Extraordinary Boss!!!

8 Core Beliefs of Extraordinary Bosses

The best managers have a fundamentally different understanding of workplace, company, and team dynamics. See what they get right.

A few years back, I interviewed some of the most successful CEOs in the world in order to discover their management secrets. I learned that the "best of the best" tend to share the following eight core beliefs.

1. Business is an ecosystem, not a battlefield.

Average bosses see business as a conflict between companies, departments and groups. They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory" to be conquered.
Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers ... and even competitors.

2. A company is a community, not a machine.

Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by "pulling levers" and "steering the ship."
Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community–and company–at large.

3. Management is service, not control.

Average bosses want employees to do exactly what they're told. They're hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the "wait and see what the boss says" mentality.
Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.

4. My employees are my peers, not my children.

Average bosses see employees as inferior, immature beings who simply can't be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds.
Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

5. Motivation comes from vision, not from fear.

Average bosses see fear--of getting fired, of ridicule, of loss of privilege--as a crucial way to motivate people. As a result, employees and managers alike become paralyzed and unable to make risky decisions.
Extraordinary bosses inspire people to see a better future and how they'll be a part of it. As a result, employees work harder because they believe in the organization's goals, truly enjoy what they're doing and (of course) know they'll share in the rewards.

6. Change equals growth, not pain.

Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change ... until it's too late.
Extraordinary bosses see change as an inevitable part of life. While they don't value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.

7. Technology offers empowerment, not automation.

Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.
Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.

8. Work should be fun, not mere toil.

Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.
Extraordinary bosses see work as something that should be inherently enjoyable–and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.

Planification de projet de A à Z

Guide pour la planification d'un projet de A à Z

         

La clé de la réussite d'un projet est dans la planification. Création d'un plan de projet est la première chose que vous devriez faire au moment d'entreprendre tout type de projet.Souvent, la planification du projet est ignoré au profit de monter sur le travail. Cependant, beaucoup de gens ne réalisent pas la valeur d'un plan de projet dans un gain de temps, d'argent et de nombreux problèmes.Cet article porte sur une approche simple et pratique pour la planification du projet. À la fin de ce guide, vous devriez avoir une approche saine planification du projet que vous pouvez utiliser pour de futurs projets.

Étape 1:

Objectifs du projetUn projet est réussi lorsque les besoins des parties prenantes ont été respectées.
Un acteur est quelqu'un directement, ou indirectement touchés par le projet.Dans un premier temps, il est important d'identifier les parties prenantes de votre projet. N'est pas toujours facile d'identifier les parties prenantes d'un projet, en particulier ceux qui sont indirectement touchés. Exemples de parties prenantes sont:
* Le promoteur du projet.
* Le client qui reçoit les produits livrables.
* Les utilisateurs des résultats du projet.
* Le chef de projet et équipe de projet.
Une fois que vous comprendre qui sont les intervenants, la prochaine étape est de connaître leurs besoins. La meilleure façon de faire est de mener des entrevues des intervenants. Prenez le temps lors des entretiens de faire ressortir les besoins réels qui créent de véritables avantages. Souvent, les intervenants parleront des besoins qui ne sont pas pertinentes et ne pas verser les prestations. Ceux-ci peuvent être enregistrés et définis comme une faible priorité.
La prochaine étape, une fois que vous avez effectué toutes les entrevues, et avoir une liste complète des besoins est de les hiérarchiser. Dans la liste des priorités, de créer un ensemble d'objectifs qui peuvent être facilement mesurés. Une technique pour le faire est de les passer en revue l'encontre du principe SMART. De cette façon, il sera facile de savoir quand un objectif a été atteint.
Une fois que vous avez créé un ensemble d'objectifs clairs, ils doivent être consignés dans le plan de projet. Il peut être utile d'inclure également les besoins et les attentes de vos interlocuteurs.C'est la partie la plus difficile du processus de planification terminée.
Il est temps d'avancer et de regarder les résultats attendus du projet

.Étape 2:
résultats attendus du projet en utilisant les objectifs que vous avez défini à l'étape 1, créer une liste de choses que le projet doit permettre de fournir en vue d'atteindre ces objectifs. Précisez quand et comment chaque élément doit être livré.Ajouter les produits à livrer au plan du projet avec une date de livraison estimée. Les dates de livraison plus précis sera établi lors de la phase de planification, qui est à côté.

Étape 3:
Calendrier du projetCréer une liste de tâches qui doivent être effectuées pour chaque produit décrit dans l'étape 2. Pour chaque tâche d'identifier les éléments suivants:
* Le montant de l'effort (heures ou jours) nécessaire pour achever la tâche.
* Les ressources qui vont emporter la tâche.Une fois que vous avez établi le montant de l'effort pour chaque tâche, vous pouvez vous dépenser l'effort requis pour chaque produit à livrer, et une date de livraison exacte. Mettez à jour votre article livrables avec les dates de livraison plus précis.
À ce stade de la planification, vous pourriez choisir d'utiliser un logiciel tel que Microsoft Project pour créer votre calendrier de projet. Sinon, utilisez l'un des nombreux modèles disponibles gratuitement. Entrée de tous les livrables, les tâches, les durées et les ressources qui seront chaque tâche.
Un problème commun découvert à ce moment, c'est quand un projet a un délai de livraison imposé par le sponsor qui n'est pas réaliste en fonction de votre budget. Si vous découvrez que c'est le cas, vous devez contacter immédiatement le promoteur. Les options que vous avez dans cette situation sont:
* Renégocier le délai (délai de projet).
* Employer des ressources supplémentaires (augmentation des coûts).* Réduire la portée du projet (moins prononcé).
Utilisez le calendrier du projet pour justifier la poursuite de l'une de ces options.

Étape 4:
Plans de soutienCette section traite des plans, vous devez créer dans le cadre du processus de planification. Ceux-ci peuvent être inclus directement dans le plan.
Plan des ressources humaines
Identifier par leur nom, les personnes et organisations ayant un rôle de premier plan dans le projet. Pour chacun, décrire leurs rôles et leurs responsabilités sur le projet.
Ensuite, décrire le nombre et le type de personnes nécessaires pour emporter le projet. Pour connaître les dates des ressources de chaque début de détails, la durée estimée et la méthode que vous utiliserez pour leur obtention.Créer une seule feuille contenant ces renseignements.
Plan de communication
Créez un document indiquant qui doit être tenu informé sur le projet et comment ils recevront les informations. Le mécanisme le plus commun est un rapport d'activité hebdomadaire ou mensuelle, en décrivant la façon dont le projet est d'interprétation, les étapes franchies et les travaux envisagés pour la prochaine période.
Plan de gestion des risques
La gestion des risques est un élément important de la gestion de projet. Bien que souvent négligés, il est important d'identifier autant de risques à votre projet que possible, et être prêt si quelque chose arrive.Voici quelques exemples des risques du projet commun:
* Le temps et le coût des estimations trop optimistes
* Avis des clients et de cycle de rétroaction trop lent.
* inattendue des compressions budgétaires.
* définition des rôles et des responsabilités.La participation des intervenants
* n'est pas demandée, ou de leurs besoins ne sont pas bien compris.Les intervenants
* l'évolution des besoins après le démarrage du projet.
* Les intervenants ajoutant de nouvelles exigences après que le projet a commencé.
* Mauvaise communication résultant des malentendus, des problèmes de qualité et de réusinage.
* Le manque d'engagement des ressources.
Les risques peuvent être suivis à l'aide d'un journal de risque simple. Ajouter chacun des risques que vous avez identifié à votre journal des risques; écrivez ce que vous ferez dans le cas où il se produit, et ce que vous allez faire pour l'empêcher de se produire. Passez en revue votre registre des risques sur une base régulière, en ajoutant de nouveaux risques tels qu'ils se présentent au cours de la durée du projet.
Rappelez-vous, lorsque les risques sont ignorés, ils ne disparaissent pas.Félicitations.

Après avoir suivi toutes les étapes ci-dessus, vous devriez avoir un bon plan de projet. N'oubliez pas de mettre à jour votre plan que le projet avance, et mesurer les progrès par rapport au plan.

Business Etiquette

Business Etiquette: 5 Rules That Matter Now

The word may sound stodgy. But courtesy and manners are still essential--particularly in business.

The 'elevator rule': Don't discuss the meeting till you're out of the elevator ... and the building.

The word "etiquette" gets a bad rap. For one thing, it sounds stodgy and pretentious. And rules that are socially or morally prescribed seem intrusive to our sense of individuality and freedom.
But the concept of etiquette is still essential, especially now—and particularly in business. New communication platforms, like Facebook and Linked In, have blurred the lines of appropriateness and we're all left wondering how to navigate unchartered social territory.
At Crane & Co., we have been advising people on etiquette for two centuries. We have even published books on the subject—covering social occasions, wedding etiquette and more.
Boil it down and etiquette is really all about making people feel good. It's not about rules or telling people what to do, or not to do, it's about ensuring some basic social comforts.
So here are a few business etiquette rules that matter now—whatever you want to call them.

1. Send a Thank You Note

I work at a paper company that manufactures stationery and I'm shocked at how infrequently people send thank you notes after interviewing with me. If you're not sending a follow-up thank you note to Crane, you're not sending it anywhere.
But the art of the thank you note should never die. If you have a job interview, or if you're visiting clients or meeting new business partners—especially if you want the job, or the contract or deal—take the time to write a note. You'll differentiate yourself by doing so and it will reflect well on your company too.

2. Know the Names

It's just as important to know your peers or employees as it is to develop relationships with clients, vendors or management. Reach out to people in your company, regardless of their roles, and acknowledge what they do.
My great-grandfather ran a large manufacturing plant. He would take his daughter (my grandmother) through the plant; she recalled that he knew everyone's name—his deputy, his workers, and the man who took out the trash.
We spend too much of our time these days looking up – impressing senior management. But it's worth stepping back and acknowledging and getting to know all of the integral people who work hard to make your business run.

3. Observe the 'Elevator Rule'

When meeting with clients or potential business partners off-site, don't discuss your impressions of the meeting with your colleagues until the elevator has reached the bottom floor and you're walking out of the building. That's true even if you're the only ones in the elevator.
Call it superstitious or call it polite—but either way, don't risk damaging your reputation by rehashing the conversation as soon as you walk away.

4. Focus on the Face, Not the Screen

It's hard not to be distracted these days. We have a plethora of devices to keep us occupied; emails and phone calls come through at all hours; and we all think we have to multitask to feel efficient and productive.
But that's not true: When you're in a meeting or listening to someone speak, turn off the phone. Don't check your email. Pay attention and be present.
When I worked in news, everyone was attached to a BlackBerry, constantly checking the influx of alerts. But my executive producer rarely used hers—and for this reason, she stood out. She was present and was never distracted in editorial meetings or discussions with the staff. And it didn't make her any less of a success.

5. Don't Judge

We all have our vices—and we all have room for improvement. One of the most important parts of modern-day etiquette is not to criticize others.
You may disagree with how another person handles a specific situation, but rise above and recognize that everyone is trying their best. It's not your duty to judge others based on what you feel is right. You are only responsible for yourself.
We live in a world where both people and businesses are concerned about brand awareness. Individuals want to stand out and be liked and accepted by their peers--both socially and professionally.
The digital landscape has made it even more difficult to know whether or not you're crossing a line, but I think it's simple. Etiquette is positive. It's a way of being—not a set of rules or dos and don'ts.
So before you create that hashtag, post on someone's Facebook page or text someone mid-meeting, remember the fundamentals: Will this make someone feel good?
And remember the elemental act of putting pen to paper and writing a note. You'll make a lasting impression that a shout-out on Twitter or a Facebook wall mention can't even touch.

Cyber World Conference

The Canadian Safe School Network presents It’s A Cyber World 2012 What Educators Need To Know! This informative one-day PD event will examine the latest trends in the use of cyber-technology and social media ... and how you as educators, parents & citizens can use them effectively while keeping students and youth safe yet engaged. Presentations & Speakers Include: Cyber-Bullying & the Law for Educators David Coombs Superintendent of School Effectiveness - School Operations, Upper Canada District School Board David Coombs presented on the topic of Cyber-Bullying and the Law at the Canadian Safe School Network’s Cyber-Safety Conference in Winnipeg, MB., last fall and had delegates raving about his enthusiastic approach to this important topic. Through thoughtful presentation and language, accompanied by interactive audience participation, David will bring delegates up to speed on the latest changes to the law and best practices for avoiding issues when dealing with students and online concerns. Social Networking Safety for Students and Parents - The Wake-Up Call Paul Davis www.socialnetworkingsafety.net With 20+ years as a "techie" and almost as much experience as a parent, Paul Davis travels the country to educate both students and teachers on the pros and cons of social networking and online safety. Paul speaks to students almost daily at schools across Canada and brings a unique perspective back to educators. He is also an adept presenter for the "grown up" crowd, providing them with case studies, examples and scenarios that many have never considered - all with the aim of increasing online safety for our next generation. LGBTQ Youth & Cyberspace: Uses, Abuses & Excuses of Online Media - Cyber Pitfalls for Gay & Lesbian Youth Lindsey McInerney & Pink Triangle Program Students Educators often struggle to create safe and inclusive classrooms and school climates for gay, lesbian and trans youth - but few know that there is a whole world online in which these students often exist. As an often disenfranchised group within schools and the community at large, these youth find strength and independence in the cyber-world ... but they can also find danger and exploitation. Lindsey, along with students from Pink Triangle Program classrooms, will bring a unique perspective on both protecting and encouraging queer students in the social media universe. Social Networking for Safety AND Success Nathan Dayler Toronto Police Public Safety Unit Featuring a Keynote Address from Lynn Hargrove, Director of Consumer Solutions, Symantec Canada The original cyber mom, Lynn Hargrove has been with Symantec (Canada) Corp. for more than 10 years, holding various senior-level positions. Over the years, Lynn has worked closely with a number of Canadian organizations, such as Ontario Provincial Police, to educate parents about family online safety and cyber-crime. Convenient accommodation is available at: The Crown Plaza Don Valley - 1.877.474.6835 The Westin Prince Hotel - 416.444.2511 Registration Fee $229 per person Includes: Light breakfast, lunch, networking breaks and conference materials. The full conference brochure, program & further information can be found HERE. Registration is now open online. To register, you will need to create a member login. If you already have one, simply log-in and click on the tab Conference Registration. It’s A Cyber World 2012 is generously supported by Symantec Canada