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Latest Posts

 
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Auditing Your Workplace Relationships

First published in 1989, Stephen Covey’s book The Seven Habits of Highly Effective People was life-changing for me in many ways.  I especially appreciated the concept of the Emotional Bank Account, even though it technically isn’t one of the “habits”.

Throughout my life, this simple idea of relationship “deposits” and “withdrawals” has helped me monitor the way I interact with others to ensure that my interpersonal “ledger sheet” is just as healthy as my financial one.

Not too long ago, there was a situation in my household where one of my children fibbed to me prior to bedtime. The next day, after discovering the truth of the situation, I found myself ever-so-slightly less trusting of answers being given from said child. I was shocked at my hasty conclusion– surely one fib does not a liar make! Luckily, I was able to recall the Emotional Bank Account and use the simple analogy to help the fibber understand that there had been a decrease in our Mother/Child trust account.

Yes, the “withdrawal” in the example above was small, but it reminded me how quickly our interpersonal resources can be ...

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Take the Plunge: How Easy Are You to Do Business With?

How easy is it for your customers who need help and answers to get them from you?

Three Principles for Creating Sustainable Recognition & Rewards Process

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3 Things You Must Say At Every Job Interview

A few unique job interview tips to make you the one they want.

This is a guest post by Thomas Taylor. If you’d also like to guest post here on JobMob, follow these guest post guidelines.

Job interviewers read and hear so many clich?s these days that they just about walk and talk in their sleep during the recruitment process. No more “I should get the job because I’m honest, hardworking, and reliable” — it’s time to say something different if you want to them hire you.

In job interviews, you’ve not just got to talk the talk. You’ve got to walk the walk. Here’s how with these unique job interview tips.

1) Give examples

It’s more than likely that you’ll never have met the interviewer. Somehow, though, you have to convince them that you’re the person for the job.

How?

You prove you’re not just blowing hot air, by supporting your answers with examples: of problems you’ve solved, of (good) results, of how you’ve turned things around in some way (if that’s the case).

Show that you understand the job requirements. Demonstrate that you know about the sector by highlighting key ...

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Smokescreen: Does Your Company Have Something to Hide?

Collusion 2
One of the important insights from the financial fiascos of the last few years is that senior managers and their company can’t always be trusted to act openly or ethically. The consequence of that is writ large: a huge number of people lost their jobs. Indeed, on several occasions, employees who lost their jobs have expressed their frustrations to me about their firm’s practice, telling me that they would never have guessed that of their firm’s leaders.

But then, as the conversation went on, they emphasized that a person at their level couldn’t possibly know what’s going on behind closed doors. Duhhhh. Sometimes we have to be shocked to see what was there all along.

The status of a firm and its managers is not nearly as obscure as many employees think. Furthermore, there are a number of clues to various kinds of financial difficulty or hanky panky that employees at any level can pick up.

Bankruptcy?
Here’s how I got educated on potential corporate bankruptcy. Back in the early ‘nineties, I had a number of long-term, development projects at Sunbeam in Boca Raton. Since a part of my development program involved 360 interviews, I ...

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Why Most Companies Fail at Innovation (And What to Do Instead)

Recognize This! – Innovation is not just the big, market-transforming end result, but the little ideas along the way.

What’s the most powerful word in business today? Innovation.

Read any blog, any news source, any prospectus and you will quickly stumble over “innovation.” How the company pursues innovation, how innovative the products are, how “innovation” is a core value of the company. And this is all well and good – innovation truly is what propels industries and markets ever forward.

But the real question smart companies should be encouraging every employee, in every role, to ask is: “What can I do, in what I do every day, to be more innovative? How can I innovate our product, our service approach, to better serve our customers, change the market, or push the company forward?”

Unfortunately, too many people think innovation is too big for them or “not in my job description.” I believe that’s because we as leaders have failed to explain what real innovation actually looks like. David Steinberg, chief executive of XL Marketing, gives a much better definition of innovation in a recent New York Times ...

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Star Trek Out of Darkness and Into Enterprise Mobility

This article originally appeared: What Star Trek Can Teach Us About Enterprise Mobility, Citrix Online


Photo courtesy of: Legoagogo via Flickr

Being on the Starship Enterprise was like being in the workplace of the future. In fact the Enterprise operated with the same challenges that enterprises face today. Everyone had lots of devices, needed access to lots of different apps and desktops from these devices, and the ability to share data and do this with complete security and control. On top of that, everyone wanted the ability to work at any time, from any device and from anywhere. The Enterprise was definitely the workplace of the future.

Let’s take a step back and actually put this into context. On your average Star Trek work day the following occurred:

  1. The entire Enterprise crew used communicators (remember those Tricorders), various devices, monitors and screens of all shapes and sizes to access the apps and data required to get their jobs done. In other words, they needed a client that could be installed on all these devices, connect to a centralized backend system, deliver all these different apps and customize it to the form factor they were ...
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Telecommuting Doesn’t Have a Major Impact With Employees

(Editor’s Note: Today’s post is brought to you by Allied Van Lines, a leader in the moving and storage industry with more than 75 years of experience. For a second year, they are championing a research project, Allied HRIQ, aimed to provide business professionals with data on current workforce trends. I’m honored to be working with Allied again and hope you find the information interesting.)

A few months ago, Yahoo! President and CEO Marissa Mayer banned telecommuting. The response uproar backlash was swift. Experts from everywhere said telecommuting is essential to employee satisfaction and engagement. Some said this was the first sign of the apocalypse. All right – you caught me. No one really said that … but you would have thought the world was coming to an end given all the media attention.

Allied, Allied Van Lines, Allied HRIQ, telecommuting, flextime, employees, balance, logo

Let me toss an idea out there. Maybe telecommuting isn’t the utopia we think it is. Or that it’s been hyped up to be.

By definition, telecommuting is when employees do not travel to a central place of work. Telecommuting is also referred to as telework or remote work. Typically when a person telecommutes, they’re working from home. So ...

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Passion Like A Winemaker?

Recently we were in San Francisco interviewing a new candidate for our computer engineering and support team. We had the opportunity to extend our trip to visit some of the vineyards in Sonoma and Napa Valley. We visited five different wineries and had the chance to meet the owners and winemakers at each of the vineyards.

There was one common theme between all of these individuals.

Extreme passion for their work!

Even while in the surreal environment of Napa Valley, I found myself wondering; why can’t organizations create engagement in their workforce similar to the passion that a winemaker brings to his or her work?

I can tell you not one of these winemakers talked about how much money they were being paid, or how much they were making. While certainly they are all running businesses, they speak first about the love for what they are doing. Not about the financial returns that their work produces.

If you think about it, these owners and winemakers get a lot of feedback, attention and recognition when they produce a quality product.

I think everyone has a need to be positively noticed.

To back up my common sense, I’ll cite a recent survey where 78% of ...

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Leave Your Tech Gadgets Behind

Smartphones

Tucked away in Monday’s NYTimes business section is a highly significant—no, immensely practical—recommendation. The article by Nick Bilton initially describes the work practices of Robin Sloan, a former media manager at Twitter. As you can imagine, Sloan once taught news outlets how to use the hottest social media tools. But does Mr. Sloan follow his own recommendations? NOPE! He owns an old Nokia phone with just one application: making phone calls. He also takes notes with pen, paper and notepad. And—he reads books printed on paper—not the Kindle or the IPad.

It may be technical heresy, but it’s a very smart way of living your work life. Sloan found that his IPhone and other technologies were getting in the way of his book writing, so he simply got rid of them. I found it was more important and more productive for me to be daydreaming and jotting down notes. I needed my idle minutes to contribute to the story I was doing, not checking my e-mail , or checking tweets.

So I asked my Millennial protégé, a highly responsible project manager, about his use of gadgets. “I use my phone for talking and ...

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So how do you show that you can learn and adapt – and master – constant change?

My colleague, Bill Brandon, brought Brian Hall’s post 10 Technology Skills That Will No Longer Help You Get A Job to my attention when I was looking for feedback on what the most relevant and valuable professional development needs are of today’s training and learning technologies practitioners. Hall’s post ends with this:

“To justify any salary, it’s not only about what you know – now – but what you can learn going forward. The key to a long career in Silicon Valley, or anywhere in the tech world, is showing that you can learn and adapt – and master - constant change.”

OK, I’m nodding. It’s easy to agree. But how do you show that you can learn and adapt (and master) constant change? Do you just keep crossing out and adding on like this to show you can adapt to to change?

  • Adobe Flash Developer/Designer  HTML 5 Developer/Designer

Mastering constant change is not illustrated this way. I’m reminded of a JFK quote:

“And our liberty, too, is endangered if we pause for the passing moment, if we rest on our achievements, if we resist the pace of ...

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