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Il 17 e 18 novembre scorsi si è svolto a Milano, su iniziativa di Knowità, il Top Management Forum incentrato sul tema Eseguire linnovazione. Come. Le leve per realizzare il cambiamento e competere. Come spiegato da Alessandro Saviotti, Amministratore di Knowità, in uno scenario in cui spesso prevalgono dati negativi sullandamento del nostro Paese, le imprese non possono esimersi da una profonda riflessione sui requisiti indispensabili per dominare il futuro nei prossimi anni e non esserne invece travolte.
Linnovazione rappresenta la vera sfida per cogliere le opportunità future, il motore della crescita industriale e la principale risorsa per la competizione globale. Lobiettivo del grande evento annuale dedicato al Top Management è quello di presentare alle imprese italiane opportunità dinnovazione e spunti di riflessione per rilanciare la competitività, sviluppare nuovi prodotti o servizi, gestire relazioni complesse, creare strategie per posizionarsi sui mercati nazionali e internazionali, promuovere e cavalcare la ripresa sostenibile. Nellambito del Forum si è svolta anche uninteressante tavola rotonda moderata da Nicola Saldutti, giornalista del Corriere della Sera, e focalizzata sul tema centrale dellevento: linnovazione. La riflessione dapertura, proposta da Marina Salamon, Presidente del Gruppo Alchimia, è stata dichiaratamente ma realisticamente amara: ci troviamo tutti a dover gestire un Paese in declino dal punto di vista demografico, culturale, della voglia dintraprendere. Un Paese in cui cè un fortissimo bisogno dinnovazione (che non deve essere limitata alla sola tecnologia) e in cui si afferma spesso un capitalismo familiare che va a scapito della meritocrazia. Paolo Perino, a.d. di BTicino, ha ricordato che un tempo linnovazione veniva concepita esclusivamente a livello di progettazione, con competenze aziendali molto specifiche e per certi versi tenute chiuse: oggi sarebbe rischioso limitarsi al processo ereditario, rispetto al quale deve invece imporsi un interscambio dinformazioni su tutto ciò che riguarda il sistema prodotto. Nessun segreto: mettiamo tutto a disposizione e creiamo un circolo virtuoso che acceleri il processo innovativo. Fiorenzo Bellelli, Presidente di Warrant Group, si è dichiarato concorde sul fatto messo in risalto anche da Marina Salamon – che linnovazione è direttamente insita già nel modo di porsi sul mercato e ha sottolineato quanto sia importante fare ciò che il mercato stesso chiede, non quello che riteniamo possa chiedere. Massimo Marotta, a.d. di Black & Decker Italia, ha ricordato che si deve andare oltre il semplice rapporto cliente/fornitore e ha rimarcato limportanza del territorio, luogo di scambio di conoscenze e di generazione didee. Massimiliano Magrini, Fondatore e Managing Partner di Annapurna Ventures, ha giustamente valorizzato anche lindividuo, precisando che si tende a porre sempre laccento sullidea, mentre a contare ancora di più sono le persone che le idee le hanno: è su di esse che vogliamo investire. La tavola rotonda è stata chiusa da Olivier Fécherolle, Directeur Général France & CMO di Viadeo, che si è soffermato sullesperienza francese nellambito dellinnovazione e su quello che ne può derivare come insegnamento.
Check this post Strategic Self-Promotion: 8 Rules for Marketing Yourself from THEsmallCOMPANYBLOG:
On occasion, the workplace can be a confusing and frustrating place for a small company manager. Have you ever volunteered to lead an upcoming high-profile initiative, only to see someone else be selected for no apparent reason? Have you ever interviewed for an internal position higher on the organizational chart, then not been selected even though you meet 100% of the requirements? Have you ever added a big number to the company’s bottom line and not received any credit for your efforts—even though it was YOUR hard work and innovative thought process that made it happen? When these situations arise it is easy to assume that your work is not appreciated, or that something (or someone) internally is working against you. But more often than not, the answer is much simpler: small company owners and CEOs are notoriously bad at saying “Thank You” and giving outward credit to people who work hard for them.
So exactly what does marketing yourself and your accomplishments entail? Should you openly brag about yourself to your co-workers, point out every good thing you’ve ever done to your boss, and hand the owner or CEO of your small company an up-to-date resume? Not exactly. But I am hoping you understand that a little periodic self-promotion—done in a subtle way—can help you get where you want to be from a career standpoint. With that in mind, I have assembled a few of my most valuable ruls for marketing yourself and your accomplishments within your organization; no matter what you happen to do for a living.
Rule #1: Understand Your Audience. Whether you manage a marketing department, a product development department, the Accounting function or the entire operation, there is a principle for marketing yourself that is more valuable than the rest: know who you’re speaking to. Does your boss prefer to communicate via e-mail or verbally? Does she respond better to statistics or written reports? Does he get more excited to know that the company has saved money or made money? What time of day is your boss most open to a quick note or conversation? Knowing this information can do nothing but help you in the long run.
Rule #2: Establish a Regular Pattern for Your Communication. Instead of surprising your boss with a positive report when she least expects it—and is most likely to forget—establish a regular pattern of positive communication. Early afternoon on Friday is typically a good time to send a positive report, because your boss might actually have time to read and absorb it. But whatever time you choose, be consistent from week to week. In time, your supervisor will not only come to expect your “Friday Good News,” she will actually look forward to it.
Rule #3: Paint Only the Big Picture. When you finally decide to approach your manager with some positive news, be careful to not inundate him with details. Statements like “our most recent product was released 3 months early” or “employee turnover in my departments has been cut in half over the last two years” are about as detailed as you should get when it comes to your personal accomplishments. You can always offer to provide your manager with more information at a later time if requested. And there’s one more advantage to leaving out the details—it gives your boss an excuse to stop by your office for a POSITIVE conversation about your performance, which of course we all need more of these days.
Rule #4: Present the Good, but Resist the Temptation to Embellish. Once you become comfortable communicating your accomplishments to your boss on a regular basis, it actually becomes fun. But at the same time, it can be tempting to push the boundaries and blur the line between what is expected in your role and what is considered an extraordinary accomplishment. Resist the temptation to point out that you met your revenue goal for the year, or that you completed a major project on time, or that a planning document you have been working on for several months is now complete. As difficult as these activities can be, do not forget they are an expected part of your job.
Rule #5: If You Can’t Back it Up or Don’t Believe it 100%, Don’t Report It. I can’t explain why, but it has been my experience that small company owners and CEOs are inherently suspicious of good news. Maybe it’s because they’ve been burned so many times in the past. Or maybe it’s because managing by exception (only communicating with employees when there’s a problem) is a more comfortable style of management. Either way, you can be 100 percent certain that the receiver of your positive report will, from time to time, question you about it—extensively. If you’re not comfortable walking through your report step-by-step with the person who signs your paychecks, don’t bother.
Rule #6: Use Charts and Graphs—In Color. If you actually want your boss to read what you’re making available to her, try to avoid lengthy written reports, documents with paragraphs, and even reports with long sentences. Wherever possible, presenting information in a succinct, graphical-based format makes your news easy to review, understand and absorb. And in the absence of charts and graphs, don’t discount the value of a quick e-mail with a handful of short bullets. We all have a person in our lives who sends e-mail that we immediately delete or archive, because the message is usually too long to read. Don’t become that person! And using a splash of color once in awhile in your charts and graphs (don’t push it) immediately indicates to your boss that your information is important, and that you put some time and effort into assembling it.
Rule #7: Take the Opportunity to Make Your Boss Look Good. Are you looking for a sure-fire way to make your boss excited to receive your regular positive updates? Focus on providing timely, succinct and well-formatted reports she can use to enhance her reputation with HER boss or peers. As you create your reports, ask yourself this question: “Based on the content and format of this report, could my boss pass this on to the owner of my company, or to an executive from another small company?” If the answer is no, spend a little more time working on it. A good manager can obviously complete his job at a high level . . . but a good employee figures out ways to make his boss look good in the process.
Rule #8: Market Beyond Your Own Department. Here is a fact that might surprise you: your direct supervisor is not the only person you should be marketing yourself to. Although formal and written communication to anyone but your direct supervisor could land you in hot water, there is no rule against mentioning you and your departments’ successes to people outside of the department. Today’s peers could be tomorrow’s employees, managers, or even company owners—and the more people who know you’re extremely good at what you do, the better.
As a small company manager there are literally dozens of reports you are expected to maintain and turn in at any given time. But today I need you to add one more report to your regular routine—the one that highlights YOU as a great manager. If you regularly go the extra mile or continually find innovative ways to bring revenue into the company, you have the right—and the obligation—to let someone know about it. If you do something great for your company, don’t be afraid to tell someone!
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Quello che stai per leggere ti sembrerà molto interessante, specialmente se sei giovane. Ad Arezzo il 3 dicembre, presso la Sala delle Muse, si svolgerà #Generazioni 2.0, un’edizione speciale di ToscanaLab dedicata ai giovani.
Post written by Leo Babauta.
It was only a couple years ago that I was completely focused on goals … and I accomplished a lot by setting and working on goals.
I ran several marathons, lost a lot of weight, got out of debt, started a fairly successful blog … the list of goals I achieved is long. These days, for more than a year now, I’ve pretty much given up on goals, though I’m still learning how that works.
The question most people have is: how do you achieve anything without goals? And the short answer is: the same way as you always did — get excited about something and do it!
how we really achieve
Goals take credit for our accomplishments, like a bad boss does in the company’s annual report. But we all know who did the work to get those accomplishments — the workers. The boss just acted as a taskmaster but mostly got in the way with a lot of pressure and asking for time-consuming reports.
Goals are the same: we give them a lot of credit for our accomplishments, but they didn’t do the work. They might have given us a direction, but in the end, the work is done on a daily basis. Goals also require that we do a lot of admin work — assess and report on how we’re doing with our goals, etc.
But remove goals from the picture and look at the gritty details of how work gets done and accomplishments happen:
- You get excited about something. Sometimes that’s through setting goals, but it could be other ways: inspiration from someone else doing something, setting a challenge for yourself, joining a group doing something exciting, or just waking up and wanting to do something great. Or you put on ‘Hey Mama’ by Black Eyed Peas and start shaking your booty and want to get moving.
- You take action.
- Maybe you report your new thing to others — on your blog or Twitter or Facebook or an online forum, or just telling your friends.
- You might make it a part of your life for a little while.
- You take more action.
- You tell people about how you’re doing.
- Pretty soon you’ve done something amazing.
Notice that goals are only one way to do this.
with or without goals
A minimalist blogging friend, whom I respect, said in a little discussion on this yesterday that he accomplished a lot with goals — and that’s true. But I believe he would have accomplished great things even without goals — they just might not have been what he expected.
He also said, without goals, a lot of people wouldn’t do anything — which I don’t believe is true. Freed of goals, I highly doubt that most of us would just sit around doing nothing. That would bore us — interesting, talented people want to do something. So we would — we’d get excited and create. Sure, there would be a few people who sit around doing nothing — but those people are setting goals for themselves and are sitting around not achieving those goals, and feeling guilty about it.
That’s the thing: even with goals, some people aren’t going to achieve anything, because they haven’t figured out how to motivate themselves. Goals don’t do that for you — they just make you feel guilty that you haven’t gotten them done. And even without goals, people who are motivated are people who will get excited and do stuff. They’ll accomplish something great, no matter what.
I’ve done just as much without goals as I did with: I’ve self-published my latest book, moved to a city, given up my car, created bootcamps for bloggers, gotten in better shape than I’ve ever been in, read a ton of books, created another blog, eliminated ads on Zen Habits while making it more profitable than ever, and countless other things I won’t even mention.
A few years ago, I did a post talking about your life’s purpose: The Key to Dying Happy.
It’s still a good method, but I don’t do it anymore. That doesn’t mean the things I set out as my purpose aren’t important to me anymore — I just go about doing them differently. Let’s take a quick look at how I do that. From the post:
- He was an amazing dad.
- He made his wife happy.
- He was a good, compassionate person.
- He made the lives others better (especially those in need).
- He was a great writer.
- He was happy.
Here’s the remarkable thing — you could say those things about me right now. I mean, whether I’m a great writer or whether I make the lives of others better — those are debatable, sure. But I definitely try: I’m happy, and I do my best every day to be a good father, husband, writer and compassionate person.
So I’m not so focused on the end of my life — but on right now. Instead of setting these goals for the end of my life (which I did several years ago), I get excited about all these things, right now, and do them every day because I’m excited about them. I love being a dad, a husband, a writer, a friend. I absolutely get up excited about these things every day, and am grateful I have the chance to do them.
get excited and do things
Goals keep you focused on something in the future, instead of being present and enjoying what you’re doing right now. Goals keep you fixed on one path, which might not be the best path in a week or a month or a year. They keep you fixated on one thing, rather than being open to new opportunities, being flexible as the landscape changes, being free to pursue something you’re newly passionate about rather than sticking to something you’re tired of.
Being liberated from goals means you will always be excited about what you’re doing. And yes, you’ll accomplish things. You’ll get somewhere great — you just might not have known you’d ever end up there when you started.
Get excited, and do stuff.
Also: shake yo bambama.
Check this post 5 Reasons Facebook Will Be the 2012 Marketing Requisite from Social Media Today:
Often unhappiness is created through analysis or resistance. Primary resistance is non-acceptance of the past, the future or the present moment.
Analysis – having to enquire if and why you are happy encourages the search for reasons or conditions. The search for the “right” set of conditions creates infinite seeking. Expecting the outside to fix and fulfil the inside.
The alternative is “happy for no reason”. Acceptance of and surrender to the past, the present and the future. Acceptance of what you can and can’t change. Embracing impermanence and practicing positive and unconditional daily living.
“If only” is a detour away from reality – if only the sun would come out, if only I weighed less, if only I could stop aging! Through surrender you can change the things you can change and accept the things you can’t change. Through surrender you can acknowledge the self-created reasons for your resistance to happiness. Acknowledge the choices you are making that cover up your happiness. It takes total surrender to sense the happiness that already exists within and beneath your resistance to happiness.
There is no magic switch; it takes daily and moment by moment peaceful surrender and acknowledgment of your choice making both in thoughts and actions. It also takes acknowledgment of your wrong choice making thoughts and actions.
Resistance to the happiness that already exists within you is created by choice of thoughts and actions.
What might happen if you stopped having to analyse if and why you are happy?
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