Laws about Blogging (Really – Legal Stuff!)
post # 370 — May 4, 2007 — a General post
If you blog, then you’ll want to read Aviva Directory’s “12 important US Laws About Blogging.”
Very important and very clearly written.
Passion, People and Principles
Career Strategies at 60
post # 369 — May 3, 2007 — a Careers post
I’m going to be 60 this year, and many of my friends / acquaintances are of a similar era.
Many have worked for big firms that have mandatory retirement policies in place, so a lot of people have moved on to new phases of their life: college teaching, pro-bono or charity work, consulting, getting involved in their industry association. Some have launched entrepreneurial ventures, completely separate from what they did in their previous employment. Very few are doing nothing.
It’s a strange transition. For myself, I find it hard to contemplate doing something totally DIFFERENT.
I have been so “invested” in my career choice (writing, speaking, consulting) that the notion that it may be time to do something different (or change the balance) is an unusual feeling, and I think many of my age-group feel it too. For example, friends in Big-4 accounting firms tell me that their firms put on week-long courses for partners in their mid and late 50s, asking “Have you thought yet about what you’re going to do NEXT?”
Next? NEXT?!?!
Who says I’m done with what I am doing? On the other hand, with each passing year, as is normal in any business, more and more competitors enter the field. As the ads say “Past peerformance is no predictor of future results.” How many of us can be Peter Drucker, truly productive and creative into our 90s?
But they tell us that if you made 60, the odds are you’ll make 85 or so, and most of that time able to work effectively.
Any reaction from other aging baby boomers out there? What do you X-ers and Y-ers think we 60-year olds should be doing? (Other than getting out of the way!)
Sincere thank you to all of you
post # 367 — May 2, 2007 — a General post
I like to recognize my readers and those who trackback to my posts every month so for April, here are your due credits — thank you for keeping this blog dynamic, and relevant to you.
I encourage each of you to click on the links of other participants. Check each other out!
Commentors
Pete Aldin, Jerome Alexander, Alisya, Allen, Amit, Andrea, Ariel, Charan Atreya, Barb, Ann Bares, Richard Becker, Richard Becker, Carol Bergeron, Wally Bock, Duncan Bucknell, Build An Ebook Empire, Tim Burrows, John Caddell, Shawn Callahan, James Cherkoff, Eric Christiansen, Todor Christov, Stuart Cross, Mark D, Daniel, Peter Darling, Krishna De, Mike DeWitt, Doc, Lance Dunkin, Heidi Ehlers, Ellen, Eugene, David Ewing, Brad Farris, Doug Ferguson, Franc, Charles H. Green, Lisa Guinn, Santiago Gómez, Ford Harding, Ted Harro, Ken Hedberg, Hemang, Michael Hjerth, Tom Hood, Amanda Horne, Dennis Howlett, Mike Hunter, S. Anthony Iannarino, Ilya, David Jacobson, John, John, Tim Khaner, Ed Kless, Howard Krais, John Labbe, Patrick Lamb, Listr, Luke, Stephanie Lunn, MHG, Javier Marti, Susan Martin, Max, Scott McArthur, Jim McHugh, Judy McLeish, Ann Michael, Andrew Mitchell, Cristian Mitreanu, Moisha, Janet H. Moore, Abhisek Mukherjee, EVDEN EVE NAKLÄ°YAT, Nancy, Gabriella ORourke, Dave PRouhet, Sameer Panchangam, Patmcgraw, Tamara Paton, David Phillips, Eelke Pol, Prem Rao, Tony Rice, Ric, John Riutta, Robert, Steve Roesler, Stephen Ruben, Michael Sampson, Stephen Seckler, Steve Shu, Linas Simonis, Carl Singer, Carl Singer, Ian Street, Bob Sutton, Will Swayne, Kathleen OBrien Thompson, Charles Tippett, Tom “Bald Dog” Varjan, Gene Turner, Peter Vajda, Veeraiah, Luis Villa, Coert Visser, Ashutosh Wakankar, Ms. Sabrina Waller, Ellen Weber, Hugh Williams, Liz Zitzow
Trackbacks
In Search of Perfect Client Service
International Lawyer Coach Blog
The New View From Object Towers
Three Star Leadership Blog (also: here
Is China Different?
post # 366 — May 1, 2007 — a Client Relations post
I’m doing a seminar in Shanghai next week.
I have never worked in China before (except Hong Kong, many years ago.)
My assigned topic is how to be “client-centric” (or client-focused.)
Does anyyone have any experience or insight to share?
Are the principles of “client service” different in China?
Are the specific tactics?
I know this is late to be asking, but, when it comes to client service, is China different?
Not Qualified to Manage – new managing videocast & audiocast
post # 364 — April 30, 2007 — a General, Managing post
In this, the 6th episode of my live videocast and podcast series, I argue that there are certain core qualities that a manager or managerial candidate must have from the start. These are qualities that cannot be learned or faked. They are matters of attitudes and character: beliefs, principles, values and the desire to help others succeed.
Audio Timeline
00:39 — Introduction
01:04 — Management: A passion for other people’s success
02:30 — It’s not about being “rightâ€, it’s about people
05:32 – Conclusion
You can download Not Qualified to Manage or sign up to receive new Maister Moments videos automatically with iTunes or other video players. (Click here for step-by-step instructions on how to subscribe.) My seminars are always available for download at no cost.
The War For Talent
post # 363 — April 27, 2007 — a Managing post
Apart from his own blog, Bob Sutton has a blog on the Harvard Business School Online Site
(Actually, he co-hosts other blogs as well, but let’s not go there because I’m intimidated enough already!)
On the HBS site, he announces that “The War For Talent Is Back†(did it go away?) and offers five lessons for discussion:
- Superstars are overrated.
- Great systems are more important than great people.
- Create smaller rather than larger pay differences between “star†employees and everyone else.
- The law of crappy people (great people will hire other great people, but mediocre people will hire even worse people because they are threatened by competent people) is probably a myth.
- The no asshole rule helps.
Here are some of my lessons / propositions for winning the war for talent:
- In hiring, never let the pursuit of volume get in the way of maintaining the highest possible standards.
- People want the opportunity to learn and grow: you must actively work to provide a variety of stretching, challenging experiences.
- Standards of people supervision and management are as important as standards of product or service quality: they should be monitored and enforced in the same way.
- Firms that try to win by hiring pre-existing, already-formed talent will never do as well as firms that are skilled in building talented people.
- Talent is over-rated: character and energy count for more.
***
What are some of your lessons for winning the war for talent?
What’s Our Deal?
post # 365 — April 26, 2007 — a Strategy post
I have a new article on my website called “What’s Our Deal?” It’s about “doing strategy” and it begins:
“At a recent conference, I heard a number of successful firm leaders describe how their firms had achieved significant growth and profitability. A common phrase used by each and every one of these firm leaders was “making sure that all the key people were ‘on the same page.’â€
Clearly, it was important that something was agreed to and shared among the members of these firms. But what? What does “being on the same page†really mean? And how is it done?”
To find out my views, you can read the article.
But what are YOUR views?
The Brazen Careerist
post # 361 — April 25, 2007 — a Careers post
Penelope Trunk, a/k/a The Brazen Careerist, writes one of the most enjoyable blogs around.
She writes so well that even if you’re not in her target audience (Generation X or Y), or currently in the market for career advice, she’s nevertheless worth making a daily habit.
She’s also just publishing a book, also called The Brazen Careerist, written in the same attention grabbing, helpful style.
Here, for example, is the opening of one of her chapters:
“Here is a message for people who say they can’t stomach office politics: you will die a slow, painful career death.”
Essential, fun stuff!
Public and Private
post # 362 — April 24, 2007 — a Careers post
Green Dot Life is a (very) unofficial blog for employees of Deloitte consultants.
Yesterday, this post appeared:
Hi Everyone!
I am considering whether or not to make the leap from Accenture to Big-D (yeah!). Can someone here help me to validate and/or to change this following statements?
1. Since Big-D is not a publically-traded company, it will be more generous than Accenture (a publically-traded company). e.g.
= in salary and the overall compensation packet;
= with expense policies;
= with “office perks” (e.g. beer fridge, snacks)
= with “team / social events”
= Required chargeability targets (e.g. 80% for managers? 90% ?)
= How geenrous the promotion process is – if there are “lots of bright people, ready for next step” (i.e. not just stopped at the “top 15% performers only”)
2. Deloitte probably has more prestige compared to Accenture (i.e. still retaining its “original big-4 image”, structure and corporate name), whereas Accenture has a lot more “airtime” and marketing success due to how much it spent on the Tiger Woods ads.
= But those “marketing success / awaress” does not necessarily lead to more revenues, profits or happier share-holders (for Big-D, happier SH’s are the Partners).
= Nor does the “prestige” of Deloitte brandname translate to more revenue all the time.
Agree? Please feel free to comment on any of the above proposed statements. THANKS! Hope to be joining you folks at Big-D soon!
Happy Senior Consultant
*****
What do the readers of this blog have to say in response? Would you expect the same differences as this person would between a publicly-traded professional firm and a privately-held partnership?
Managing Works – new managing videocast & audiocast
post # 359 — April 23, 2007 — a General post
In Managing Works, the 5th episode of live videocast and podcast series, I will provide you with a personal example of outstanding management practice. The ensuing analysis contrasts this example with the more common modes of management within companies. The result is clear: helping people to perform to their fullest is not about critique. It is about helping people to realize their own goals and motivating them to attain them.
The content is based on my article A Great Coach in Action.
Audio Timeline
00:40 — Introduction
01:03 — An example of fabulous management skills
06:04 — A comparative analysis of exemplary management skills vs. common management
14:31 — Conclusion
You can download Managing Works or sign up to receive new Maister Moments videos automatically with iTunes or other video players. (Click here for step-by-step instructions on how to subscribe.) My seminars are always available for download at no cost.