- What Color is Your Parachute by Richard Bolles, Ten Speed Press, $16.95
- Resumes for Dummies by Joyce Lain Kennedy, IDG Books, $12.99.
- Knock Em Dead by Martin Yate, Adams Publishing, $12.95.
- Job Searching Online for Dummies by Pam Dixon, IDG Books, $24.95.
- Cover Letters That Knock Em Dead by Martin Yate, Adams Publishing, $10.95.
- Resumes That Knock Em Dead by Martin Yate, Adams Publishing, $10.95.
- Do What You Are by Barbara and Paul Tieger, Little, Brown & Co., $16.95.
- Cool Careers for Dummies by Marty Nemko, IDG Books, $16.95.
- Discover What You Are by Linda Gale, Fireside, $13.00.
- Job Interviews for Dummies by Joyce Lain Kennedy, IDG Books $12.99.
Posts tagged Greg Hutchins
Knowing what value you add to your employer or customer is probably the most important thing you can know about your work and career. In an operational sense, adding value means having the appropriate abilities and aptitude to develop and deliver cost-effective products or services. But, the value-added concept also includes principles, values, and attitudes.
The knowledge and learning organization is the new competitive paradigm that impacts all of us. Companies are asking how they can improve their competitive advantage specifically revolving around organizational learning and knowledge management. The thinking goes like this:
Brand U’s hold a wealth of knowledge, skills, abilities, and experience about their companies, products, core processes, and customers. Securing and managing this knowledge is now recognized as essential for organizational profitability.
Does moving from job to job add Brand U value to the new employer? The assumption is it does. However, the risks are higher for both parties. Intellectual property is more valuable and portable as Brand U’s with ideas and knowledge can take them to new employers. What can a company do? More are aggressively attempting to protect ideas with noncompete and confidentiality agreements.
Brand U’s have discovered this painful truth about project management. Brand U project leadership don’t come easy. Too many project managers know project techniques and technology but are people challenged.
Lack of people abilities is the major stumbling block and some would say the major career killer of senior project managers because most spend more than half their time dealing with interpersonal issues. You can be the best project technician in the world but if your team doesn’t trust you, you’re toast.
The formation of a Brand U team involves both process and product. The process of team building includes chartering the team, selecting team members, building consensus, negotiating team rules, resolving conflicts, encouraging involvement, ensuring fairness, monitoring progress, providing direction, and reinforcing progress. The product of a team is its deliverables, its results. The team may have to solve an intractable problem, implement systems, or gain ISO 9000 registration. The list goes on. Bottom line: the team has a measurable, deliverable objective.
Only a few people may report directly to the project manager who may have no formal position power or authority. This person leads through influence and example. This person knows how to negotiate, resolve conflicts, create coalitions, understand/satisfy individual needs, and be the consummate political player.
The history of technology is full of neat ideas that just didn’t cut it. Sometimes, the customer had unrealistic expectations. Sometimes, the development team was clueless of what the customer wanted. Sometimes, they didn’t connect. These techno-turkeys include all types of products and inventions
One of the only ways to compete is with technology.
John Beakes, Industrialist
The first person gets the oyster; the second person gets the shell.
Andrew Carnegie, business person
Tom Peters, the management guru, has stressed for years that customers need to be delighted, amazed, and even wowed. Simply meeting customer requirements won’t differentiate a Brand U or his or her products from the competition anymore. To surpass expectations, the Brand U listens very carefully to customers so they’re pleased at the moment of the sale and throughout their history with the product.
Brand U’s offer excellent customer service and that’s what separates the Brand U from the typical solid employee. Brand U’s focus on:
- Customer empathy and understanding customer requirements
- Tangible characteristics including facilities, equipment, and appearance of customer service personnel
- Dependable and accurate performance
- Customer service responsiveness
- Service personnel courtesy and competence which instill trust and confidence