only choose where and when you work, but what you're doing and how you do it.

The Postman earns more than you do, now
A contract or temporary position with a company keeps some income flowing while you search for a more permanent and satisfying position. It could be the key to keeping you and your family fed and healthy.

Benefits? What Benefits?
Do remember that temporary workers and contractors do not have access to the same benefits within organisations. No health insurance, no pensions, no sick pay, short notification of termination periods, etc. So, its not all plain sailing and lots of money but its something you will know in advance and can deal with. Remember what your Grannie told you, save up and put aside something for the leaner days.

With grim determination and a willingness to grow and open yourself up to new experiences, you will not be a Statistic very long!

Building Staff loyalty

You are a manager, therefore you depend on your staff to do their work well. Their success is critically linked to your own success. Team loyalty is not a 'given'. You have to earn and develop loyalty among your staff. If you can build up a bank of “good will capital“, you can then exchange it at a later date, e.g. when those impossible deadlines loom and you have to ask for more flexibility and extra effort.

Here are a few pointers to help you build that loyalty.

1: Be initially neutral regarding concerns about a subordinate

Don’t throw an employee under the bus when someone outside the department complains to you. Do not be judgemental. Do not start by agreeing with that person, before you find out all the facts. Similarly, don’t assume the person is totally wrong, rebuking him or her, and blindly defending your employee. Listen to their concerns, thank the person for alerting you, and say you will check with the subordinate in question. Go and check as promised and provide feedback. In this way, you get both sides of the story

2: Aim for collaboration

The more you can develop a collaborative relationship with your staff, the better the relationship will be. You and your staff do depend on each other, so try to impress that point on them. Remind them that each of you can (and should) help the other to be successful. Remember the saying “One hand washes the other.”

3: Listen to staff concerns

Your staff will have concerns about working conditions, working hours, deadlines, and other matters. You may not be able to resolve them all. However, listen to what they are telling you, because if you don’t, you will lower morale. If there’s little chance that you can resolve the concern, let them know immediately so that they have a proper expectation. Similarly, if you do succeed in resolving a concern, let them know about it. They may not thank you verbally, but chances are they still will appreciate you for what you did.

When listening to your staff, do not interrupting them to explain or defend a position. Let them finish. Similarly, try to remain even-tempered and think before you speak. Your attitude sets the tone for the whole department. Remember the old saying: “A fool shows his annoyance at once, but a prudent person overlooks an insult.”

4: Be committed to staff development

Your employees needs training to maintain their skills. That training includes hard skills, such as programming and network design. It also includes soft skills, such as how to deliver effective presentations and how to communicate effectively. In fact, those soft skills often are more important than hard skills in determining career success. Make sure your staff receives such training and when they’re participating in a training session, respect that time. Don’t call and pull them out of class “just for a second,” because they never will return. You will have reduced the ffectiveness of the training and wasted time and money.

5: Fulfill commitments

If you make commitments to your staff, keep them. Otherwise, you lose credibility and will face lowered morale. When you keep your commitments to your staff, it increases the chances that they will reciprocate and keep their commitments to you regarding work delivery.

6: Exhort, don’t belittle

You always want your staff to do more, produce more, finish the project earlier — and for less cost. So there’s often a gap between where they are now and where you’d like them to be. It’s better, generally, to exhort them to reach that point. If you criticize them because they’re not where you want right now, you may create resentment. Of course, there might be one person who does get motivated by being belittled, someone who says, “I’ll show that X$X# manager” and goes on to perform exceptionally well. The percentages are against you, however, because many others will simply “turn off.” It’s far better to say, “Here’s where I’d like us to be, and I know you can do it” rather than, “How come you’re not there right now, you slacker?”

7: When singling out staff in public, do so positively

I’m not saying that you always should praise people publicly. Some people become embarrassed or self-conscious when they’re the subject of public attention. But I am saying that if you do choose to single someone out in public, do so in a positive, rather than a negative way. The latter will embarrass everyone involved.

When you issue public praise, be brief and specific. Talk about what the person did and why it helped the department, organization, or company. Finally, thank the person. Ironically, the less you smile when praising, the more sincere it sounds. (Of course, you should be sincere to begin with, and you should smile just a little bit.)

8: When giving correction, do so privately

Conversely, if someone messes up, talk to them about it in confidence, behind closed doors. When doing so, focus on the issue, not the person. Try to avoid words like “you” and “yours.” Instead of, “Your program caused the system to crash,” consider, “Program xyz [which your subordinate developed and supposedly tested] caused the system to crash.” Focus on the actions that caused the problem and help the subordinate learn from the situation so that the same issue doesn’t occur again.

9: Serve as a buffer for your staff

Unfortunately, you may run into upper-level managers who insist on micromanaging. They will visit your staff and issue directives that might clash with yours. As a result, your employees will find themselves in an awkward situation, unsure of how to react. When that happens, you must step in and make clear to upper management that the chain of command works in both directions. You wouldn’t want your staff going around you to complain to your bosses. Neither, therefore, should the opposite occur.

Yes, stepping up could be hazardous to your career, so be diplomatic and tactful when you talk to your bosses. Focus on the benefits to them on observing the chain of command, rather than criticizing them for disregarding it. After you’ve had the talk, make sure your staff knows about it. Even though the grapevine probably will have alerted people, it’s still good to remind your staff that you have their back.

10: Don’t micromanage

Just as your bosses shouldn’t be micromanaging, neither should you. If you’ve staffed your team with competent people (and if you’re a first-line technical manager, you have strong technical leads), you should be confident that they know what they’re doing. You don’t have time to do the job of each member of your team anyway.

At the same time, be alert to clues that you might have to step in. Are others talking to you about a co-worker’s performance? Are you getting evasive or unclear answers in meetings or conversations? Do you have an uncomfortable gut feeling about a project? In those cases, you might have to take a more active interest in your subordinates’ work. However, pick your battles carefully.

Both sides of the coin

It’s common to talk about the importance of being a good subordinate. But it’s equally important to be a good boss. If you follow these tips, you can build a loyal following, which only can help you in your own career.

Expanding your career in a shrinking market

It is the aim and nature of all professional people to develop themselves to the maximum. The mantra states; we must maximize our potential and grow our careers.

To do that you have to achieve better results than those around you and without 'over' achieving. Although, this last point is more a problem for older more mature employees.

Remember there is a tiger at the door; So you are in direct competition with everyone else in your company

Consider some simple techniques to help you get more recognition and better results for your efforts.

1) When the bell rings, come out fighting.

• Be the first to arrive and the last to leave.
  
• Be sure to be caught working all the time you are at work.
  
• Start the day with the most important, onerous or the most difficult tasks.
  
• Do not surf the Internet, make personal calls, read the newspaper or make small talk with the 'losers'.
  
• Check your list of activities for the day,
  
• Focus on establishing priorities and get on with it.
  
• Start knocking down those skittles!
  

2) Fill your day with achievements.

• Always be the one that contributes positively at meetings and in face-to-face interaction.
• Ask your boss and yourself, what you can do to provide the greatest contribution to the organisation.
  
• Let everyone know that you are willing to go the extra mile or kilometre.
  
• Do more than the basic minimum, more than you are paid to do.
  
• Be seen to be the one that puts in more effort than the others.
  
• Look for solutions, methods or tools that will allow you and therefore the organisation, to be more effective.
  

3) Set a scorching pace.

• Your career is not a quick sprint or dash across the hurdles.
• It is more enduring like a marathon:
  
• Some runners sprint off at the beginning and get out way ahead of the pack.
  
• Most will be happier running with the pack, safe in the middle, un-noticed, unseen
  
• There are many who are less fit and not really motivated. They are content to be in the race at all but they are clearly seen to be struggling and lagging behind the pack.
  
• Your place is up amongst the leaders, being in the right place at the right time. Excel in hitting targets, achieving goals and milestones.

Take control of your life, your day and yourself. Start each working day with a list of planned activities carried over from the previous day. These will be organised by their priority, so you can address each task as the priorities dictate.

This is a life discipline not just an office routine and will make you more efficient, targetted and better directed as a person. This, in itself will make you stand out from the ambling, gasping crowd and when all around are losing their's, your career will soar.

If you are looking for promotion, assume the position

Candidate references

Who should I choose as my referees?

Almost 60% of employers claim that they have had to withdraw an offer of employment after receiving poor references about successful applicants.

So, you have managed to wow your future employer at interview stage. Cometh the hour, cometh the man and you have convinced them that you are that man i.e. the best person for the job. The last hurdle to hop over is supplying some references. This does not mean that you can get away with being sloppy and provide poorly prepared references.

References are significant and act as a third party endorsement. They are used by hiring managers as reassurance that you are who you say you are and will do for them what you claim you have done for your previous employers.

Therefore, given the high number of rejections at the reference phase, it is important to prepare your references properly. Here are some useful pointers.

Don't include any details
Don't give the names and contact details of your referees on your CV. You should simply state that ‘References are available on request'. Employers will ask you for details if and when they are ready to offer you a position. After all, you wouldn't want your current employer being asked if they would re-hire you when you haven't even told them you're leaving!

Protect your referees
Amazingly, I have had 'unprofessional' recruitment companies approaching my references without permission, to request information on not only myself but also using the approach as a prospective sales call. They started asking if the executive could provide information about other employees in the organisation who may be interested in using the services of a recruitment agency. Not to be content with this, they went on to ask if the organisation would be interested in engaging the recruitment company for its own recruitment, as an aide de HR?

Needless to say they did not get a very positive response and I was extremely embarassed when I heard what had happened. My referee was very magnanimous about the whole incident but as a very busy senior executive in an international organisation, he should have been treated with more respect. Not to mention violating my trust!

What kind of information will my referees be asked to provide?

Nowadays, hiring managers can only request;

• Length of employment
• Previous job title
• Brief details of responsibility
• Overall performance
• Time-keeping and attendance
• Reason for leaving

Employers can also ask your previous company if they would re-hire you, should you apply for a position there in the future.

Choose your referees carefully
85% of employers will check at least one of your references when offering you a position. Typically this will be your most recent employer. So it is important that you choose the most appropriate and responsive people to support your application.

Its all relatively simple

Personal references are not advisable because they are more likely to be complimentary and positive, so it is best to avoid them. Having Grandma Doris saying what ‘a lovely lad' you are isn't going to hold much weight, unless she has a connection to royalty or is married to the CEO.

Remember that it is not written in stone that you have to use a former employer as a reference. Business acquaintances, customers and organisation leaders can all make good references, too. If you don't have much in terms of work experience, you're advised to use one of your tutors.

What are they saying about you?
Under the Data Protection Act, you have the right to see what comments your old employer has made about you as part of their reference in much the same way that you can access your medical records.

If there are comments included that you don't agree with it may be too late with this particular job offer, but you may wish to find out, diplomatically why these comments were made. Simply to make sure that this particular reference doesn't harm your next application.

Believe me, it is a mistake to suggest that your Parole Officer will provide a good reference for you. No matter how true and well intended this may be.

The Survivors' Guilt

“But at least you still have a job.”

Yes, those who survive the all-too frequent layoffs are very grateful for their work, but studies show that the stress from all the upheaval can wreak havoc on their health, morale and productivity. And don’t expect them to work harder out of sheer gratitude

Working with the survivors is challenging. These people have lost good friends, vast quantities of institutional knowledge, pay raises, benefits. Plus, they are being asked to take on other people’s work and add it to their own heavy load. The company is expecting them to be upbeat about it.

There’s that low-level anxiety, vulnerability to colds and flu, aches and pains, sleeping difficulties. When you’re anxious, waiting for that next shoe to drop, your body stays in a kind of fight-or-flight mode. Your body is overproducing adrenaline and cortisol. The hormones you need to sustain yourself during a crisis and the substances your body is producing are very toxic.

There can be guilt that they were spared. This can manifest itself as, anger and depression. Clearly, there’s a huge increase in insecurity and that uncertainty is very destabilizing.

As part of a 10-year study of downsizing at a major U.S. manufacturer, looking at depression in workers, in surveys two years apart in the ‘90s.

Depression scores dropped by more than half in those who took a voluntary buyout. There was little change in those who left involuntarily, but, interestingly, depression scores rose slightly among the workers who stayed on.

From the company’s data on sick leave, it was found that managers and other higher-skilled workers took more sick leave, possibly to look for other jobs. Less-skilled workers, meanwhile, took less sick leave and absenteeism at the company declined as workers hunkered down, trying to hang on to their jobs. Remembering that this was in a job market much more favorable than that of today.

This points to research that layoffs often don’t improve companies’ financial performance – essentially the reason they are done in the first place – and to a 2003 study by the Institute of Behavioral Science that found that people who had seen co-workers laid off reported poorer mental and physical health than workers who had not been exposed to layoffs at all.

The whole metaphor breaks down. We’re a family. We take care of each other and you don’t divorce your children.

Reporting even worse health and attitudes were layoff survivors who were shifted to different positions or departments within the company.

One of the inherent dangers for companies is that handling layoffs badly can taint the perceptions of those who are left. They’re the ones the company is relying on to move the company forward, yet that depends on the respect that remains for those who have led the downsizing.

A lot was going on with the companies studied, including a merger, an increase in outsourcing and a move away from its “we’re a family” culture towards a shareholder-driven, profits first company. Workers took that as a betrayal, with comments that they were being treated as a number or an expendable commodity.

It’s hard enough for workers to concentrate when rumors are swirling at the water cooler and online and these can quickly turn toxic in the absence of reliable and reassuring information from the company but to see coworkers escorted from the building like criminals only severely hurts morale.

Though plenty of articles say productivity goes down for layoff survivors but it’s not that simple. It depends on how productivity is measured and the economic climate in which it occurs, e.g. any form of restructuring and change will take some getting used to.

Workers need time to grieve after a layoff, just as they would a death in the family and workers who have to take up the slack might require more support and training, which suggests there will certainly be a period of inefficiency until everyone is up to speed on the new tasks.

A recent US survey report bears a real sting. It’s based on surveys of 4,172 workers who survived corporate layoffs. In the study:

• 75 percent said their productivity has decreased.
• 64 percent said it's true of coworkers.
• 69 percent said the quality of the company’s products or services has declined.
• 81 percent said customer service has been hurt.
• And 61 percent believed the layoffs have hurt their company’s future prospects.

The bright spot in the survey, however, echoed the advice of many experts: You can lessen the blow by being as open and forthright with employees as possible. Workers who rated their managers as visible, approachable and candid, even when there was nothing new to report, were much less likely to report these declines. You really can’t over-communicate during these events.

Let your surviving workers know that they are here because they are the right people for the job. Let them that you believe in them and together they can work to get the company through these very challenging times. You’ve got to show them your respect, trust and appreciation. Help them prioritize their work. Let them know why they are there and let them know how they can help and how you are going to support them.

This is not the time to sit quietly in your executive office and neglect your people. They need leadership and they need it now. You have to be out there amongst them, letting them know what’s going on and have them feel that you’re fighting for them.

Creativity and Innovation

The the creative art of any deal can be enhanced by the art of creativity and innovation.

In truth, "art" is overstating it. "Visualization" is more accurate: if you can draw basic geometric shapes, lines, arrows, and stick figures, you have all the creativity skills you need to put your ideas into practice and produce a vast array of concepts and network models, diagrams, schematics, flow charts, tables, and other visual representations. Welcome to the world of Pictorial analysis.

In 1969, Rudolf Arnheim's Visual Thinking made a compelling case that while perception and reasoning may seem like two distinct mental activities, neither one can occur without the other. More recently, in the business world, the concept of "strategy maps" has been advanced by Robert Kaplan and David Norton (creators of the balanced scorecard) as providing a "visual epiphany" that helps business leaders connect processes to desired outcomes.

Executives should reach for the pencil not only when addressing a discrete task such as drawing a strategy map, but in myriad situations in which "the problem [or the solution] is hard to see." That may be a challenge for finance people, who are accustomed to believing that, 'all answers can be found in the numbers if one simply drills down far enough'.

Those in finance are often "red-pen" people, who question the entire idea of visualization, right up to the point where they grab a red pen and redraw everything. You will need to work harder to convince finance executives, than any other group but, once won over, they will become the most ardent backers of the concept.

The other two classes of people are "black-pen" people, those who are instantly drawn to visualization and "yellow-pen" people, who are happy to build upon someone else's initial stab at visualization.

It may help to know that the finance department at Microsoft, where, not surprisingly, employees can "make spreadsheets do pirouettes in ways mere mortals can't," nonetheless, they "understand that insights often depend on looking at the data from different angles and in a more visual form."

Drawing Conclusions
Most business problems can be framed as a variant of the five W's, or, more accurately, four W's and an H: who, what, when, where, and how.

Use your given creativity to show innovation in your ideas and concepts and engage your audience by involving them in, what should be an organic process.

So for your next meeting, leave the laptop behind and instead bring a few whiteboard markers. You may find that even a lousy picture is worth a thousand rows and columns.

Linkedin - Make the most of it

I was invited to join Linkedin some years ago when it had just a small following and I subsequently lost the e-mail account that I was using to log in and could not retrieve the Password. So recently, I had to start again and try to re-connect with past colleagues and friends in other locations. It has been an interesting voyage but I still have a long way to go.

I have decided to share with you some of my findings and some suggestions from others about improving your Linkedin account. Hopefully, this will make it more interesting and more effective.

Recommended reading
Within your LinkedIn profile you have a section for recommendations. This is intended to be a useful tool for recruitment consultants and potential new bosses, to find out something about you. Do you play well with others? Unfortunately it can be a bit incestuous, with a circle of friends patting each other on the back and congratulating themselves for doing what they do.

The section suggests that you seek out approval and recognition from a list of your contacts, to allow potential employers a fuller view of you as a direct report, boss, colleague, or client. They are intended to make your LinkedIn profile more dynamic and personal than the fairly static information (where you worked, what you did) that appears in your general resume.Be aware that employers will look beyond the shallow and obviously long-standing friendships, to find the real you.

Instructions on how to get to the Recommendations page;

1. After you log into your LinkedIn homepage, scroll your mouse over to the left navigation menu where it says "Profile." Click on the subsection that says, "Recommendations."
2. On the Recommendations page, click on the "request recommendations tab."
3. You can then walk through a simple three step process.

• Name the job (among those listed in your resume) for which you want a recommendation, using the drop-down menu.
• Decide who you'll ask for a recommendation. And lastly,
• Write a customized note, telling the person why you'd like them to recommend you.

a) What kind of recommendation should you have
While you should have a recommendation in which your boss praises your abilities and how your work helped drive good business results, don't stop there. You want to be able to demonstrate that you were a team player, having your peers say in a recommendation that you go the extra mile or help mentor people can help shape your image with a potential employer.

You also might want to look externally to clients and internally to your direct reports. If you really want to show that you're an effective manger, you want to have endorsement from those people, not just the person above you saying so. Recommendations are about how you work with the people around you, and that should really be all the way around you: above, below, and sideways.

Clearly, make sure you know the person well before asking them for a recommendation. Not only will that ensure a recommendation with greater depth and detail, but also, you avoid putting someone in the awkward position of saying no.

b) Setting Expectations for a Recommendation
Like a recommendation written for the paper-based or e-mail world, a person recommending you on LinkedIn can benefit from some guidance on what specific thoughts and key items you're looking to present in their recommendation. It doesn't hurt to meet them halfway and state what aspects of your experience and relationship you're wanting to convey.

Don't put words in their mouths unless you know more appropriate ones. Do ask them to accentuate one or two good points about what it was like working with you. You can sit back and leave it up to chance about what they might want to write but you may not get the answers you want.

That said, you want to make sure you're not shutting down a colleague from writing something about you that you were unaware. Something that would bolster your image and that you may not have even thought of. In the invitation to write the recommendation, you shouldn't set overly specific guidelines, but mention that you'd be happy to offer them some ideas, if they think it would be helpful.

You might get a happy surprise if they create something that exceeds your expectations and then again you may not.

c). Length: Quality over Quantity
It doesn't hurt to give your colleague some guidance for how long the recommendation should be, and in this case, experts agree that quality should trump quantity. Reader attention spans on the Web are known to be very short. So, you don't want potential employers missing the overall message of a recommendation because they were unable to take several minutes to read it. Time is money and always short. One paragraph should be sufficient, with two paragraphs being an absolute max.In most cases, recommendations with as few as three sentences communicate the most essential points about a person.

d) Number of Recommendations: Again, Quality Over Quantity
Some LinkedIn profiles look like infomercials if you overuse the recommendation feature. You should not follow such a blatantly obvious deviant strategy. I know people who have 300+ recommendations but it waters down the impact of any of the individual recommendations and can confuse and distract the reader. If you have five really important ones, that's sufficient. At a guess the next 295 will be saying roughly the same thing i.e. this person is great! It adds too much noise and degrades your integrity.

We certainly recommend having no more than 10, or if you must have recommendations from each previous position or employer, limit yourself to two to three per job.

e) Give Before You Get
The importance of building social capital and goodwill can not be overstated and it's really unavoidable when it comes to LinkedIn recommendations. Before you can expect serious endorsements from people, it's better to start by recommending some people yourself. This way, when you find yourself in need of a new job, hopefully you can rely on them returning the goodwill.

A mirror on your bedroom ceiling reflects badly on you

Keep the Recruitment Consultant on your side

Job seekers need recruiters more than ever. But in their efforts to nurture their networks and stay at the forefront of recruiters' minds, some job seekers are frustrating the very people they need to help them land a new job.

Executive recruiters tell me that job seekers are inundating them with calls and e-mails to inquire about the job market and seek advice on how to land a job in a recession.

The recruiters tell me that they want to help everyone who's contacting them, but they don't have time. The economy has made their jobs much harder. Drumming up business, hunting for candidates and convincing them to take a new job requires much more time and effort in a recession. As one recruiter put it: "Spending 30 minutes with somebody to give them career counsel is not always going to be feasible. If we accepted every request we got, it would kill our day."

What the recruiters are telling me—though not in so many words—is that some job seekers are really pissing them off. In their efforts to get time with headhunters, over-aggressive job seekers are actually alienating themselves from the very people they need to help them find jobs.

If you're looking for a job and you want to stay on good terms with recruiters, heed the following advice they shared with me:

1. Be respectful of recruiters' time.
Realize headhunters can't devote a half hour of their day to answering your questions about the job market and your résumé. Ask them for five minutes, and don't exceed that five minutes. Have a specific question for them, and if possible, have something you can give back, whether it's a contact or information about the market or one of the recruiter's clients.

2. Don't send bland e-mails.
E-mails that simply say 'Hi. How are you? Do you have any new positions?' don't endear recruiters to job seekers. Cut-and-paste e-mails rub recruiters the wrong way because they're not personal. Recruiters are relationship people. Recruiters say job seekers may have a better chance of building a relationship with them if the job seeker catches the recruiter on the phone. Phone calls are inherently more personal than e-mails.

3. Don't call the recruiter at the same time every week.
Calling a particular recruiter at the same time every week makes them feel like a cog in your call cycle. And routine calls aren't very personal. Rather than calling them every week, stick to every couple of weeks, and vary the days and times you call.

4. Don't send recruiters your résumé every time you update it.
Recruiters say they are generally happy to give job seekers advice on their résumés. Just don't send your résumé to them every time you update it, expecting feedback. They don't have time to give you feedback on every version, and they don't want to see every iteration.

Communications - mutual respect

The primary key to motivating another person is trying to understand their perceptions and manage their expectations.

The primary driver for men is normally status and respect, their standing in the community. This is not only a defensive action but can also be an offensive action. A man's status and respect is most beneficial to him when it grows. A more defensive reaction is triggered when it is seemingly being assailed or reduced.

Initial man-to-man meetings can result in an immediate confrontation and checking of status and esteem, starting with "What is your job title?" and followed by "What 'things' have you got?" e.g. cars, houses, women, etc. The answers are rated, by both sides in the comparative status stakes and from this each person's position in the 'pecking' order is established and a resulting hierarchy is established and will remain, until a change in status is achieved by either party. This can be done openly and aggressively or subversive and defensively. Therefore, it is in both men's interest to check their status, often. Discuss!

A US study of 400 hundred men proposes; 74% said that they would prefer to be alone and unattached, rather than be disrespected and made to feel inadequate (married??). Men perceive criticism as contempt and 81.5% of the sample group, felt disrespected when in conflict with their wife or partner. So, 85% of men withdraw into silence during a conflict. Possibly because he is unfamiliar with the feelings he is experiencing and /or in an attempt to keep or gain control of himself and his emotions. It is an internal fight, an attempt to stay calm so he doesn't break out of his shell and overreact, breaching social norms or worse. He may see it as the honourable and respectable thing to do but his wife or partner will only feel shut out and rejected by this. So the conflict continues, until it reaches a crisis point.

On the other side, it is said that the primary drive and deepest value for women is acceptance and affection. They communicate freely and verbalise openly. They will opt to do this with other women to resolve a conflict, which normally leads to reconciliation or at least mutual understanding. This is not what men do and it is naive to expect it.

The initial meeting between women will be an exchange of feelings and expressions, to ascertain what this person is like and can we bond. The need to be accepted and embraced as part of a supportive 'family' group or 'pack' is very important. Not so with men, they are vying to 'lead' or 'dominate' the 'pack' and be the top dog because it is residual in their ancient genes to do so.

Most women are endowed with the need to be supportive people, teachers or instructors particularly if they have children. They quickly adopt the role of teachers and therefore critics of their husbands, partly without intending to or without realising it. They just simply want to put him on the 'right' path to building a better, more cohesive pack. Their motives may be pure but their tactics often wound the man. Women want their partners to be inclusive, to be close, to open up, to talk, etc. Most importantly, he should be willing and able to listen and share, not necessarily trying to "fix" her every concern or issue, except loose floor boards, faulty lights and other household fittings. In these cases a definitive list often helps.

Men communicate on a competitive level, by sharing experiences, sports or other physical activities. This is normally done on neutral round, without threatening direct eye contact and by just sitting with each other side-by-side, in a guarded position, backs to the wall and facing outward. To gauge their feelings and reactions, women will share experiences openly, in a non-competitive manner and by talking about them to each other, sitting face-to-face, often touching and often in a group or inclusive circle.

Quick tips

To Communicate with the men:
1. Regularly tell your male employees what you appreciate and admire about them - be aware of, and build on their self esteem
2. Stop instructing and correcting and give them your trust and respect - empower them, give them a chance to succeed and the support that will prevent them failing
3. Take time to spend time with them and get to know 'who' they are and what motivates them - no threatening eye contact and no competitive comparisons, don't judge people

Communicate with the women:
1. Make time to talk to them face-to-face - 'include' them in your day, allow them to include you
2. Listen to their problems and don't be too quick to jump in and try to "fix" what is wrong - share their concerns and validate their feelings, be supportive and open
3. Regularly tell your women employees what you appreciate and admire about them - build their self esteem but guard their open-hearted-ness, it is a gift bestowed and not to be used or abused.

Communicate - Single minded isolation and solitude is no way to protect your status or self respect. It just restricts it.

Share your thoughts and feelings and support others who wish to do the same. Build open cohesive teams, not barriers.