Put People First

…Senior executives like to show that they are important through their offices, dining suites and reserved car-parking places, but, in truth, their absence rarely affects the smooth running of a company. The same cannot be said about office administrators, facilities management staff, receptionists, canteen workers and cleaners.
Without these people, companies soon start to fall apart — yet these are often the very the people who are afforded the least recognition…

 

…People make the company and should at the very least be heard. Profit is important for a company’s survival and growth but it is the people who make it happen. The cost of losing a body can be significant, not just in replacement costs but morale also, as more pressure is placed on those who remain. It is up to us managers to listen to our people and try to understand what it is that drives them to perform. Without it the focus on the human resources, the company is destined for doom…

 

…In most companies cutting the head count is the first action for reducing the costs when the revenues start declining. This is an accountants approach of denominator management. A real strategist will in turn will create meaningful work for their people when the revenues are
crunching. For this an organization must have a very clear view of the future…

 

…people should be given their dues no matter at what position they are in the company, everybody wants love, respect & recognition for what they are doing and also most of these human needs does not cost company much and in some cases absolutely zero money. But for employees these are THE things if done at the right time…

 

via [HBR]

 

Office Politics

The key to office politics is understanding how the system works.

Ghandi said, “Be the change you want to see in the world.”

 

the core culture [of corporate] needs to align around these six directives.

 

* Question Rigorously

* Include Respectfully

* Commit Responsibly

* Experiment Relentlessly

* Integrate Radically

* Connect, Really

 

 

Via [Slack Manager]

 

Secret of working 8-5

Late night heroics should be an exception and not the expectation. …don’t train your manager to permanently expect heroics.

Being a hero is a classic mistake, and consistently working massive amounts of overtime will give your managers a false perception of your daily output. As a result, they will pile an inhuman amount of work on you. Here are the 2 biggest reasons:

 

  1. Overloading is unintentional, but you never correct them
  2. Intentional overloading so to appear a productive manager, but you never set personal boundaries

 

It is your responsibility to set the expectations. Unless you are masochistic, don’t be a hero. Inform your manager of the true number of hours worked, and learn to set personal boundaries.

You have a life too.

 

I learned my lesson on this one when I watched my managers get bonuses for bringing the project in with a nice profit margin while all I got was a “thanks” for all those months of no weekends. Their profit margin came from billing the client for the actual time we programmers spent (60+ hour weeks for months on end) but paying us our salary as usual (based on a 40 hour week). They chose the option of overworking us rather than putting 50% more staff on the job, and that was a conscious business decision based on the profit margin of the project.

 

via [Code Squeeze]

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Good Enough , Move On

…GEMO is an acronym for Good Enough, Move On. It helps avoid perfectionism, dithering, delays, and other productivity traps and snarls.

Here is how you practice it. You work at something, you begin to run out of steam or you know more needs to be done but there are other projects and things that need to be done so you say, GEMO. You move on and you know you can come back to it and improve it later…

GEMO is not used to avoid work but to recognize there is always something more that could be done in this age of constant and never ending improvement. Yet, sometimes good, is good enough…at least for now…

 

via [Slack Manager]