The Context Machine

Project management software can be truly helpful to any business. The software program can help you to keep track of what work is being done by whom on any specific project, even if the people involved are expanded across many various sites in various locations. Choosing the right software package can make a difference in how easy this is to do. Because of this, there are a number of various things you should consider before purchasing your solutions. Just about anyone looking into the features of web based project management software will find that it is contrived to accommodate any company.

It is also a good idea if all documents and materials that are germane to the project is stashed away in one location by the project management software package. This way everyone will know where to go if they are looking for a specific document that they need to reference. When there is a record of all the emails sent about a project you can also have accountability since there is a copy that can be matched to see what was said and when it was said. It is favorable if all aspects of a project, from budgets to time, resources, and issue tracking are all handled by the same project management software.

Success in the modern business environment depends to a great extent on effective people management skills. With a little effort you may succeed in learning these skills. Having a intuitive affinity for getting along with people and forging relationships can be an advantage, but there are numerous things you can do that will simplify the process.

Relationship Development: Begin by remembering the names of the staff. Engage in conversation; make eye contact when you’re talking. Do be respectful, and listen to everything the other individual has to say, irrespective of whether you are in agreement or not. The development of listening skills is among the greatest things you can do to develop your talent management skills. Exhibit interest in what people can contribute to the team. Exhibit integrity: Keeping your promises is key. If a promise is not kept, it can ruin trust, and if they don’t trust you your staff certainly won’t offer their best. When you make a statement or make a promise, do be sure that you can deliver or it would be more sensible not to give your word at all. To be frank, when you can’t be counted on, you can be certain they will act in the same fashion. Feedback is essential: It’s a two-way street. People management skills mean having an open mind to all feedback. If you are willing to prove that you are approachable and receptive, you establish that other people’s ideas count, your thoughts will be appreciated in the same fashion. Supporting conversation also opens doors to fresh ways of thinking, ways of achieving the mission of the company, and strengthens the company dynamic. If your co-workers can express themselves, each team member invests in the outcome. Promote all sorts of communication: Communication is fundamental to managing people skilfully. Keeping an open door policy, listen intently to people, be open minded, and permit all your staff a chance to speak. Inspire staff not only to communicate with you, but also to speak to each other. The sharing of thoughts is essential in the creative process, and in listening to one another, it becomes simple to discover any issues before they present problems, permitting corrective measures to be put in place to prevent any further problems. Some time will be necessary, even so the payoff is worth it. By promoting a good team dynamic and demonstrating effective listening skills, you can achieve the best in business success.

Success in the modern business environment depends on the efficient management of individuals. You can succeed in developing these techniques. Having a intuitive affinity for getting along with people and building relationships is a plus, but you can do many things to help the process.

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Relationship Development: Start by remembering staff’s names. Talk to employees; look people in the eye during a conversation. Show respect, and listen to the other person’s point of view, regardless of whether you agree or not. Listening to everything others have to offer is one of the most important people management skills in your arsenal. Be sure to show interest in what people can contribute to the business organization.

Exhibit integrity: Do not make promises you won’t fulfill. When a promise is broken, it will destroy trust, and if they can’t trust you people certainly won’t give you their best. When you say something or make a promise, make sure you can keep your promises or don’t bother giving your word at all. To be honest, if you can’t be counted on, your team can’t be relied on to be there when they are most needed. Feedback is important: Feedback should be a interactive process. Having an open mind regarding other people’s opinions is an important skill in effective talent management. Being accessible and open proves that other’s views matter to you, your views will be respected in the same way. Supporting open conversation also boosts development of creative trouble-shooting, innovative ways of fulfilling the mission of the business, and develops the company in general. When team members are given a voice, the outcome becomes important to each team member. Communicating is essential: Communication is the key to dealing with employees with skill. Keeping an open door policy, use listening techniques, encourage feedback , and allow team members a chance to speak. Encourage team members not just to speak to you, but to talk to each other. The creative process depends to a great extent on the interchange of ideas, when the team communicate openly, it is simple to find any issues before they might become problems, allowing corrective measures to be put in place to prevent further problems.

Some work will be needed, even so the rewards are worth it. By encouraging a good team dynamic and taking on board what your team has to offer, a successful business can be yours.

Efficient people management is important in attaining the best in your business success. These skills can be improved and learned. Having a natural affinity for dealing with people is an advantage, but you can do numerous things to make the process simpler.

Developing relationships: Start by using staff’s names. Speak to employees; look co-workers in the eye when you’re talking. Have a respectful attitude, and pay attention to everything the other individual has to say, irrespective of whether you agree with them. Paying attention to everything staff say is one of the most critical talent management skills you can learn. Be sure to welcome any contributions from team members.

Live up to promises: Don’t give promises you will not keep. When you don’t deliver on what you have promised, the delicate bond of trust is fractured, and if they do not trust you your staff won’t perform at their best. Everytime you make a statement or give your word on something, ensure that you can follow through or it would be more sensible not to give your word at all. The truth is, if you can’t be depended on, your staff will not be there when they are most needed. Be open to any comments: It’s a two-way street. Talent management skills mean keeping an open mind to all feedback. Being approachable and open establishes that your co-worker’s ideas count, your views will be respected in return. Honest discourse in addition furthers innovative ways of thinking, original ways of accomplishing the goals of the company, and strengthens the team dynamic. If your employees can express their opinion, each member of staff takes an interest in the outcome.

Communication is the key: Communication is central to dealing with employees skilfully. Maintaining an open door policy, utilize good listening techniques, encourage employees to share ideas, and permit all of your employees an equal voice. Staff should be inspired to talk to one another not just with you. The creative process depends to a great extent on the interchange of opinions, and in communicating with one another, it becomes much simpler to discover any issues before they present as problems, permitting corrective action to be put in place to prevent any further problems. Some time will be necessary, nonetheless the dividends achieved far outweigh the work. Through promoting a good team dynamic and developing good listening techniques, a flourishing business will be yours.

Nowadays some companies feel that, by supplying their staff with some education in workplace safety, they are well prepared to manage an emergency. The reality is that, irrespective of the industry you’re in, staff require more than simply a basic education in health and safety legislation. You need to provide your employees with competent supervision, not to mention provide the right safety gear and give them the chance to practice.

Someone in a supervisory job has an even bigger function to perform than simply overseeing the shop floor. Whomever you employ as the supervisor requires good people skills and additionally see health and safety instruction as fundamental.

In addition to checking compliance with health and safety legislation, the employee supervising also needs to make sure that employees perform every task efficiently. This isn’t a simple undertaking. Excellent product knowledge is an essential for a supervisory role in addition to an in depth comprehension of current legislation with regard to safety, risk assessment and first aid.

Simply having basic training in health and safety isn’t sufficient for your employees. They have to have practical experience of risk assessment and the recognition of hazardous areas. Employees must know how to deal with hazards as well as how best to act when disaster strikes. Your staff are only protected when their training and procedures have become second nature.

Education is in reality useless if you don’t have the necessary safety apparatus. If they do not have the right gear or alternatively if they discover that equipment is not functioning properly in an emergency situation, the safety training they have completed is wasted. You must check each item often to make sure that all the essential apparatus is there and that it is all in a good state of repair. When piece of equipment won’t come up to the relevant criteria, have it mended or call out a maintenance engineer as a matter of urgency.

Proper health and safety instruction is critical to the well-being of your employees, but they must have the right supplies, regular practises, and a supervisor who can motivate your staff. If you take this advice you will find health and safety legislation will become a normal component of life in the workplace and no longer an inconvenience that staff have to try to remember.

A thriving business depends on efficient people management skills. People management may be improved and studied. Having a intuitive affinity for communicating with people and building relationships can be a plus, nevertheless there are a few things you can learn to make this process simpler.

Relationship Development: Remembering individuals by name can be a start. Encourage conversation; make eye contact during a conversation. Do be respectful, and be sure to be attentive to what the other individual says, regardless of whether you agree or not. Paying attention to what staff say is one of the best human resources management skills you can have. Be sure to show interest in what they can offer the business. Exhibit integrity: Keeping your promises is fundamental. If your word is not kept, it can destroy trust, and people won’t give you their best efforts without trusting you. Everytime you give a commitment or give your word on something, you are squandering your time and effort unless you keep your promises. You’ll find, if you can’t be counted upon, you can be assured they will act in a similar manner.

Be open to feedback: It’s a two way street. Talent management skills mean having an open mind to all feedback. Being approachable and open proves that you value other’s opinions, your ideas will be valued in return. Promoting discourse in addition promotes new ideas, ways of fulfilling goals, and develops the company in general. If team members have a voice, each employee takes ownership of the project’s outcome.

Encourage communication: People management skills boil down to one thing — good communication. Keeping an open door policy, listen closely to other people, welcome all sorts of feedback, and permit all your staff a chance to express their views. The team should be inspired to speak with one another as well as with you. The creative process relies a great deal on the open exchange of opinions, if the employees communicate efficiently, it is much easier to spot any issues before they could present problems, permitting corrective measures to be taken early to prevent further problems.

Acquiring these skills can require time, nonetheless the rewards far outweigh the effort. Through establishing the bonds of a good team and taking heed of your team’s ideas, a successful business can be yours.

A consultant is a professional who provides expert advice in a particular area of expertise such as IT, management, marketing, or finance etc. Consultants identify companies’ marketing or business needs, and they help companies improve their performance and profitability by analyzing existing business problems and developing future strategies. They help determine the most effective marketing and business solutions to your business, as well as the best ways to execute these solutions for the betterment of your business. Consultants generally use formal methodologies to analyze problems or to suggest better ways of completing business tasks. Consultants help execute your business plan and strategies, allowing you to focus on other important business issues and business meetings.

Management and business consulting grew rapidly in the 1980s and 1990s with industry growth rates of 20%. Consulting is highly cyclical and is sensitive to general economic conditions. The consulting industry declined between 2001 to 2003, but has been experiencing some growth since.

Nowadays there are three major types of consulting firms. One type is the larger consulting firm that offers a wide variety of consulting services, ranging from IT consulting to management consulting. Another type is the established management and strategic consulting firms that focus mainly on management consulting that covers any specific industry. Yet another type is the smaller boutique consulting firms with consulting focus and expertise on specific industries or technologies.

The more established consulting firms today include Arthur D. Little, a general management consulting firm; Booz Allen Hamilton was the first consulting firm to serve clients in both the government and the industry; McKinsey & Company, was one of the first pure management consulting firm and currently leads the field. It was also one of the first consulting firms to hire graduates of top MBA schools rather than hiring experienced industry personnel. Boston Consulting Group brought an analytical approach to the study of strategy and management. Bain & Company introduced its focus on shareholder wealth. Traditional accounting companies such as Arthur Andersen and global IT services firms such as IBM also set up consulting departments.

Businesses or companies can engage a business or management consulting firm or an individual business consultant who will draw up suitable business plans and strategies and implement them. Consultants are generally well paid with some business consultants charging $150 per hour, and sometimes even as high as $2,000 per day for their services.

“I didn’t have 3000 pairs of shoes. I had only 1600 pairs.” Imelda Marcos

Everything’s relative. A million dollars sounds like a lot of money to someone who
makes an average salary, but it’s a drop in the bucket to a Warren Buffett or a Bill
Gates. Running a hundred metres in a few seconds seems like a miracle to ordinary
mortals, but a track and field athlete will work hard to shave even more off that
time.

Yet presenters often quote statistics without benchmarks, so the audience doesn’t
know how to evaluate them. Is $10,000 a lot of money? Well it is for a bicycle. It’s
not much for a house, unless that house is in a small village in a third world
country, where it might be exorbitant. If you quote numbers this way, you will lose
the audience while they try to decide whether $125,000 is good, bad or indifferent
in this context. Your statistics lose their power.

In a presentation skills workshop for a group of lawyers, one participant was
practicing his delivery of an address to the jury in an upcoming trial. He was asking
for damages in the amount of $750,000, and hoped the jury would consider it
reasonable. It’s quite a large sum, and most ordinary folks think of that kind of cash
as a lottery win. He needed to put it in context for them.

He might, for example, ask the jury to suppose they were thirty-five years old and
earning a salary of $40,000 a year. By the time they reached the age of sixty-five,
allowing for reasonable increases, they could expect to have earned a certain
amount. (He would do the arithmetic and insert the actual sum.) That amount would
be what is called their “expected lifetime income”. However, if they were involved in
an accident and suddenly unable to work any more, that amount now represents
their “forfeited lifetime income”. That is what happened to this claimant, and the
amount he would have lost was $750,000. So in fact, counsel was asking no more
than the amount the man would have earned, had he not met with this unfortunate
accident.

Don’t you think the jury is more likely to agree when given this background
explanation?

Here are three ways to put figures in context for your audience.

1. Compare them to something to which they can personally relate, as in the
courtroom example.

2. Compare them to a similar situation. If a new manufacturing process takes fifteen
minutes, mention that the old one took two hours, so we save 1-3/4 hours.

For
even more effect, tell them how much time this will save in an average shift or on a
certain number of product units. Go further and translate that time into money and
the statistic will now be a strong argument for change.

3. Create vivid word pictures to illustrate size: That’s the equivalent of five football
fields. That’s enough to fill ten Olympic-size swimming pools. If laid end-to-end
they would stretch from New York to L.A. and back again.

Statistics can be great persuaders, but only when the audience has the means to
evaluate them.

Helen Wilkie is a professional keynote speaker, workshop facilitator and author,
helping companies save their money and people save their sanity through better
communication. Her latest book is “The Hidden Profit Centera tale of profits lost
and found through communication.” For more articles and other information, visit
http://www.mhwcom.com While you’re there, sign up for Communi-keys and
receive monthly communication techniques directly from Helen.

If you find yourself participating often in industry conferences, either as an instructor or a vendor, you may be able to develop an additional income stream by publishing your own books or producing DVDs or CDs to supplement the information you provide.

No matter what your industry, chances are your customers or students could benefit from additional information in an easily accessible format. In addition to self-published books or booklets, instructional videos featuring creative uses of your products, background information on your industry, or business advice gained from your own personal experience all have the potential of adding value to your seminar or conference participants.

One prominent educational seminar company holds workshops, conferences, and conventions throughout the United States for elementary schoolteachers. At some point the company decided to supply a few books on subjects relevant to elementary education for sale at their events; eventually they began to publish their own materials, written by their presenters, to supplement the seminar materials. This effort evolved into an entire book division, with the company selling their own publications and those of other educational authors at their conferences, through a mail order catalog, and over the Internet. What began as a small and simple addition to their seminars became a major source of income for the company.

So what can you bring to your seminar students or customers which enhances your public presentation? If you sell video equipment for a living, or instruct people on the use of video equipment, you can put together a book of basic videography techniques; or a simple interactive CD spreadsheet program which helps create budgets for video projects. If you teach a quilting seminar, you may be able to assemble a collection of your own designs with instructions for quilts, wall hangings, or quilted garments. Whatever your area of expertise you should be able to come up with a wealth of ideas to offer your audience.

One caution: If your business is to offer seminars in a particular subject or group of subjects on a regular basis, it would be a mistake to simply recreate your seminar in book form or as a DVD. Of course you would want to cover the basics of your subject, but your goal should be to design your seminar and book or DVD so that they complement one another, each offering information and ideas the other does not, so that people who sign up for your seminar will get additional benefit from the book; and of course, people who are exposed to your books will want to attend one or more of your seminars.

It’s a simple matter these days to self-publish books and even to sell them via websites like Amazon.com, for still another income stream. Make sure you include contact information and mention your seminars so that people intrigued by your book can contact you for seminar info.

If you do decide to create and sell informative books, CDs, and DVDs for your seminars, make sure you contact the conference center or the company sponsoring the seminars to arrange for a display area. Inventory what you need to create a display, and either provide the materials and supplies yourself or arrange for it to be provided. And don’t forget, if you’re at a conference or convention that is a day-long or multi-day affair, make sure to hire or otherwise commandeer someone to man your display during times when you are teaching or are otherwise occupied.

Offering the right supplementary materials for sale at your seminars or conferences can not only provide you with additional income, it can solidify your reputation as an expert on your subject; it may even expand your influence in your industry well beyond your present student or customer-base.

Aldene Fredenburg is a freelance writer living in southwestern New Hampshire. She has written numerous articles for local and regional newspapers and for a number of Internet websites, including Tips and Topics. She expresses her opinions periodically on her blog, http://beyondagendas.blogspot.com She may be reached at amfredenburg@yahoo.com

There’s a world of difference between having a strategically
crafted crisis management plan in place and simply having to
manage a crisis, “from the back foot.” The world was served a
painful reminder on the subject, by the inept and vintage
cold-war era handling by Russian President Vladimir Putin, of
the Kursk submarine disaster.

Blunder number one was the (then) strangely paunchy Putin not
cancelling his holiday to, guideline number one: Be there. The
most senior possible person must always be dusted off and
wheeled out. The level of seniority demonstrates the seriousness
with which the issue is viewed.

The Russians are still locked into a quasi cold war mentality.
In which anything to do with the military is shrouded in a fog
of disinformation. That might have worked OK in USSR days, but
in the days of the media-enabled global village, there’s no
place for inept “spokespeople” adding to confusion and grief.
Guideline number two is: Tell the truth. There is no possibility
of having to argue later, like so many politicians, that you
were “misquoted” or that your comments were “taken out of
context.” Telling the truth, up front, is the simplest and most
effective way of defusing public hostility, however vexatious
the issue.

Many corporates fall into the trap of, “we can fix this
ourselves.” Sometimes you can’t. When it’s something requiring
outside or specialised help, it’s better to bring in early, an
excess of help, rather than too little, or none. Your public,
whoever they may be, will always be impressed by your “all hands
on deck” approach.

Guideline number three is: Tell them what you’re doing to fix
it. Bring the families or close ones of victims, or those
affected, to the heart of the operations control area if
possible and safe. Accommodate and feed them. Provide them with
communications to family and friends. Above all else, keep them
fully briefed. Think of then-Mayor of New York, Rudi Giuliani,
and his tireless communication with the media and those affected
by September 11th 2001. Corporate heads around the world can
learn from his example. Provide counselling, support and any
other facilities that might be needed to help the affected to
cope. Airlines now have this down to a formula.

So, guideline number four: Handle those affected, with utmost
sensitivity. Expect and treat their emotive outbursts with
empathy. They’re “normal”, given the circumstances. A South
African case in point is the insensitive media statement made by
the Everite (they of asbestos products notoriety) “Reputation
Management” spokesperson, via the media, to the bereaved, in
defence of his client. He said something to the effect that “the
circumstances surrounding the death are most unfortunate, but
future statements will be made only within the strict confines
of the law.” That truly is, as the Zulu aphorism says, “speaking
out of both sides of the mouth.”

Company responses such as this and those from Cape PLC - also
involved in slow-and-painful-death, asbestosis claims-related
issues, don’t win themselves any friends with such undiplomatic,
cavalier, hide-behind-the-legal-veil pronouncements. Remember
that potential investors today look to your triple bottom line
of fiscal, social and environmental performance and sensitivity.
Companies exhibiting scant regard for their past ill-doings,
deserve to go bust.

If ever there is a need for unambiguous, simple, clear
communication, this is it. Set up a communications task force
and ensure that they’re all at the same stage of familiarity on
the situation, at all times. Guideline five is: Sing off the
same, simple, song sheet. There’s nothing more awful than
conflicting views or “updates” on the situation. This can do
image and share price damage and anger the public - as did the
Russians, or years previously, those mismanaging the Exxon
Valdez oil spill disaster in Alaska. It will look as if you
don’t know what’s going on and haven’t got a handle on the
situation. Which clearly will be the case.

Guideline six is: Come up real quick with A plan showing how you
propose to avoid a repeat in the future. Think of the French
authorities and the Concorde crash. They swung speedily into
action - for which air crash investigations are not renowned -
and along with British Airways, grounded all Concordes until
designers came up with a fuel tank protection solution.

Guideline seven says: Don’t be tempted to lie or “cover” for the
boss or the corporation. South African National Minister of
Health, Dr Manto Tshabalala-Msimang, has made a right royal dolt
of herself, by refusing to make HIV/AIDS-related statements at
odds with those of President Thabo Mbeki. This guideline is not
in conflict with the “sing off the same song sheet” dictum. It’s
a warning to remember that your responsibility does not include
“covering” for someone else’s maverick stance. When they’re
discredited, so will you be. This may pose a moral and career
dilemma for you. Look long-term before you act.

Guideline eight is: Go the added mile. Deliver the unexpected,
go beyond the requirements of the situation. Set up a trust.
Establish a bursary fund. Create an institution. Shell, Sappi,
Sasol and numerous other environmental sinners have very
cleverly implemented wild life, ornithological or other
environmental awareness programs. You may have noticed the
inordinately frequent flighting of Shell “environmental
friendliness” commercials during Discovery Channel’s damp-squib
Egyptian, “drill through the pyramid wall” broadcast. These
“show that they care” about the environment, right? Well, that
stuff works on unthinking people, even if it does mean sailing a
tad close to the wind at times. Thank God for Greenpeace though,
to keep the record straight.

Guideline nine: When it’s good, localise or take credit for it.
When it’s bad, globalise it and “share the problem.” Example:
You’ve had (as did Shoprite Checkers, following the acquisition
of OK Bazaars) a dreadful year, because OK Bazaars “shrinkage”
had dented their bottom line. Globalise by stating quite
truthfully that no retail chain in the world is impervious to
staff theft. Tell ‘em that the people in the newly acquired
company were disaffected and demotivated and hence, destructive.
Then localise, and say what you’ve done to reassure and
remotivate the staff, and improve the security aspect. So you’re
sharing the bad and claiming the good. You should not attempt to
do this dishonestly, or hide the real story. It’s simply being
candid - but intelligently so. Tony Blair did this well, when
discussing the intoxicated and very public behaviour of his
errant son, Euan.

Guideline ten is: The media is your umbilical cord to your
public. You need to be available to the women and men of the
media day and night. You should set up a media crisis centre.
Appropriately catered with food, plenty of caffeine and
non-alcoholic beverages. The American mine management and their
State Governor did well with the coal-mine cave-in in
Pennsylvania. TV viewers valued seeing the pale, drawn,
exhausted, bags-under-the-eyes Governor, investing some “sweat
equity.”

As they did, you should have someone senior and diplomatic from
your corporate affairs team, on duty at all times. Don’t be
smart with the media. Don’t try to feed them “spin.” Don’t think
you can manipulate them. Don’t put them down, or belittle their
perspectives. The better you keep them in the loop, the less
vitriolic they’re likely to be. You need them at this time more
than any other. How you treat them will be reciprocated. If you
don’t already have a media relations program underway, you’d
better start one. You don’t know when you’re going to need it.
Don’t use a crisis as your getting-to-know-the-media opportunity.

The bottom line? What I call the “three A’s.” Acknowledge or
admit to the situation. Specify what Action you’re taking right
now to contain or repair the damage. Tell them what you’re going
to do to Avoid a repeat in the future. If you don’t, you might
well be blowing the accumulated benefits of your combined
marketing, advertising, and communications budgets and efforts,
in one fell swoop. You don’t have to.