vendredi 27 décembre 2013

HAPPY NEW YEAR : STOP DOING LIST

The end of ‘2013 and the start of 2014 is a perfect time to start a stop doing list and to make this the cornerstone of your New Year resolutions, be it for your company, your family or yourself.
It also is a perfect time to clarify your three circles, mirroring at a personal level three questions asked :
-     What are you deeply passionate about?

-     What are you are genetically encoded for — what activities do you feel just "made to do"?

-     What makes economic sense — what can you make a living at?

jeudi 19 décembre 2013

DO YOU HAVE GROWTH MINDSET ?

Mindset is everything. If that statement seems too strong, consider that we bring these basic assumptions to every decision and action we make.
Left unexamined, they may unnecessarily restrict us or lead us in the wrong direction altogether. Perception may not truly be reality, but when it comes to how we approach challenges and opportunities, mindset determines the world we encounter and possibilities we apprehend. Achieving the power of pull requires us to make our assumptions explicit and examine them in different contexts — testing, challenging and refining.
In a fixed mindset, "your qualities are carved in stone." Whatever skills, talents, and capabilities you have are predetermined and finite. Whatever you lack, you will continue to lack.

In a growth mindset, "your basic qualities are things you can cultivate through your efforts...everyone can change and grow through application and experience." Qualities like intelligence are a starting point, but success comes as a result of effort, learning, and persistence.

jeudi 12 décembre 2013

BUILDING YOUR COMPANY'S SOCIAL NETWORK

Business can gain a lot from building social network but only you’re networking smart’

When it comes to building social network, you need to understand that there’s a lot of prep work to be done. You can’t just set up a Facebook profile for your company, tweet once or twice a day and expect public interest in your company to shoot through the roof.
Think about in this way: if you were in charge of your company’s booth at a trade show or conference, you wouldn’t just slap your company’s logo into a piece of poster, place your business cards on the table and hope for the best. Yet that is exactly how some company approach social media and that is why so many of these initiatives fail.

mardi 26 novembre 2013

BEHIND THE SALES FORCE

Companies that have winning sales forces start with excellent managers. Most sales organizations focus considerable energy to build a team of excellent salespeople, yet regrettably, they focus too little attention on building the management team, which is truly "the force behind the sales force."
Consider the following evidence :
Role definition: Most companies have a job description for salespeople, and many have a defined sales process specifying how salespeople should work with customers.
But too many companies don't do a good job of defining the more varied responsibilities of managers. Managers must play three roles — people, customer, and business manager — so they get pulled from all sides.
We hear all the time about "role pollution" in the manager's job.Without role clarity, managers execute tasks that are urgent or within their comfort zone, rather than focusing on what's most important for driving long-term performance.

vendredi 22 novembre 2013

LEADERSHIP BEGINS IN THE MAILROOM NOT IN THE BOARDROOM

First leadership role requires special skills: Once you get the call to serve in a leadership role, you need to make some adjustments to your library of skills
-     Delegate whenever possible. Give projects to the right employees and don’t micromanage them.
-  Hire employees who complement your abilities. You will limit your accomplishments hiring only people like you. When you hire individuals who have the skills you don’t, you will exceed your goals.

dimanche 17 novembre 2013

LE PROBLEME DE L'EVALUATION DU PIB DES PAYS PAUVRES

Les difficultés à calculer le PIB sont particulièrement aigues dans l’Afrique subsaharienne, en raison de bureaux nationaux de statistiques peu performants et de préjugés historiques qui brouillent des mesures fondamentales. Morten Jerven, professeur adjoint de l’université Simon Fraser, dans son dernier ouvrage, Poor Numbers : How We Are Misled by African Development Statistics and What to Do about It, démontre de manière convaincante qu’une partie importante des mesures de PIB que nous pensions justes ne le sont pas du tout.
Jerven note que plusieurs pays africains éprouvent des difficultés à mesurer la taille de leurs économies de subsistance et de leurs activités économiques non comptabilisées relativement importantes. Comment rendre compte de la production d’un paysan qui cultive et consomme ses propres aliments ? Si l'agriculture de subsistance est systématiquement sous-estimée, une partie de ce qui est perçu comme des facteurs de croissance, lorsque l’économie s’éloigne de la subsistance, peut ne refléter qu’une transition vers des activités qui sont plus faciles à calculer statistiquement.

jeudi 14 novembre 2013

THE REAL HEROES OF THE GLOBAL ECONOMY

Economic policymakers seeking successful models to emulate apparently have an abundance of choices nowadays. Led by China, scores of emerging and developing countries have registered record-high growth rates over recent decades, setting precedents for others to follow. While advanced economies have performed far worse on average, there are notable exceptions, such as Germany and Sweden. “Do as we do,” these countries’ leaders often say, “and you will prosper, too.”

IS ECONOMICS A SCIENCE

I am one of the winners of this year’s Nobel Memorial Prize in Economic Sciences, which makes me acutely aware of criticism of the prize by those who claim that economics – unlike chemistry, physics, or medicine, for which Nobel Prizes are also awarded – is not a science. Are they right?

One problem with economics is that it is necessarily focused on policy, rather than discovery of fundamentals. Nobody really cares much about economic data except as a guide to policy: economic phenomena do not have the same intrinsic fascination for us as the internal resonances of the atom or the functioning of the vesicles and other organelles of a living cell. We judge economics by what it can produce. As such, economics is rather more like engineering than physics, more practical than spiritual.


lundi 11 novembre 2013

BUILDING YOUR LEADERSHIP SKILLS: WHAT YOU NEED TO KNOW...

There are many myths about leaders, one being that “leaders are born and not made.” The truth is, several factors contribute to the development of a leader. Obviously, the leader’s personal qualities are important, but also critical are the needs of the people being led and the objective they are pursuing. Certainly, some personality types thrive better in leadership roles than others. Even so, the good news is that leadership skills can be learned. Moreover, leadership is never a finished product; it’s an ongoing process that needs continuous nurturing and refinement :  What you need to know…..
How can I be more of a leader in my job as an operations manager?
The fact that you’re in a management position means your leadership role is already established. If the people you supervise seem unmotivated or unproductive, it’s your leadership capability that may be in doubt. You or your team may need to display more energy and commitment, or you may need to think less about what you’re doing and spend more time planning how you do it. Think, too, about how your boss and those you supervise perceive you and whether or not their perceptions are accurate. Be sure to seek your boss’s input and advice.

BUILDING YOUR LEADERSHIP SKILLS: WHAT TO AVOID…

There are many myths about leaders, one being that “leaders are born and not made.” The truth is, several factors contribute to the development of a leader. Obviously, the leader’s personal qualities are important, but also critical are the needs of the people being led and the objective they are pursuing. Certainly, some personality types thrive better in leadership roles than others. Even so, the good news is that leadership skills can be learned.
Moreover, leadership is never a finished product; it’s an ongoing process that needs continuous nurturing and refinement. : What to avoid…
You Don’t Appreciate the Changes a Leadership Role Brings
People often try to maintain the same relationships they enjoyed before taking on a leadership position. Leaders, especially those in supervisory roles, must be careful not to let friendships interfere with good judgment. Be aware, too, that those who know you as a co-worker or peer may see you in a much different light once you become a leader.

BUILDING YOUR LEADERSHIP SKILLS : WHAT TO DO…

There are many myths about leaders, one being that “leaders are born and not made.” The truth is, several factors contribute to the development of a leader. Obviously, the leader’s personal qualities are important, but also critical are the needs of the people being led and the objective they are pursuing. Certainly, some personality types thrive better in leadership roles than others. Even so, the good news is that leadership skills can be learned. Moreover, leadership is never a finished product; it’s an ongoing process that needs continuous nurturing and refinement: What to do…
Understand the Various Kinds of Leadership Required
There are different types of leadership. Think of three shepherds:
-     The first opens the gate and walks through, allowing the flock to follow. This shepherd leads from the front.
-     The second shepherd stands behind the sheep and pushes or guides them through, demonstrating a supportive leadership style.
-     The third moves from front to back and sometimes to the middle of the flock, demonstrating an interactive leadership style.
Leaders cannot exist without followers, and the needs of followers change depending on the context. Knowing how and when to utilize different leadership styles can help you respond effectively, no matter what the situation demands.

dimanche 10 novembre 2013

IMPROVE YOUR MANAGERIAL SKILLS

Each year, thousands of people make the switch from staff engineer or scientist to manager and, although many of us look forward to the change, we find it frustrating once we get there.

When we were engineers, we were rewarded for our technical skills and labors in direct proportion to what we accomplished. But now, as a manager, our success is measured not by our own output hut by the output and productivity of the people we supervise. And that sense of not being in direct control can be a frustrating feeling.
 Fortunately, working with others and getting them to give you their best can be just as rewarding as technical accomplishments . . . once you get the hang of it. Here are tips that will help you to manage and to guide your people more effectively.