I was at an awards ceremony the other night. At that time, several people were making presentations, using PowerPoint. The screen was directly behind the presenter, and the slides were being controlled by another person, sitting behind the presenter. Therefore, each presenter would frequently turn his or her head, look at the screen and slide, then continue the presentation.
While it's good to be sure of the slide you're on, turning the head and talking to the screen is an ineffective way to communicate. You run the risk of losing your audience when you do so. People give presentations this way because they have no other way of knowing that's on the screen.
Here are two alternatives for you, when you are the presenter. First, control the computer yourself. Keep it in front of you, so that you see exactly what the audience sees. That way, you can look BRIEFLY at the screen while still seeing the audience, and thus can avoid turning your head.
If you can't arrange to have the computer screen in front, then have in front of you instead a printed copy of the slides. Make sure, though, that the printed copy and the "soft" electronic copy are the same.
Monday, December 22, 2008
Sunday, December 21, 2008
Almost time to leave Beijing
I can't believe how quickly time flies. It seems like only yesterday I arrived in Beijing, to study and teach at Tsinghua University. I will be leaving on December 31, with many fond memories and experiences.
Here's an article I wrote on living in Beijing, with tips and things to watch out for. Since that time, I've added a few more.
http://blogs.techrepublic.com.com/10things/?p=449
Here's an article I wrote on living in Beijing, with tips and things to watch out for. Since that time, I've added a few more.
http://blogs.techrepublic.com.com/10things/?p=449
Monday, November 24, 2008
Library issues
The library I study at, here in Beijing, is convenient and quiet. I usually can accomplish a great deal. However, several things do irk me.
- "no bag" policy
The first two or three times I entered the library, I was greeted by "你好, 别拿袋子," i.e. "Excuse me, no bags are allowed." Patrons must leave bags outside the library, on a row of chairs outside the entrance. Then, they must empty the contents and bring those contents inside, by hand (in other words, this policy defeats the purpose of having a bag). Several times I've forgotten something, and had to go back outside to get it. Other times, I have left things at the library that I should have taken.
- limited Internet connection
The library has a wireless network, but users of that network can access only China-based web sites. If I want to access U.S. web sites, I have to use a physical Ethernet connection, but there are NONE on the main floor of the library. Instead, I have to go upstairs to one of the classrooms, some of which have a limited number of Ethernet jacks.
- limited hours of stack availability
The stacks close at 5 pm during the week, and are unavailable completely on weekends. Fortunately, much of the material I use and need is online.
- early closing on Friday and Saturday
On these days, the library closes at 3:45 pm. Students who are studying therefore must find another place.
The reason I was given for the early closing, and for limited stack availability, is that the staff has a meeting at 4 pm on Fridays. I wonder why they couldn't schedule the meeting later, or just keep the libray open, and let students know that many services are unavailable during the meting.
To be sure, there ARE things I like about the library. When they announce the closing, they play a really beautiful song as a signal. There are times when I will come to the library near closing tiem just to hear that song. My host student, Cissy, thinks I'm weird in that regard. I've even asked the librarians if the song is available on CD?
- "no bag" policy
The first two or three times I entered the library, I was greeted by "你好, 别拿袋子," i.e. "Excuse me, no bags are allowed." Patrons must leave bags outside the library, on a row of chairs outside the entrance. Then, they must empty the contents and bring those contents inside, by hand (in other words, this policy defeats the purpose of having a bag). Several times I've forgotten something, and had to go back outside to get it. Other times, I have left things at the library that I should have taken.
- limited Internet connection
The library has a wireless network, but users of that network can access only China-based web sites. If I want to access U.S. web sites, I have to use a physical Ethernet connection, but there are NONE on the main floor of the library. Instead, I have to go upstairs to one of the classrooms, some of which have a limited number of Ethernet jacks.
- limited hours of stack availability
The stacks close at 5 pm during the week, and are unavailable completely on weekends. Fortunately, much of the material I use and need is online.
- early closing on Friday and Saturday
On these days, the library closes at 3:45 pm. Students who are studying therefore must find another place.
The reason I was given for the early closing, and for limited stack availability, is that the staff has a meeting at 4 pm on Fridays. I wonder why they couldn't schedule the meeting later, or just keep the libray open, and let students know that many services are unavailable during the meting.
To be sure, there ARE things I like about the library. When they announce the closing, they play a really beautiful song as a signal. There are times when I will come to the library near closing tiem just to hear that song. My host student, Cissy, thinks I'm weird in that regard. I've even asked the librarians if the song is available on CD?
Friday, October 10, 2008
Led down the proverbial primrose path
Did you ever waste time thinking you had a problem in one area, only to find it was caused by something that was easily corrected? That happened to me yesterday, in trying to access the Internet from Tsinghua University School of Law.
Internet access here at the law school has several unusual aspects. In the first place, free wireless service is available in the library and in many classrooms. However, such service permits access only to Chinese-based web sites, plus limited English web sites (namely Google). People who want unlimited Internet access must subscribe to a paid Tsinghua network service called TUNet, and receive a user-ID and password. Furthermore, in order to use TUNet, one HAS to be connected via a physical Ethernet cable connection (i.e., one has to have a cable connection from the computer to a wall jack). TUNet access is not available using a wireless connection (don't ask me why, that's just the way it is--something I have come to expect while here).
I use TUNet on my own laptop, via an installation program my host student, Cissy, gave me. It works fine and I can access the Internet without problems. However, yesterday I did have problems, when using a library computer.
The library in the law school has a computer lab. The computers are connected to a local area network via Ethernet cables. These computers have the same TUNet program, and users can access the Internet.
I went to the lab, sat down by one of the computers, brought up TUNet and tried to sign on. I entered a userID and my password, but was unsuccessful. TUNet displayed a message saying that the password was invalid. I tried several times more, each time getting the same message. I then hooked my own laptop, started TUNet and entered the same password I used for the lab computers. This time, as I expected, I was able to start TUNet just fine. So, I went BACK to the lab computer, started TUNet there, and again I got the same message, "invalid password."
Finally, I went to the TUNet office, and explained to them what was happening. The woman in charge, who has helped me before, asked to sign onto TUNet using a computer in their office, and I did so. Right after I entered a userID and password, she stopped me, immediately noticing an issue. Instead of ending my user ID with "c08" I was ending it with "c2008." I never noticed the issue because my userID is saved on my laptop version of the program. Once I corrected the userID, everything was fine.
Clearly, I made a mistake in entering the userID. The password really had nothing to do with the problem. In both cases, whether on the library computer or on my own laptop, I entered the "right" one. However, when I entered the "wrong" userID, the system couldn't make a match, and gave me an error.
However, think about this situation more: really, the system gave me the wrong message. Chances are, the "wrong" userID I entered doesn't really exist on the system. In that case, rather than telling me "invalid password," it should have told me "invalid userID." That would have saved me time, and kept me from looking in the wrong place for an answer.
Moral: if you're getting error messages, check everything. Don't assume the message is pointing you to the right place. Second, if you're designing a system, make sure your error messages are accurate and not misleading.
Internet access here at the law school has several unusual aspects. In the first place, free wireless service is available in the library and in many classrooms. However, such service permits access only to Chinese-based web sites, plus limited English web sites (namely Google). People who want unlimited Internet access must subscribe to a paid Tsinghua network service called TUNet, and receive a user-ID and password. Furthermore, in order to use TUNet, one HAS to be connected via a physical Ethernet cable connection (i.e., one has to have a cable connection from the computer to a wall jack). TUNet access is not available using a wireless connection (don't ask me why, that's just the way it is--something I have come to expect while here).
I use TUNet on my own laptop, via an installation program my host student, Cissy, gave me. It works fine and I can access the Internet without problems. However, yesterday I did have problems, when using a library computer.
The library in the law school has a computer lab. The computers are connected to a local area network via Ethernet cables. These computers have the same TUNet program, and users can access the Internet.
I went to the lab, sat down by one of the computers, brought up TUNet and tried to sign on. I entered a userID and my password, but was unsuccessful. TUNet displayed a message saying that the password was invalid. I tried several times more, each time getting the same message. I then hooked my own laptop, started TUNet and entered the same password I used for the lab computers. This time, as I expected, I was able to start TUNet just fine. So, I went BACK to the lab computer, started TUNet there, and again I got the same message, "invalid password."
Finally, I went to the TUNet office, and explained to them what was happening. The woman in charge, who has helped me before, asked to sign onto TUNet using a computer in their office, and I did so. Right after I entered a userID and password, she stopped me, immediately noticing an issue. Instead of ending my user ID with "c08" I was ending it with "c2008." I never noticed the issue because my userID is saved on my laptop version of the program. Once I corrected the userID, everything was fine.
Clearly, I made a mistake in entering the userID. The password really had nothing to do with the problem. In both cases, whether on the library computer or on my own laptop, I entered the "right" one. However, when I entered the "wrong" userID, the system couldn't make a match, and gave me an error.
However, think about this situation more: really, the system gave me the wrong message. Chances are, the "wrong" userID I entered doesn't really exist on the system. In that case, rather than telling me "invalid password," it should have told me "invalid userID." That would have saved me time, and kept me from looking in the wrong place for an answer.
Moral: if you're getting error messages, check everything. Don't assume the message is pointing you to the right place. Second, if you're designing a system, make sure your error messages are accurate and not misleading.
Led down the proverbial primrose path
Did you ever waste time thinking you had a problem in one area, only to find it was caused by something that was easily corrected? That happened to me yesterday, in trying to access the Internet from Tsinghua University School of Law.
Internet access here at the law school has several unusual aspects. In the first place, free wireless service is available in the library and in many classrooms. However, such service permits access only to Chinese-based web sites, plus limited English web sites (namely Google). People who want unlimited Internet access must subscribe to a paid Tsinghua network service called TUNet, and receive a user-ID and password. Furthermore, in order to use TUNet, one HAS to be connected via a physical Ethernet cable connection (i.e., one has to have a cable connection from the computer to a wall jack). TUNet access is not available using a wireless connection (don't ask me why, that's just the way it is--something I have come to expect while here).
I use TUNet on my own laptop, via an installation program my host student, Cissy, gave me. It works fine and I can access the Internet without problems. However, yesterday I did have problems, when using a library computer.
The library in the law school has a computer lab. The computers are connected to a local area network via Ethernet cables. These computers have the same TUNet program, and users can access the Internet.
I went to the lab, sat down by one of the computers, brought up TUNet and tried to sign on. I entered a userID and my password, but was unsuccessful. TUNet displayed a message saying that the password was invalid. I tried several times more, each time getting the same message. I then hooked my own laptop, started TUNet and entered the same password I used for the lab computers. This time, as I expected, I was able to start TUNet just fine. So, I went BACK to the lab computer, started TUNet there, and again I got the same message, "invalid password."
Finally, I went to the TUNet office, and explained to them what was happening. The woman in charge, who has helped me before, asked to sign onto TUNet using a computer in their office, and I did so. Right after I entered a userID and password, she stopped me, immediately noticing an issue. Instead of ending my user ID with "c08" I was ending it with "c2008." I never noticed the issue because my userID is saved on my laptop version of the program. Once I corrected the userID, everything was fine.
Clearly, I made a mistake in entering the userID. The password really had nothing to do with the problem. In both cases, whether on the library computer or on my own laptop, I entered the "right" one. However, when I entered the "wrong" userID, the system couldn't make a match, and gave me an error.
However, think about this situation more: really, the system gave me the wrong message. Chances are, the "wrong" userID I entered doesn't really exist on the system. In that case, rather than telling me "invalid password," it should have told me "invalid userID." That would have saved me time, and kept me from looking in the wrong place for an answer.
Moral: if you're getting error messages, check everything. Don't assume the message is pointing you to the right place. Second, if you're designing a system, make sure your error messages are accurate and not misleading.
Internet access here at the law school has several unusual aspects. In the first place, free wireless service is available in the library and in many classrooms. However, such service permits access only to Chinese-based web sites, plus limited English web sites (namely Google). People who want unlimited Internet access must subscribe to a paid Tsinghua network service called TUNet, and receive a user-ID and password. Furthermore, in order to use TUNet, one HAS to be connected via a physical Ethernet cable connection (i.e., one has to have a cable connection from the computer to a wall jack). TUNet access is not available using a wireless connection (don't ask me why, that's just the way it is--something I have come to expect while here).
I use TUNet on my own laptop, via an installation program my host student, Cissy, gave me. It works fine and I can access the Internet without problems. However, yesterday I did have problems, when using a library computer.
The library in the law school has a computer lab. The computers are connected to a local area network via Ethernet cables. These computers have the same TUNet program, and users can access the Internet.
I went to the lab, sat down by one of the computers, brought up TUNet and tried to sign on. I entered a userID and my password, but was unsuccessful. TUNet displayed a message saying that the password was invalid. I tried several times more, each time getting the same message. I then hooked my own laptop, started TUNet and entered the same password I used for the lab computers. This time, as I expected, I was able to start TUNet just fine. So, I went BACK to the lab computer, started TUNet there, and again I got the same message, "invalid password."
Finally, I went to the TUNet office, and explained to them what was happening. The woman in charge, who has helped me before, asked to sign onto TUNet using a computer in their office, and I did so. Right after I entered a userID and password, she stopped me, immediately noticing an issue. Instead of ending my user ID with "c08" I was ending it with "c2008." I never noticed the issue because my userID is saved on my laptop version of the program. Once I corrected the userID, everything was fine.
Clearly, I made a mistake in entering the userID. The password really had nothing to do with the problem. In both cases, whether on the library computer or on my own laptop, I entered the "right" one. However, when I entered the "wrong" userID, the system couldn't make a match, and gave me an error.
However, think about this situation more: really, the system gave me the wrong message. Chances are, the "wrong" userID I entered doesn't really exist on the system. In that case, rather than telling me "invalid password," it should have told me "invalid userID." That would have saved me time, and kept me from looking in the wrong place for an answer.
Moral: if you're getting error messages, check everything. Don't assume the message is pointing you to the right place. Second, if you're designing a system, make sure your error messages are accurate and not misleading.
Taking care of a defective Sony Vaio, part I
My wife, Michelle, yelled at me on Saturday morning, September 27 as she was writing, on her Sony Vaio notebook computer, an account of our current stay in
As Michelle was working on her computer, it suddenly became significantly warmer by the left hinge, at which the AC power adapter is plugged into the computer. Suddenly, the left side of the monitor frame began to melt. We immediately shut down the computer and unplugged the AC adapter, but by that time a small section of metal underneath the lid frame had become exposed.
Here’s where the real fun began.
We naturally expressed concern over this plan, saying that it would take too long, and asked instead if we could find a facility in
A day went by, and we heard nothing from anyone at Sony. We called back, and after another long wait, reached another level 2 person. This second person told us that the first person really had misspoken in committing an answer to us. Because our call occurred on the weekend, no supervisors were available. In addition, the computer systems that might contain the desired information, regarding Sony repair centers in
He probably meant well, but this second Sony person then made an unbelievable statement to us: he suggested that we go to the Sony China web site and try to look up the information ourselves. We replied that this idea had two complications. First, the web site is in Chinese, with no apparent way to display an English version. Second, even if we did locate this center, we had concerns over whether they would know how to handle our situation. He apologized, but said that until the weekend was finished, he could do nothing more.
Next: The Sony answer, and our response
Taking care of a defective Sony Vaio, part I
My wife, Michelle, yelled at me on Saturday morning, September 27 as she was writing, on her Sony Vaio notebook computer, an account of our current stay in
As Michelle was working on her computer, it suddenly became significantly warmer by the left hinge, at which the AC power adapter is plugged into the computer. Suddenly, the left side of the monitor frame began to melt. We immediately shut down the computer and unplugged the AC adapter, but by that time a small section of metal underneath the lid frame had become exposed.
Here’s where the real fun began.
We naturally expressed concern over this plan, saying that it would take too long, and asked instead if we could find a facility in
A day went by, and we heard nothing from anyone at Sony. We called back, and after another long wait, reached another level 2 person. This second person told us that the first person really had misspoken in committing an answer to us. Because our call occurred on the weekend, no supervisors were available. In addition, the computer systems that might contain the desired information, regarding Sony repair centers in
He probably meant well, but this second Sony person then made an unbelievable statement to us: he suggested that we go to the Sony China web site and try to look up the information ourselves. We replied that this idea had two complications. First, the web site is in Chinese, with no apparent way to display an English version. Second, even if we did locate this center, we had concerns over whether they would know how to handle our situation. He apologized, but said that until the weekend was finished, he could do nothing more.
Next: The Sony answer, and our response
Saturday, October 4, 2008
The defective Sony Vaio computer
“CALVIN!! DO SOMETHING! IT’S MELTING!”
My wife, Michelle, yelled at me on Saturday morning, September 27 as she was writing, on her Sony Vaio notebook computer, an account of our current stay inBeijing Philadelphia Tsinghua University
My wife, Michelle, yelled at me on Saturday morning, September 27 as she was writing, on her Sony Vaio notebook computer, an account of our current stay in
As Michelle was working on her computer, it suddenly became significantly warmer by the left hinge, at which the AC power adapter is plugged into the computer. Suddenly, the left side of the monitor frame began to melt. We immediately shut down the computer and unplugged the AC adapter, but by that time a small section of metal underneath the lid frame had become exposed.
Here’s where the real fun began.
We naturally expressed concern over this plan, saying that it would take too long, and asked instead if we could find a facility in
A day went by, and we heard nothing from anyone at Sony. We called back, and after another long wait, reached another level 2 person. This second person told us that the first person really had misspoken in committing an answer to us. Because our call occurred on the weekend, no supervisors were available. In addition, the computer systems that might contain the desired information, regarding Sony repair centers in
He probably meant well, but this second Sony person then made an unbelievable statement to us: he suggested that we go to the Sony China web site and try to look up the information ourselves. We replied that this idea had two complications. First, the web site is in Chinese, with no apparent way to display an English version. Second, even if we did locate this center, we had concerns over whether they would know how to handle our situation. He apologized, but said that until the weekend was finished, he could do nothing more.
Friday, October 3, 2008
Experience at Beijing subway stop
Sorry for the long delay in posting. This fall, I am in Beijing, studying and teaching at Tsinghua University School of Law.
Last night, we went downtown to the Wangfujing section of town. It's an area that has numerous shops and restaurants, including the famous Donglaixun. The main part of this section of town features streets closed to cars, and thus turned into a pedestrian mall. Always popular, the area was especially teeming with people because of the National Day holiday.
As we emerged from the #1 subway line at Wangfujing station, we saw an odd sight. The gates to this particular exit, B, were only partially open. Close to a hundred people were on the opposite side of the gate, and they seemed to be arguing with the subway staff about wanting to enter. However, the staff were refusing them entry, keeping the gate open only enough to allow arriving passengers, such as us, to exit.
I couldn't help but look back and wonder as we were leaving the station. Later, it occurred to me that maybe the staff was trying to make that point an exit-only area, for whatever reason. In that case (assuming I'm right), the staff was making their job harder than necessary. What could they have done differently? For starters, what about posting signs at the top of the entrance, i.e. at street level, telling people that this entry point is really only an exit point. Second, as a longer term solution, what about installing one-way revolving doors, as in New York: The door revolves only one way. Only half of the exit is usable, because the other half is blocked by gates. The door arms interleave with and pass through the gate, but people cannot. Therefore, people can leave, but people on the other side can't come in.
Last night, we went downtown to the Wangfujing section of town. It's an area that has numerous shops and restaurants, including the famous Donglaixun. The main part of this section of town features streets closed to cars, and thus turned into a pedestrian mall. Always popular, the area was especially teeming with people because of the National Day holiday.
As we emerged from the #1 subway line at Wangfujing station, we saw an odd sight. The gates to this particular exit, B, were only partially open. Close to a hundred people were on the opposite side of the gate, and they seemed to be arguing with the subway staff about wanting to enter. However, the staff were refusing them entry, keeping the gate open only enough to allow arriving passengers, such as us, to exit.
I couldn't help but look back and wonder as we were leaving the station. Later, it occurred to me that maybe the staff was trying to make that point an exit-only area, for whatever reason. In that case (assuming I'm right), the staff was making their job harder than necessary. What could they have done differently? For starters, what about posting signs at the top of the entrance, i.e. at street level, telling people that this entry point is really only an exit point. Second, as a longer term solution, what about installing one-way revolving doors, as in New York: The door revolves only one way. Only half of the exit is usable, because the other half is blocked by gates. The door arms interleave with and pass through the gate, but people cannot. Therefore, people can leave, but people on the other side can't come in.
Experience at Beijing subway stop
Sorry for the long delay in posting. This fall, I am in Beijing, studying and teaching at Tsinghua University School of Law.
Last night, we went downtown to the Wangfujing section of town. It's an area that has numerous shops and restaurants, including the famous Donglaixun. The main part of this section of town features streets closed to cars, and thus turned into a pedestrian mall. Always popular, the area was especially teeming with people because of the National Day holiday.
As we emerged from the #1 subway line at Wangfujing station, we saw an odd sight. The gates to this particular exit, B, were only partially open. Close to a hundred people were on the opposite side of the gate, and they seemed to be arguing with the subway staff about wanting to enter. However, the staff were refusing them entry, keeping the gate open only enough to allow arriving passengers, such as us, to exit.
I couldn't help but look back and wonder as we were leaving the station. Later, it occurred to me that maybe the staff was trying to make that point an exit-only area, for whatever reason. In that case (assuming I'm right), the staff was making their job harder than necessary. What could they have done differently? For starters, what about posting signs at the top of the entrance, i.e. at street level, telling people that this entry point is really only an exit point. Second, as a longer term solution, what about installing one-way revolving doors, as in New York: The door revolves only one way. Only half of the exit is usable, because the other half is blocked by gates. The door arms interleave with and pass through the gate, but people cannot. Therefore, people can leave, but people on the other side can't come in.
Last night, we went downtown to the Wangfujing section of town. It's an area that has numerous shops and restaurants, including the famous Donglaixun. The main part of this section of town features streets closed to cars, and thus turned into a pedestrian mall. Always popular, the area was especially teeming with people because of the National Day holiday.
As we emerged from the #1 subway line at Wangfujing station, we saw an odd sight. The gates to this particular exit, B, were only partially open. Close to a hundred people were on the opposite side of the gate, and they seemed to be arguing with the subway staff about wanting to enter. However, the staff were refusing them entry, keeping the gate open only enough to allow arriving passengers, such as us, to exit.
I couldn't help but look back and wonder as we were leaving the station. Later, it occurred to me that maybe the staff was trying to make that point an exit-only area, for whatever reason. In that case (assuming I'm right), the staff was making their job harder than necessary. What could they have done differently? For starters, what about posting signs at the top of the entrance, i.e. at street level, telling people that this entry point is really only an exit point. Second, as a longer term solution, what about installing one-way revolving doors, as in New York: The door revolves only one way. Only half of the exit is usable, because the other half is blocked by gates. The door arms interleave with and pass through the gate, but people cannot. Therefore, people can leave, but people on the other side can't come in.
Thursday, September 4, 2008
Three weeks in Beijing; observations regarding electricity
We've been in Beijing for about three weeks now, living northeast of the Olympic Village. It's a convenient place, right by the #5 subway line, next to Bei Yuan Lu North station (of course, the locals call it Bei Yuan Lu Bei station).
To our delight, we really haven't had to use our electric voltage converter at all. The outlets here CAN take a US 110 volt nongrounded plug. However, you have to be careful, because there's more to it. In addition, you have to make sure that your device can handle the 240 volts of China electric power. In our case, all of the devices we use have dual-voltage capability, for example our computers. To check, look at your power adapter, in general the "brick" part. Look in particular for the power input specifications. If it says "input 100-240V" or something similar, you're in good shape. It means that the adapter "knows" how much voltage is coming in, and can handle anything between 100 volts (e.g. Japan) and 240 volts (e.g. China) to convert it to power that the computer (or other appliance) can handle.
Our portable iron works the same way.
If your device doesn't specify that it can handle 240 volts, then you probably will need a voltage converter. NOTE: HAVING THE PLUG FIT IS INSUFFICIENT. Unless you properly handle the voltage, you run a risk of causing a problem.
To our delight, we really haven't had to use our electric voltage converter at all. The outlets here CAN take a US 110 volt nongrounded plug. However, you have to be careful, because there's more to it. In addition, you have to make sure that your device can handle the 240 volts of China electric power. In our case, all of the devices we use have dual-voltage capability, for example our computers. To check, look at your power adapter, in general the "brick" part. Look in particular for the power input specifications. If it says "input 100-240V" or something similar, you're in good shape. It means that the adapter "knows" how much voltage is coming in, and can handle anything between 100 volts (e.g. Japan) and 240 volts (e.g. China) to convert it to power that the computer (or other appliance) can handle.
Our portable iron works the same way.
If your device doesn't specify that it can handle 240 volts, then you probably will need a voltage converter. NOTE: HAVING THE PLUG FIT IS INSUFFICIENT. Unless you properly handle the voltage, you run a risk of causing a problem.
Tuesday, August 12, 2008
Blindsided by Fidelity Investments
Last week I was in Texas, as part of a church missions trip, so I didn't have time or facilities to blog. Now I'm back, and want to share how Fidelity Investments "blindsided" me.
Because of lack of access to a computer, I could use only the Fidelity telephone system, FAST, to get quotes or trade. One day last week, I called and placed a trade. I specified the stock, quantity and type of order. The system announced it back to me, I indicated that I was OK with it, and then the system made the trade.
A few seconds later, the system told me that the trade was complete. However, it also gave me a commission amount far higher than what I was expecting, specifically one far higher than what I receive when trading on the Fidelity web site.
I spoke to a representative, and expressed my concern over the different commission levels. After listening, the representative agreed, and said that this one time, he would credit me for the difference.
I was glad to hear this news, but was still irritated by being surprised. There might well be good reasons for the differences in commission amounts. However, to avoid similar customer dissatisfaction, Fidelity could have done things differently, in particular, they could (and should) have alerted customers to this matter beforehand. Here are some possible ways:
- As soon as caller presses the key for "trading," the system could announce in general a message "caution: the commission levels for telephone trading may differ from those via the Fidelity web site."
- (even better): when the system announces the desired trade, prior to execution, it also could include the commission amount as well
In either case, callers have notice.
You can learn from this experience of mine, because it doesn't have to do only with trading with Fidelity. In your own jobs, try to minimize those instances in which you surprise people negatively.
Because of lack of access to a computer, I could use only the Fidelity telephone system, FAST, to get quotes or trade. One day last week, I called and placed a trade. I specified the stock, quantity and type of order. The system announced it back to me, I indicated that I was OK with it, and then the system made the trade.
A few seconds later, the system told me that the trade was complete. However, it also gave me a commission amount far higher than what I was expecting, specifically one far higher than what I receive when trading on the Fidelity web site.
I spoke to a representative, and expressed my concern over the different commission levels. After listening, the representative agreed, and said that this one time, he would credit me for the difference.
I was glad to hear this news, but was still irritated by being surprised. There might well be good reasons for the differences in commission amounts. However, to avoid similar customer dissatisfaction, Fidelity could have done things differently, in particular, they could (and should) have alerted customers to this matter beforehand. Here are some possible ways:
- As soon as caller presses the key for "trading," the system could announce in general a message "caution: the commission levels for telephone trading may differ from those via the Fidelity web site."
- (even better): when the system announces the desired trade, prior to execution, it also could include the commission amount as well
In either case, callers have notice.
You can learn from this experience of mine, because it doesn't have to do only with trading with Fidelity. In your own jobs, try to minimize those instances in which you surprise people negatively.
Blindsided by Fidelity Investments
Last week I was in Texas, as part of a church missions trip, so I didn't have time or facilities to blog. Now I'm back, and want to share how Fidelity Investments "blindsided" me.
Because of lack of access to a computer, I could use only the Fidelity telephone system, FAST, to get quotes or trade. One day last week, I called and placed a trade. I specified the stock, quantity and type of order. The system announced it back to me, I indicated that I was OK with it, and then the system made the trade.
A few seconds later, the system told me that the trade was complete. However, it also gave me a commission amount far higher than what I was expecting, specifically one far higher than what I receive when trading on the Fidelity web site.
I spoke to a representative, and expressed my concern over the different commission levels. After listening, the representative agreed, and said that this one time, he would credit me for the difference.
I was glad to hear this news, but was still irritated by being surprised. There might well be good reasons for the differences in commission amounts. However, to avoid similar customer dissatisfaction, Fidelity could have done things differently, in particular, they could (and should) have alerted customers to this matter beforehand. Here are some possible ways:
- As soon as caller presses the key for "trading," the system could announce in general a message "caution: the commission levels for telephone trading may differ from those via the Fidelity web site."
- (even better): when the system announces the desired trade, prior to execution, it also could include the commission amount as well
In either case, callers have notice.
You can learn from this experience of mine, because it doesn't have to do only with trading with Fidelity. In your own jobs, try to minimize those instances in which you surprise people negatively.
Because of lack of access to a computer, I could use only the Fidelity telephone system, FAST, to get quotes or trade. One day last week, I called and placed a trade. I specified the stock, quantity and type of order. The system announced it back to me, I indicated that I was OK with it, and then the system made the trade.
A few seconds later, the system told me that the trade was complete. However, it also gave me a commission amount far higher than what I was expecting, specifically one far higher than what I receive when trading on the Fidelity web site.
I spoke to a representative, and expressed my concern over the different commission levels. After listening, the representative agreed, and said that this one time, he would credit me for the difference.
I was glad to hear this news, but was still irritated by being surprised. There might well be good reasons for the differences in commission amounts. However, to avoid similar customer dissatisfaction, Fidelity could have done things differently, in particular, they could (and should) have alerted customers to this matter beforehand. Here are some possible ways:
- As soon as caller presses the key for "trading," the system could announce in general a message "caution: the commission levels for telephone trading may differ from those via the Fidelity web site."
- (even better): when the system announces the desired trade, prior to execution, it also could include the commission amount as well
In either case, callers have notice.
You can learn from this experience of mine, because it doesn't have to do only with trading with Fidelity. In your own jobs, try to minimize those instances in which you surprise people negatively.
Saturday, August 2, 2008
"10 ways to work better with your boss"
10 ways to work better with your boss
- Date: December 18th, 2007
- Author: Calvin Sun
- Category: 10 things, Career
- Tags: Advice, Boss, Professional Development, Performance Management, Career, Human Resources, Workforce Management, Calvin Sun
I’m gettin’ paid by the hour, and older by the minute
My boss just pushed me over the limit
I’d like to call him somethin’
I think I’ll just call it a day…
– Alan Jackson, Jimmy Buffett, “It’s Five O’clock Somewhere”
Bosses: You can’t live with them, and you can’t live without them. Like it or not, most of us must deal with a boss, and the way we do so affects not just our career advancement and our salary, but also our mental well-being. Here are some tips on how to get along better with your boss.
Note: This information is also available as a PDF download.
#1: Remember that your boss just might have useful insights
Think you have a clueless boss? Remember the words of Mark Twain, who once said that when he was 14, his father was so stupid it was unbearable. Then, he continued, when he became 21, he was amazed at how much his father had learned in just seven years....The rest of the article is at Tech Republic
"10 ways to work better with your boss"
10 ways to work better with your boss
- Date: December 18th, 2007
- Author: Calvin Sun
- Category: 10 things, Career
- Tags: Advice, Boss, Professional Development, Performance Management, Career, Human Resources, Workforce Management, Calvin Sun
I’m gettin’ paid by the hour, and older by the minute
My boss just pushed me over the limit
I’d like to call him somethin’
I think I’ll just call it a day…
– Alan Jackson, Jimmy Buffett, “It’s Five O’clock Somewhere”
Bosses: You can’t live with them, and you can’t live without them. Like it or not, most of us must deal with a boss, and the way we do so affects not just our career advancement and our salary, but also our mental well-being. Here are some tips on how to get along better with your boss.
Note: This information is also available as a PDF download.
#1: Remember that your boss just might have useful insights
Think you have a clueless boss? Remember the words of Mark Twain, who once said that when he was 14, his father was so stupid it was unbearable. Then, he continued, when he became 21, he was amazed at how much his father had learned in just seven years....The rest of the article is at Tech Republic
Tuesday, July 29, 2008
10 gaffes to avoid with respect to Chinese culture
My latest post at Tech Republic:
Someone posted a comment in reaction to the article, discussing how in fact there IS a written form of Cantonese. One learns something new every day...
If you’re doing business in China, meeting with people from China, or planning to work there, you’ll want to avoid certain missteps. Calvin Sun explains a bit about Chinese culture and provides a heads-up on a few common mistakes and misconceptions.
– You walk into the party wearing jeans — and everyone else is black tie.
– You’re the emcee at a banquet, and as you’re introducing the speaker, you forget the speaker’s name.
– You write a check to your mother-in-law — and it bounces.
Gaffes are bad enough in your own circle of friends, associates, and family. They’re infinitely worse when they occur in the context of another culture. According to the Everest Group, the market for outsourcing of information technology and other business processes to China is growing at 38% a year. By 2010, according to Everest, that market could reach $7 billion.
These numbers mean huge opportunity, but also huge opportunity to make mistakes. If you’re doing business in China, or meeting with people from China, or want to work in China, watch out for these trouble areas, and avoid problems.
Note: This information is also available as a PDF download.
[to read the entire entry, please visit http://blogs.techrepublic.com.com/10things/?p=385]Someone posted a comment in reaction to the article, discussing how in fact there IS a written form of Cantonese. One learns something new every day...
10 gaffes to avoid with respect to Chinese culture
My latest post at Tech Republic:
Someone posted a comment in reaction to the article, discussing how in fact there IS a written form of Cantonese. One learns something new every day...
If you’re doing business in China, meeting with people from China, or planning to work there, you’ll want to avoid certain missteps. Calvin Sun explains a bit about Chinese culture and provides a heads-up on a few common mistakes and misconceptions.
– You walk into the party wearing jeans — and everyone else is black tie.
– You’re the emcee at a banquet, and as you’re introducing the speaker, you forget the speaker’s name.
– You write a check to your mother-in-law — and it bounces.
Gaffes are bad enough in your own circle of friends, associates, and family. They’re infinitely worse when they occur in the context of another culture. According to the Everest Group, the market for outsourcing of information technology and other business processes to China is growing at 38% a year. By 2010, according to Everest, that market could reach $7 billion.
These numbers mean huge opportunity, but also huge opportunity to make mistakes. If you’re doing business in China, or meeting with people from China, or want to work in China, watch out for these trouble areas, and avoid problems.
Note: This information is also available as a PDF download.
[to read the entire entry, please visit http://blogs.techrepublic.com.com/10things/?p=385]Someone posted a comment in reaction to the article, discussing how in fact there IS a written form of Cantonese. One learns something new every day...
Monday, July 7, 2008
Non-transparent technology
Tomorrow I am going out of town, on a Delta flight that is a Northwest code share. In other words, I made the reservation through Delta, and the flight has a Delta flight number, but the actual flight is operated by Northwest. I had purchased the ticket about two weeks ago, and received my e-mail receipt.
This morning, I signed onto the Delta site, brought up my itinerary, and tried to check in. No way, because the "check in" command button was greyed out.
I called Delta, and after about twenty minutes on hold, reached a live person, who of course said she couldn't find my reservation. After more searching, she finally did find it. However, she apologized and said even she couldn't check me in. Rather, I had to have my NORTHWEST confirmation number (which is different from my Delta confirmation number) and I had to check in at the Northwest web site.
I then visited the Northwest site and checked in. However, the experience left me puzzled and got me to think. Here was an example of where technology failed to mirror business processes. In order to have code sharing, Northwest and Delta had to have gotten together to negotiate the arrangements. There had to be communications between them and between their reservations systems. However, that communications and transparency didn't carry over to the Delta web site. If it had, that web site should have provided at least a link to the Northwest web site, and provided the Northwest confirmation number. In fact, to take transparency to its greatest level, I simply should have been able to check in at Delta.
Keep this incident in mind if you're developing a system. Make sure it mirrors the business process you're supporting. Make the technology as transparent as possible.
This morning, I signed onto the Delta site, brought up my itinerary, and tried to check in. No way, because the "check in" command button was greyed out.
I called Delta, and after about twenty minutes on hold, reached a live person, who of course said she couldn't find my reservation. After more searching, she finally did find it. However, she apologized and said even she couldn't check me in. Rather, I had to have my NORTHWEST confirmation number (which is different from my Delta confirmation number) and I had to check in at the Northwest web site.
I then visited the Northwest site and checked in. However, the experience left me puzzled and got me to think. Here was an example of where technology failed to mirror business processes. In order to have code sharing, Northwest and Delta had to have gotten together to negotiate the arrangements. There had to be communications between them and between their reservations systems. However, that communications and transparency didn't carry over to the Delta web site. If it had, that web site should have provided at least a link to the Northwest web site, and provided the Northwest confirmation number. In fact, to take transparency to its greatest level, I simply should have been able to check in at Delta.
Keep this incident in mind if you're developing a system. Make sure it mirrors the business process you're supporting. Make the technology as transparent as possible.
Non-transparent technology
Tomorrow I am going out of town, on a Delta flight that is a Northwest code share. In other words, I made the reservation through Delta, and the flight has a Delta flight number, but the actual flight is operated by Northwest. I had purchased the ticket about two weeks ago, and received my e-mail receipt.
This morning, I signed onto the Delta site, brought up my itinerary, and tried to check in. No way, because the "check in" command button was greyed out.
I called Delta, and after about twenty minutes on hold, reached a live person, who of course said she couldn't find my reservation. After more searching, she finally did find it. However, she apologized and said even she couldn't check me in. Rather, I had to have my NORTHWEST confirmation number (which is different from my Delta confirmation number) and I had to check in at the Northwest web site.
I then visited the Northwest site and checked in. However, the experience left me puzzled and got me to think. Here was an example of where technology failed to mirror business processes. In order to have code sharing, Northwest and Delta had to have gotten together to negotiate the arrangements. There had to be communications between them and between their reservations systems. However, that communications and transparency didn't carry over to the Delta web site. If it had, that web site should have provided at least a link to the Northwest web site, and provided the Northwest confirmation number. In fact, to take transparency to its greatest level, I simply should have been able to check in at Delta.
Keep this incident in mind if you're developing a system. Make sure it mirrors the business process you're supporting. Make the technology as transparent as possible.
This morning, I signed onto the Delta site, brought up my itinerary, and tried to check in. No way, because the "check in" command button was greyed out.
I called Delta, and after about twenty minutes on hold, reached a live person, who of course said she couldn't find my reservation. After more searching, she finally did find it. However, she apologized and said even she couldn't check me in. Rather, I had to have my NORTHWEST confirmation number (which is different from my Delta confirmation number) and I had to check in at the Northwest web site.
I then visited the Northwest site and checked in. However, the experience left me puzzled and got me to think. Here was an example of where technology failed to mirror business processes. In order to have code sharing, Northwest and Delta had to have gotten together to negotiate the arrangements. There had to be communications between them and between their reservations systems. However, that communications and transparency didn't carry over to the Delta web site. If it had, that web site should have provided at least a link to the Northwest web site, and provided the Northwest confirmation number. In fact, to take transparency to its greatest level, I simply should have been able to check in at Delta.
Keep this incident in mind if you're developing a system. Make sure it mirrors the business process you're supporting. Make the technology as transparent as possible.
Tuesday, July 1, 2008
Cultural communications issues: high vs. low context styles
I recently came across some fascinating work by a man named Edward Hall. The research took place years ago, but still is relevant today. Hall developed the concept of high context vs. low context communications styles. The former refers to an environment in which communications occurs more by context and less by words. For example, I come into a room and see that everyone but one person has a beverage. So, without saying or asking anything, I give a beverage to that person. I obtained my information by looking and observing, i.e. from context.
Suppose, instead, I went to that person, and said, "would you like a beverage?" Then suppose I said "OK, I'll get you one." Then, after giving it, I said "Here it is." This second example illustrates low context communications. There's more use of words, and less on observation.
Problems can arise if a person is expecting one context level of communications and gets another. This issue arises particularly with people of different cultures. Hall posited, for example, that many Asian cultures have higher levels of context, while the US has lower levels. So, on the one hand, we could annoy people by telling them too much, but also by telling them too little.
Keep this concept in mind when communicating with people, especially from different cultures.
Suppose, instead, I went to that person, and said, "would you like a beverage?" Then suppose I said "OK, I'll get you one." Then, after giving it, I said "Here it is." This second example illustrates low context communications. There's more use of words, and less on observation.
Problems can arise if a person is expecting one context level of communications and gets another. This issue arises particularly with people of different cultures. Hall posited, for example, that many Asian cultures have higher levels of context, while the US has lower levels. So, on the one hand, we could annoy people by telling them too much, but also by telling them too little.
Keep this concept in mind when communicating with people, especially from different cultures.
Cultural communications issues: high vs. low context styles
I recently came across some fascinating work by a man named Edward Hall. The research took place years ago, but still is relevant today. Hall developed the concept of high context vs. low context communications styles. The former refers to an environment in which communications occurs more by context and less by words. For example, I come into a room and see that everyone but one person has a beverage. So, without saying or asking anything, I give a beverage to that person. I obtained my information by looking and observing, i.e. from context.
Suppose, instead, I went to that person, and said, "would you like a beverage?" Then suppose I said "OK, I'll get you one." Then, after giving it, I said "Here it is." This second example illustrates low context communications. There's more use of words, and less on observation.
Problems can arise if a person is expecting one context level of communications and gets another. This issue arises particularly with people of different cultures. Hall posited, for example, that many Asian cultures have higher levels of context, while the US has lower levels. So, on the one hand, we could annoy people by telling them too much, but also by telling them too little.
Keep this concept in mind when communicating with people, especially from different cultures.
Suppose, instead, I went to that person, and said, "would you like a beverage?" Then suppose I said "OK, I'll get you one." Then, after giving it, I said "Here it is." This second example illustrates low context communications. There's more use of words, and less on observation.
Problems can arise if a person is expecting one context level of communications and gets another. This issue arises particularly with people of different cultures. Hall posited, for example, that many Asian cultures have higher levels of context, while the US has lower levels. So, on the one hand, we could annoy people by telling them too much, but also by telling them too little.
Keep this concept in mind when communicating with people, especially from different cultures.
Sunday, June 29, 2008
To thank or not to thank (Computerworld v. Tech Republic)
In a previous post I discussed the heat I took for suggesting, in a Tech Republic article, that interviewees send a thank you note to the interviewer after a job interview. Well a few days later, I posted a question in that regard to Sharkbait, of Computerworld. The responses there were almost completely different from those of Tech Republic. The Sharkbait posters generally agreed with me that such a note was a good thing to do, as long as one stayed away from sending the impression of being desperately in need of a job.
Here's the Computerworld post
I'd be interested in hearing your thoughts.
Here's the Computerworld post
I'd be interested in hearing your thoughts.
To thank or not to thank (Computerworld v. Tech Republic)
In a previous post I discussed the heat I took for suggesting, in a Tech Republic article, that interviewees send a thank you note to the interviewer after a job interview. Well a few days later, I posted a question in that regard to Sharkbait, of Computerworld. The responses there were almost completely different from those of Tech Republic. The Sharkbait posters generally agreed with me that such a note was a good thing to do, as long as one stayed away from sending the impression of being desperately in need of a job.
Here's the Computerworld post
I'd be interested in hearing your thoughts.
Here's the Computerworld post
I'd be interested in hearing your thoughts.
Friday, June 27, 2008
"Credibility" vs. "etiquette": keep in mind the reader's point of view
I'm working on an article for Tech Republic that discusses the posting of items on forums or chat sessions. My original title was going to deal with "etiquette when posting online."
I thought about that title, and then said to myself, "Who is ever going to read an article with that title?" Is that a dull and boring topic, or what?
Then I thought some more, and said to myself, "how can I make the title more attractive?" I thought even more, and said, "Well, if people fail to follow my advice, they could end up sounding less persuasive, or more foolish."
Therefore, what about a title such as "How to protect and enhance your credibility when posting to discussion groups"? Isn't that a better title? It conveys a more concrete benefit to the reader, right? Keep this thought in mind in your own writing and presentations, i.e. try to stress how your material benefits the reader.
I thought about that title, and then said to myself, "Who is ever going to read an article with that title?" Is that a dull and boring topic, or what?
Then I thought some more, and said to myself, "how can I make the title more attractive?" I thought even more, and said, "Well, if people fail to follow my advice, they could end up sounding less persuasive, or more foolish."
Therefore, what about a title such as "How to protect and enhance your credibility when posting to discussion groups"? Isn't that a better title? It conveys a more concrete benefit to the reader, right? Keep this thought in mind in your own writing and presentations, i.e. try to stress how your material benefits the reader.
"Credibility" vs. "etiquette": keep in mind the reader's point of view
I'm working on an article for Tech Republic that discusses the posting of items on forums or chat sessions. My original title was going to deal with "etiquette when posting online."
I thought about that title, and then said to myself, "Who is ever going to read an article with that title?" Is that a dull and boring topic, or what?
Then I thought some more, and said to myself, "how can I make the title more attractive?" I thought even more, and said, "Well, if people fail to follow my advice, they could end up sounding less persuasive, or more foolish."
Therefore, what about a title such as "How to protect and enhance your credibility when posting to discussion groups"? Isn't that a better title? It conveys a more concrete benefit to the reader, right? Keep this thought in mind in your own writing and presentations, i.e. try to stress how your material benefits the reader.
I thought about that title, and then said to myself, "Who is ever going to read an article with that title?" Is that a dull and boring topic, or what?
Then I thought some more, and said to myself, "how can I make the title more attractive?" I thought even more, and said, "Well, if people fail to follow my advice, they could end up sounding less persuasive, or more foolish."
Therefore, what about a title such as "How to protect and enhance your credibility when posting to discussion groups"? Isn't that a better title? It conveys a more concrete benefit to the reader, right? Keep this thought in mind in your own writing and presentations, i.e. try to stress how your material benefits the reader.
Thursday, June 26, 2008
Leaving a trail?
Never write if you can speak; never speak if you can nod; never nod if you can wink.
According to to Wikipedia, the above quote is attributable to Massachusetts politician Martin Lomasney, regarding the importance of discretion.
Think about Mr. Lomasney's statement the next time you write an e-mail. In a previous post, I referenced my article on legal terms for IT professionals, and one of those terms was e-discovery. If your company is involved in a lawsuit, the other side will be asking for documents your company has, including e-mail. So, be careful what you put down electronically.
I thought of this point just the other day, when I received an e-mail from someone at a client company. I had visited this company and done a presentation for them. The person who e-mailed me thanked me for that work, but said there were additional management and organizational issues that existed, and that it would be good for me to return and do additional work. The person then requested that I not associate that person's name with the person's comments if and when I talked to leadership in that company.
I'm certainly fine with that request, and would keep that confidence. I was surprised, though, that this person, in sending me the e-mail, used the address and e-mail system of the company itself. I would never betray the confidence or anonymity of the person, but that person actually potentially did, by using the company system. Not to be paranoid, but once that information goes through the company mail servers, there's a chance someone technically able could view it.
Had I been this person, I would have done the following alternatives:
- used a private e-mail (e.g. gmail, Yahoo, Hotmail), and then from a non-company computer e.g. home, or Internet cafe or library computer, and preferably where no sign in or electronic login is needed
- used alternate content, such as "Calvin, could you call me, because I wanted to discuss something?" (then given a home or non-company cell phone number)
Of course, these alternatives aren't foolproof, but they do offer more privacy than what the person actually did.
Always think about what you're putting down, and about who could be looking at it.
According to to Wikipedia, the above quote is attributable to Massachusetts politician Martin Lomasney, regarding the importance of discretion.
Think about Mr. Lomasney's statement the next time you write an e-mail. In a previous post, I referenced my article on legal terms for IT professionals, and one of those terms was e-discovery. If your company is involved in a lawsuit, the other side will be asking for documents your company has, including e-mail. So, be careful what you put down electronically.
I thought of this point just the other day, when I received an e-mail from someone at a client company. I had visited this company and done a presentation for them. The person who e-mailed me thanked me for that work, but said there were additional management and organizational issues that existed, and that it would be good for me to return and do additional work. The person then requested that I not associate that person's name with the person's comments if and when I talked to leadership in that company.
I'm certainly fine with that request, and would keep that confidence. I was surprised, though, that this person, in sending me the e-mail, used the address and e-mail system of the company itself. I would never betray the confidence or anonymity of the person, but that person actually potentially did, by using the company system. Not to be paranoid, but once that information goes through the company mail servers, there's a chance someone technically able could view it.
Had I been this person, I would have done the following alternatives:
- used a private e-mail (e.g. gmail, Yahoo, Hotmail), and then from a non-company computer e.g. home, or Internet cafe or library computer, and preferably where no sign in or electronic login is needed
- used alternate content, such as "Calvin, could you call me, because I wanted to discuss something?" (then given a home or non-company cell phone number)
Of course, these alternatives aren't foolproof, but they do offer more privacy than what the person actually did.
Always think about what you're putting down, and about who could be looking at it.
Leaving a trail?
Never write if you can speak; never speak if you can nod; never nod if you can wink.
According to to Wikipedia, the above quote is attributable to Massachusetts politician Martin Lomasney, regarding the importance of discretion.
Think about Mr. Lomasney's statement the next time you write an e-mail. In a previous post, I referenced my article on legal terms for IT professionals, and one of those terms was e-discovery. If your company is involved in a lawsuit, the other side will be asking for documents your company has, including e-mail. So, be careful what you put down electronically.
I thought of this point just the other day, when I received an e-mail from someone at a client company. I had visited this company and done a presentation for them. The person who e-mailed me thanked me for that work, but said there were additional management and organizational issues that existed, and that it would be good for me to return and do additional work. The person then requested that I not associate that person's name with the person's comments if and when I talked to leadership in that company.
I'm certainly fine with that request, and would keep that confidence. I was surprised, though, that this person, in sending me the e-mail, used the address and e-mail system of the company itself. I would never betray the confidence or anonymity of the person, but that person actually potentially did, by using the company system. Not to be paranoid, but once that information goes through the company mail servers, there's a chance someone technically able could view it.
Had I been this person, I would have done the following alternatives:
- used a private e-mail (e.g. gmail, Yahoo, Hotmail), and then from a non-company computer e.g. home, or Internet cafe or library computer, and preferably where no sign in or electronic login is needed
- used alternate content, such as "Calvin, could you call me, because I wanted to discuss something?" (then given a home or non-company cell phone number)
Of course, these alternatives aren't foolproof, but they do offer more privacy than what the person actually did.
Always think about what you're putting down, and about who could be looking at it.
According to to Wikipedia, the above quote is attributable to Massachusetts politician Martin Lomasney, regarding the importance of discretion.
Think about Mr. Lomasney's statement the next time you write an e-mail. In a previous post, I referenced my article on legal terms for IT professionals, and one of those terms was e-discovery. If your company is involved in a lawsuit, the other side will be asking for documents your company has, including e-mail. So, be careful what you put down electronically.
I thought of this point just the other day, when I received an e-mail from someone at a client company. I had visited this company and done a presentation for them. The person who e-mailed me thanked me for that work, but said there were additional management and organizational issues that existed, and that it would be good for me to return and do additional work. The person then requested that I not associate that person's name with the person's comments if and when I talked to leadership in that company.
I'm certainly fine with that request, and would keep that confidence. I was surprised, though, that this person, in sending me the e-mail, used the address and e-mail system of the company itself. I would never betray the confidence or anonymity of the person, but that person actually potentially did, by using the company system. Not to be paranoid, but once that information goes through the company mail servers, there's a chance someone technically able could view it.
Had I been this person, I would have done the following alternatives:
- used a private e-mail (e.g. gmail, Yahoo, Hotmail), and then from a non-company computer e.g. home, or Internet cafe or library computer, and preferably where no sign in or electronic login is needed
- used alternate content, such as "Calvin, could you call me, because I wanted to discuss something?" (then given a home or non-company cell phone number)
Of course, these alternatives aren't foolproof, but they do offer more privacy than what the person actually did.
Always think about what you're putting down, and about who could be looking at it.
Tuesday, June 24, 2008
Joe Pruitt, of DevCentral, discussed my Computerworld article
Joe Pruitt, host of DevCentral, recently discussed my Computerworld article on career suicide. A video of Mr. Pruitt is at
http://www.youtube.com/watch?v=BB0SDlvoSMA
Here is a link to Mr. Pruitt's blog:
http://devcentral.f5.com/weblogs/dcdaily
The Computerworld article
http://www.youtube.com/watch?v=BB0SDlvoSMA
Here is a link to Mr. Pruitt's blog:
http://devcentral.f5.com/weblogs/dcdaily
The Computerworld article
Joe Pruitt, of DevCentral, discussed my Computerworld article
Joe Pruitt, host of DevCentral, recently discussed my Computerworld article on career suicide. A video of Mr. Pruitt is at
http://www.youtube.com/watch?v=BB0SDlvoSMA
Here is a link to Mr. Pruitt's blog:
http://devcentral.f5.com/weblogs/dcdaily
The Computerworld article
http://www.youtube.com/watch?v=BB0SDlvoSMA
Here is a link to Mr. Pruitt's blog:
http://devcentral.f5.com/weblogs/dcdaily
The Computerworld article
Sunday, June 22, 2008
"Contact lens solution" and intercultural communications
"Contact lens solution? You need a prescription for that."
My wife, who just yesterday returned from a trip to Japan, told of a humorous exchange she had. While on a side trip to Kyoto, she had left her bottle of contact lens solution at the hotel there. Now, having returned to the city of Fukuoka, she had none, and needed some.
When she explained to a front desk manager that she needed to borrow contact lens solution, the manager initially agreed, but seemed reluctant. Then, suddenly, the manager made the statement above, i.e. that my wife needed a prescription.
Eventually, my wife found a store and bought solution on her own. However, in thinking about the situation, she realized that her choice of words might have caused confusion. In particular, the word "solution" might have had a different meaning for the manager. My wife, of course, was referring to "solution" as the liquid one uses to soak and clean contact lenses. The manager, most likely, was thinking that my wife wanted more contact lenses as a "solution" to her problem. For that reason, the manager made his remark about the need for a prescription.
This incident is humorous, but it raises an important reminder when we're dealing with people from other cultures. Be aware that phrases you use might be interpreted differently by the listener. This problem occurs even between people of the same culture, but becomes more likely (and more serious) when dealing with people of other cultures.
My wife, who just yesterday returned from a trip to Japan, told of a humorous exchange she had. While on a side trip to Kyoto, she had left her bottle of contact lens solution at the hotel there. Now, having returned to the city of Fukuoka, she had none, and needed some.
When she explained to a front desk manager that she needed to borrow contact lens solution, the manager initially agreed, but seemed reluctant. Then, suddenly, the manager made the statement above, i.e. that my wife needed a prescription.
Eventually, my wife found a store and bought solution on her own. However, in thinking about the situation, she realized that her choice of words might have caused confusion. In particular, the word "solution" might have had a different meaning for the manager. My wife, of course, was referring to "solution" as the liquid one uses to soak and clean contact lenses. The manager, most likely, was thinking that my wife wanted more contact lenses as a "solution" to her problem. For that reason, the manager made his remark about the need for a prescription.
This incident is humorous, but it raises an important reminder when we're dealing with people from other cultures. Be aware that phrases you use might be interpreted differently by the listener. This problem occurs even between people of the same culture, but becomes more likely (and more serious) when dealing with people of other cultures.
"Contact lens solution" and intercultural communications
"Contact lens solution? You need a prescription for that."
My wife, who just yesterday returned from a trip to Japan, told of a humorous exchange she had. While on a side trip to Kyoto, she had left her bottle of contact lens solution at the hotel there. Now, having returned to the city of Fukuoka, she had none, and needed some.
When she explained to a front desk manager that she needed to borrow contact lens solution, the manager initially agreed, but seemed reluctant. Then, suddenly, the manager made the statement above, i.e. that my wife needed a prescription.
Eventually, my wife found a store and bought solution on her own. However, in thinking about the situation, she realized that her choice of words might have caused confusion. In particular, the word "solution" might have had a different meaning for the manager. My wife, of course, was referring to "solution" as the liquid one uses to soak and clean contact lenses. The manager, most likely, was thinking that my wife wanted more contact lenses as a "solution" to her problem. For that reason, the manager made his remark about the need for a prescription.
This incident is humorous, but it raises an important reminder when we're dealing with people from other cultures. Be aware that phrases you use might be interpreted differently by the listener. This problem occurs even between people of the same culture, but becomes more likely (and more serious) when dealing with people of other cultures.
My wife, who just yesterday returned from a trip to Japan, told of a humorous exchange she had. While on a side trip to Kyoto, she had left her bottle of contact lens solution at the hotel there. Now, having returned to the city of Fukuoka, she had none, and needed some.
When she explained to a front desk manager that she needed to borrow contact lens solution, the manager initially agreed, but seemed reluctant. Then, suddenly, the manager made the statement above, i.e. that my wife needed a prescription.
Eventually, my wife found a store and bought solution on her own. However, in thinking about the situation, she realized that her choice of words might have caused confusion. In particular, the word "solution" might have had a different meaning for the manager. My wife, of course, was referring to "solution" as the liquid one uses to soak and clean contact lenses. The manager, most likely, was thinking that my wife wanted more contact lenses as a "solution" to her problem. For that reason, the manager made his remark about the need for a prescription.
This incident is humorous, but it raises an important reminder when we're dealing with people from other cultures. Be aware that phrases you use might be interpreted differently by the listener. This problem occurs even between people of the same culture, but becomes more likely (and more serious) when dealing with people of other cultures.
Friday, June 20, 2008
10+ things to know if your company is involved in a lawsuit
If your company gets caught up in a lawsuit, you’ll probably need to work with lawyers — even if the matter doesn’t involve something IT did or failed to do. Here are 10 legal concepts that are likely to come into play.
Let’s face it: We live in a society that loves to sue. Because much evidence is created or stored on computers, lawsuits involving companies invariably require work by its IT staff. I understand that most of you are IT pros, not lawyers. However, if your company becomes involved in a lawsuit, chances are you will have to work with lawyers, even if the matter doesn’t involve something you personally did or failed to do. Below are 10 terms that you might encounter during that process, along with their meanings.
To help put these terms in the proper context, let’s say that as part of a “reduction in force” initiative at your company, Stan, a manager there, laid off John, one of his employees. Convinced that his layoff was unlawful, John now has retained an attorney and has filed a suit against the company.
Note: This information is also available as a PDF download.
#1: Discovery (electronic discovery, e-discovery)
Discovery is the process by which parties to a lawsuit (i.e., the sides in conflict) show each other the evidence they have and identify the witnesses they’re going to call. You know how, when playing poker, everyone lays down their cards after they’re all finished with their bets? The same principle applies with discovery, except it occurs at the beginning rather than at the end. In other words, that stuff you see in the movies or on television about the “surprise witness” is a total myth.
For the rest of the article, visithttp://blogs.techrepublic.com.com/10things/?p=371
10+ things to know if your company is involved in a lawsuit
If your company gets caught up in a lawsuit, you’ll probably need to work with lawyers — even if the matter doesn’t involve something IT did or failed to do. Here are 10 legal concepts that are likely to come into play.
Let’s face it: We live in a society that loves to sue. Because much evidence is created or stored on computers, lawsuits involving companies invariably require work by its IT staff. I understand that most of you are IT pros, not lawyers. However, if your company becomes involved in a lawsuit, chances are you will have to work with lawyers, even if the matter doesn’t involve something you personally did or failed to do. Below are 10 terms that you might encounter during that process, along with their meanings.
To help put these terms in the proper context, let’s say that as part of a “reduction in force” initiative at your company, Stan, a manager there, laid off John, one of his employees. Convinced that his layoff was unlawful, John now has retained an attorney and has filed a suit against the company.
Note: This information is also available as a PDF download.
#1: Discovery (electronic discovery, e-discovery)
Discovery is the process by which parties to a lawsuit (i.e., the sides in conflict) show each other the evidence they have and identify the witnesses they’re going to call. You know how, when playing poker, everyone lays down their cards after they’re all finished with their bets? The same principle applies with discovery, except it occurs at the beginning rather than at the end. In other words, that stuff you see in the movies or on television about the “surprise witness” is a total myth.
For the rest of the article, visithttp://blogs.techrepublic.com.com/10things/?p=371
Friday, June 13, 2008
I'm takin' heat for my "interview" article lol
Wow...talk about asbestos suit lol. A few days ago, at Tech Republic, I wrote an article on "The 10 best ways to handle a job interview" http://blogs.techrepublic.com.com/10things/?p=363 A number of people commented, and much was made of two specific tips. One was to occupy oneself if one arrived early, and the other was to write a thank you note afterwards.
A number of people raised issues, but Tech Republic subscriber Oz_media stands out. His/her points were that instead of occupying oneself, it's better to talk and joke with the receptionist, as well as others who are walking by, to show that one is already "part of the company." Conversely, doing work is rude, and what about all the time needed to shut down the computer when it's time for the interview?
My response: yes, it's fine to establish rapport (in fact, one of my ten points is to treat support staff there, including receptionists, with courtesy). So yes, making conversations is fine. On the other hand, going overboard might be taken negatively, in that your talking too much takes that person away from his or her job.
As far as occupying oneself: it's good to show that one uses time wisely. One need not have a computer on to do so. What about entering notes in your Blackberry, or even a paper tablet? As far as computer use, I agree that if you need 20 minutes to shut it down, and thus delay your interview by 20 minutes, that's a problem. But if you shut it down say five minutes before your scheduled time, what's wrong with that?
The other issue involved sending a thank you note. Several subscribers said such a note would be ridiculed, and that it's insincere. I responded to these concerns a couple of ways: first, I said that if people responded negatively to my thank you note by not hiring me or giving me a job offer, maybe that's not the kind of place I would want to work at anyway. Second, is their concern the thank you note per se, or only the INSINCERE thank you note. Third, are we too concerned about what other people think, vs. doing what's right?
Consider the process of preparing to have a job candidate come for an interview. If you're part of the interview team, you have to take time out of your day to prepare, and for the interview. You might have to review resumes, including the one of the person who's coming in. Afterwards, you have to spend time evaluating the candidate, either by yourself or in meetings with others. In other words, holding the interview takes time and effort on your part. Would you really react negatively to a candidate who, after the interview, tells you that he/she appreciates the time and effort involved in that interview?
What are your thoughts?
A number of people raised issues, but Tech Republic subscriber Oz_media stands out. His/her points were that instead of occupying oneself, it's better to talk and joke with the receptionist, as well as others who are walking by, to show that one is already "part of the company." Conversely, doing work is rude, and what about all the time needed to shut down the computer when it's time for the interview?
My response: yes, it's fine to establish rapport (in fact, one of my ten points is to treat support staff there, including receptionists, with courtesy). So yes, making conversations is fine. On the other hand, going overboard might be taken negatively, in that your talking too much takes that person away from his or her job.
As far as occupying oneself: it's good to show that one uses time wisely. One need not have a computer on to do so. What about entering notes in your Blackberry, or even a paper tablet? As far as computer use, I agree that if you need 20 minutes to shut it down, and thus delay your interview by 20 minutes, that's a problem. But if you shut it down say five minutes before your scheduled time, what's wrong with that?
The other issue involved sending a thank you note. Several subscribers said such a note would be ridiculed, and that it's insincere. I responded to these concerns a couple of ways: first, I said that if people responded negatively to my thank you note by not hiring me or giving me a job offer, maybe that's not the kind of place I would want to work at anyway. Second, is their concern the thank you note per se, or only the INSINCERE thank you note. Third, are we too concerned about what other people think, vs. doing what's right?
Consider the process of preparing to have a job candidate come for an interview. If you're part of the interview team, you have to take time out of your day to prepare, and for the interview. You might have to review resumes, including the one of the person who's coming in. Afterwards, you have to spend time evaluating the candidate, either by yourself or in meetings with others. In other words, holding the interview takes time and effort on your part. Would you really react negatively to a candidate who, after the interview, tells you that he/she appreciates the time and effort involved in that interview?
What are your thoughts?
I'm takin' heat for my "interview" article lol
Wow...talk about asbestos suit lol. A few days ago, at Tech Republic, I wrote an article on "The 10 best ways to handle a job interview" http://blogs.techrepublic.com.com/10things/?p=363 A number of people commented, and much was made of two specific tips. One was to occupy oneself if one arrived early, and the other was to write a thank you note afterwards.
A number of people raised issues, but Tech Republic subscriber Oz_media stands out. His/her points were that instead of occupying oneself, it's better to talk and joke with the receptionist, as well as others who are walking by, to show that one is already "part of the company." Conversely, doing work is rude, and what about all the time needed to shut down the computer when it's time for the interview?
My response: yes, it's fine to establish rapport (in fact, one of my ten points is to treat support staff there, including receptionists, with courtesy). So yes, making conversations is fine. On the other hand, going overboard might be taken negatively, in that your talking too much takes that person away from his or her job.
As far as occupying oneself: it's good to show that one uses time wisely. One need not have a computer on to do so. What about entering notes in your Blackberry, or even a paper tablet? As far as computer use, I agree that if you need 20 minutes to shut it down, and thus delay your interview by 20 minutes, that's a problem. But if you shut it down say five minutes before your scheduled time, what's wrong with that?
The other issue involved sending a thank you note. Several subscribers said such a note would be ridiculed, and that it's insincere. I responded to these concerns a couple of ways: first, I said that if people responded negatively to my thank you note by not hiring me or giving me a job offer, maybe that's not the kind of place I would want to work at anyway. Second, is their concern the thank you note per se, or only the INSINCERE thank you note. Third, are we too concerned about what other people think, vs. doing what's right?
Consider the process of preparing to have a job candidate come for an interview. If you're part of the interview team, you have to take time out of your day to prepare, and for the interview. You might have to review resumes, including the one of the person who's coming in. Afterwards, you have to spend time evaluating the candidate, either by yourself or in meetings with others. In other words, holding the interview takes time and effort on your part. Would you really react negatively to a candidate who, after the interview, tells you that he/she appreciates the time and effort involved in that interview?
What are your thoughts?
A number of people raised issues, but Tech Republic subscriber Oz_media stands out. His/her points were that instead of occupying oneself, it's better to talk and joke with the receptionist, as well as others who are walking by, to show that one is already "part of the company." Conversely, doing work is rude, and what about all the time needed to shut down the computer when it's time for the interview?
My response: yes, it's fine to establish rapport (in fact, one of my ten points is to treat support staff there, including receptionists, with courtesy). So yes, making conversations is fine. On the other hand, going overboard might be taken negatively, in that your talking too much takes that person away from his or her job.
As far as occupying oneself: it's good to show that one uses time wisely. One need not have a computer on to do so. What about entering notes in your Blackberry, or even a paper tablet? As far as computer use, I agree that if you need 20 minutes to shut it down, and thus delay your interview by 20 minutes, that's a problem. But if you shut it down say five minutes before your scheduled time, what's wrong with that?
The other issue involved sending a thank you note. Several subscribers said such a note would be ridiculed, and that it's insincere. I responded to these concerns a couple of ways: first, I said that if people responded negatively to my thank you note by not hiring me or giving me a job offer, maybe that's not the kind of place I would want to work at anyway. Second, is their concern the thank you note per se, or only the INSINCERE thank you note. Third, are we too concerned about what other people think, vs. doing what's right?
Consider the process of preparing to have a job candidate come for an interview. If you're part of the interview team, you have to take time out of your day to prepare, and for the interview. You might have to review resumes, including the one of the person who's coming in. Afterwards, you have to spend time evaluating the candidate, either by yourself or in meetings with others. In other words, holding the interview takes time and effort on your part. Would you really react negatively to a candidate who, after the interview, tells you that he/she appreciates the time and effort involved in that interview?
What are your thoughts?
Wednesday, June 11, 2008
The 10 best ways to handle a job interview
Another Tech Republic blog entry of mine, from June 3:
Given the current economy, maintaining contacts with other companies can be critical. Knowing the right people can help you land a better job, one with more pay or perhaps the chance of advancement. Getting that next job, of course, often involves an interview. Here are some tips to help you excel.
Note: This information is also available as a PDF download.
#1: Be on time
Give yourself enough time to reach your destination, especially if you’re unfamiliar with the area. You will have enough stress with respect to the actual interview. Don’t add to it by complicating your travel to there. Consider a dry run prior to interview day, especially if you’re driving. Remember that mapping and navigational services could take you (as they did me) through an empty field or the wrong way on a one-way street.
Don’t get there too early, either. Doing so makes you look as though you have no other job and could hurt you later during salary negotiations. Plan to arrive between 10 to 20 minutes before your time. If you really do get there on the early side, consider joking with the receptionist or your interviewer about your surprise or “anger” over the lack of traffic. Then get serious and say that all you need is a place to sit down, because you have work you can do while you wait.
(for the rest of the article, visit http://blogs.techrepublic.com.com/10things/?p=363)The 10 best ways to handle a job interview
Another Tech Republic blog entry of mine, from June 3:
Given the current economy, maintaining contacts with other companies can be critical. Knowing the right people can help you land a better job, one with more pay or perhaps the chance of advancement. Getting that next job, of course, often involves an interview. Here are some tips to help you excel.
Note: This information is also available as a PDF download.
#1: Be on time
Give yourself enough time to reach your destination, especially if you’re unfamiliar with the area. You will have enough stress with respect to the actual interview. Don’t add to it by complicating your travel to there. Consider a dry run prior to interview day, especially if you’re driving. Remember that mapping and navigational services could take you (as they did me) through an empty field or the wrong way on a one-way street.
Don’t get there too early, either. Doing so makes you look as though you have no other job and could hurt you later during salary negotiations. Plan to arrive between 10 to 20 minutes before your time. If you really do get there on the early side, consider joking with the receptionist or your interviewer about your surprise or “anger” over the lack of traffic. Then get serious and say that all you need is a place to sit down, because you have work you can do while you wait.
(for the rest of the article, visit http://blogs.techrepublic.com.com/10things/?p=363)Monday, June 9, 2008
Yahoo/Forbes article on outsource-proofing your job
This article appeared today in Yahoo! Finance: http://finance.yahoo.com/career-work/article/105209/How-to-Make-Your-Job-Outsource-Proof
For me, the key points are the same as in keeping one's own job: show that you're adding value. I had an old boss that gave a career counseling presentation, and I still remember one of his recommendations: "don't be a conduit." In other words, don't be someone who simply passes information from one party to another. Make sure you're adding something, i.e. some analysis or evaluation.
For me, the key points are the same as in keeping one's own job: show that you're adding value. I had an old boss that gave a career counseling presentation, and I still remember one of his recommendations: "don't be a conduit." In other words, don't be someone who simply passes information from one party to another. Make sure you're adding something, i.e. some analysis or evaluation.
Yahoo/Forbes article on outsource-proofing your job
This article appeared today in Yahoo! Finance: http://finance.yahoo.com/career-work/article/105209/How-to-Make-Your-Job-Outsource-Proof
For me, the key points are the same as in keeping one's own job: show that you're adding value. I had an old boss that gave a career counseling presentation, and I still remember one of his recommendations: "don't be a conduit." In other words, don't be someone who simply passes information from one party to another. Make sure you're adding something, i.e. some analysis or evaluation.
For me, the key points are the same as in keeping one's own job: show that you're adding value. I had an old boss that gave a career counseling presentation, and I still remember one of his recommendations: "don't be a conduit." In other words, don't be someone who simply passes information from one party to another. Make sure you're adding something, i.e. some analysis or evaluation.
Friday, June 6, 2008
10+ ways to motivate a team
I recently posted the article below at Tech Republic. If you read it, you'll see some insightful comments afterwards. One in particular caught my attention. In one of my tips, I said, basically, praise in public and counsel in private. The commenter said to be aware that some people might be averse to being singled out in public, even if the reason is praise. I agreed, and said that a better point would have been "if you're going to single someone out in public, make sure it's for praise and not for castigation." Or, add that thought and keep my original point. Anyway, I hope you find the article helpful.
10+ things you can do to motivate your team
- Date: May 28th, 2008
- Author: Calvin Sun
- Category: 10 things, Career, IT management
- Tags: Team, Guard, Generalities, Team Management, Management, Calvin Sun
To get things done these days, working in teams is almost imperative. But how can you, as a leader, motivate a team to accomplish your objectives? How can you avoid common mistakes that can kill performance and morale? This article discusses ways of doing so.
Note: This information is also available as a PDF download.
#1: Believe in your team’s objectives
Do you believe in what you want the team to accomplish? Do you think your goals are realistic? If not, rethink your position, because your team will sense your uncertainty. You may say the right words, but your body language and overall demeanor will give you away. On the other hand, if you truly are dedicated and believe in your goals, your team will sense it and will react accordingly.
The rest of the article is at http://blogs.techrepublic.com.com/10things/?p=358
10+ ways to motivate a team
I recently posted the article below at Tech Republic. If you read it, you'll see some insightful comments afterwards. One in particular caught my attention. In one of my tips, I said, basically, praise in public and counsel in private. The commenter said to be aware that some people might be averse to being singled out in public, even if the reason is praise. I agreed, and said that a better point would have been "if you're going to single someone out in public, make sure it's for praise and not for castigation." Or, add that thought and keep my original point. Anyway, I hope you find the article helpful.
10+ things you can do to motivate your team
- Date: May 28th, 2008
- Author: Calvin Sun
- Category: 10 things, Career, IT management
- Tags: Team, Guard, Generalities, Team Management, Management, Calvin Sun
To get things done these days, working in teams is almost imperative. But how can you, as a leader, motivate a team to accomplish your objectives? How can you avoid common mistakes that can kill performance and morale? This article discusses ways of doing so.
Note: This information is also available as a PDF download.
#1: Believe in your team’s objectives
Do you believe in what you want the team to accomplish? Do you think your goals are realistic? If not, rethink your position, because your team will sense your uncertainty. You may say the right words, but your body language and overall demeanor will give you away. On the other hand, if you truly are dedicated and believe in your goals, your team will sense it and will react accordingly.
The rest of the article is at http://blogs.techrepublic.com.com/10things/?p=358
Thursday, May 29, 2008
New Tech Republic article, "10+ things you can do to motivate your team"
To get things done these days, working in teams is almost imperative. But how can you, as a leader, motivate a team to accomplish your objectives? How can you avoid common mistakes that can kill performance and morale? This article discusses ways of doing so.
#1: Believe in your team’s objectives
Do you believe in what you want the team to accomplish? Do you think your goals are realistic? If not, rethink your position, because your team will sense your uncertainty. You may say the right words, but your body language and overall demeanor will give you away. On the other hand, if you truly are dedicated and believe in your goals, your team will sense it and will react accordingly.
[to read the rest of the article, visithttp://blogs.techrepublic.com.com/10things/?p=358]
New Tech Republic article, "10+ things you can do to motivate your team"
To get things done these days, working in teams is almost imperative. But how can you, as a leader, motivate a team to accomplish your objectives? How can you avoid common mistakes that can kill performance and morale? This article discusses ways of doing so.
#1: Believe in your team’s objectives
Do you believe in what you want the team to accomplish? Do you think your goals are realistic? If not, rethink your position, because your team will sense your uncertainty. You may say the right words, but your body language and overall demeanor will give you away. On the other hand, if you truly are dedicated and believe in your goals, your team will sense it and will react accordingly.
[to read the rest of the article, visithttp://blogs.techrepublic.com.com/10things/?p=358]
Wednesday, May 28, 2008
How to resolve the diet dilemma?
No matter what your job or where it's located, the ability to work through differences with others is key to your career success.
How would you handle the following situation? It's based on something that happened a long time ago, but I've updated it to fit today's context. Let me know your thoughts. I'll post the actual results shortly:
You have been selected for a leadership development program. For six weeks, you will be at a special training location, where you will learn topics such as communications, resolving conflicts and dealing with change. During your time at this location, you are to eat a special diet that will enhance your learning and your overall fitness.
The trouble is, this diet violates certain religious beliefs you have. You'd rather not take part in this diet. However, your stance has created a problem for the manager of the leadership program. This person is concerned that your failure to take the diet will affect your appearance and your performance, and hence will hurt this person in his/her own career. You don't want to cause harm to this person's career, but you also want to be true your religious beliefs, and you want to stay in the program and company.
What do you do?
How would you handle the following situation? It's based on something that happened a long time ago, but I've updated it to fit today's context. Let me know your thoughts. I'll post the actual results shortly:
You have been selected for a leadership development program. For six weeks, you will be at a special training location, where you will learn topics such as communications, resolving conflicts and dealing with change. During your time at this location, you are to eat a special diet that will enhance your learning and your overall fitness.
The trouble is, this diet violates certain religious beliefs you have. You'd rather not take part in this diet. However, your stance has created a problem for the manager of the leadership program. This person is concerned that your failure to take the diet will affect your appearance and your performance, and hence will hurt this person in his/her own career. You don't want to cause harm to this person's career, but you also want to be true your religious beliefs, and you want to stay in the program and company.
What do you do?
How to resolve the diet dilemma?
No matter what your job or where it's located, the ability to work through differences with others is key to your career success.
How would you handle the following situation? It's based on something that happened a long time ago, but I've updated it to fit today's context. Let me know your thoughts. I'll post the actual results shortly:
You have been selected for a leadership development program. For six weeks, you will be at a special training location, where you will learn topics such as communications, resolving conflicts and dealing with change. During your time at this location, you are to eat a special diet that will enhance your learning and your overall fitness.
The trouble is, this diet violates certain religious beliefs you have. You'd rather not take part in this diet. However, your stance has created a problem for the manager of the leadership program. This person is concerned that your failure to take the diet will affect your appearance and your performance, and hence will hurt this person in his/her own career. You don't want to cause harm to this person's career, but you also want to be true your religious beliefs, and you want to stay in the program and company.
What do you do?
How would you handle the following situation? It's based on something that happened a long time ago, but I've updated it to fit today's context. Let me know your thoughts. I'll post the actual results shortly:
You have been selected for a leadership development program. For six weeks, you will be at a special training location, where you will learn topics such as communications, resolving conflicts and dealing with change. During your time at this location, you are to eat a special diet that will enhance your learning and your overall fitness.
The trouble is, this diet violates certain religious beliefs you have. You'd rather not take part in this diet. However, your stance has created a problem for the manager of the leadership program. This person is concerned that your failure to take the diet will affect your appearance and your performance, and hence will hurt this person in his/her own career. You don't want to cause harm to this person's career, but you also want to be true your religious beliefs, and you want to stay in the program and company.
What do you do?
Friday, May 23, 2008
Clueless in Amtrak?
"Ridiculous!" "Inconsiderate!"
I heard these comments, and others, as I took my seat yesterday on the scheduled 2:00 regional Amtrak train from Washington to Philadelphia. Those comments weren't directed at me, thankfully, but rather to a woman one row ahead of me, on the other side. She was watching a movie on her laptop computer, and the sound carried throughout the car.
After deliberating a few moments, I got up and approached her. As I did, I noticed with some puzzlement that she actually was wearing headphones, and that they were plugged into the laptop.
"Excuse me," I said to her politely, "but the sound is kind of loud. Is there a way of lowering the volume?"
Seeing her puzzled look, and remembering the headphones, I suddenly had an idea. "Could you check to make sure the headphones are plugged into the correct jack?" I continued. There are two of them, microphone and headphone, and they look alike."
She looked at me, then at the computer. We unplugged the headphones from the one jack and replugged them into the other. Immediately the sound stopped from the laptop speaker, and instead went through her headphones. Until I spoke to her, she had been unaware that her actions were annoying others.
This phenomenon is known in communications theory as the "blind spot." Sometimes we do things or say things that affect others (usually negatively), but about which we're unaware. In this case, the woman's blind spot arose because no one (until me) told her that the sounds were bothering others.
Be aware of this blind spot when you yourself communicate with others.
I heard these comments, and others, as I took my seat yesterday on the scheduled 2:00 regional Amtrak train from Washington to Philadelphia. Those comments weren't directed at me, thankfully, but rather to a woman one row ahead of me, on the other side. She was watching a movie on her laptop computer, and the sound carried throughout the car.
After deliberating a few moments, I got up and approached her. As I did, I noticed with some puzzlement that she actually was wearing headphones, and that they were plugged into the laptop.
"Excuse me," I said to her politely, "but the sound is kind of loud. Is there a way of lowering the volume?"
Seeing her puzzled look, and remembering the headphones, I suddenly had an idea. "Could you check to make sure the headphones are plugged into the correct jack?" I continued. There are two of them, microphone and headphone, and they look alike."
She looked at me, then at the computer. We unplugged the headphones from the one jack and replugged them into the other. Immediately the sound stopped from the laptop speaker, and instead went through her headphones. Until I spoke to her, she had been unaware that her actions were annoying others.
This phenomenon is known in communications theory as the "blind spot." Sometimes we do things or say things that affect others (usually negatively), but about which we're unaware. In this case, the woman's blind spot arose because no one (until me) told her that the sounds were bothering others.
Be aware of this blind spot when you yourself communicate with others.
Clueless in Amtrak?
"Ridiculous!" "Inconsiderate!"
I heard these comments, and others, as I took my seat yesterday on the scheduled 2:00 regional Amtrak train from Washington to Philadelphia. Those comments weren't directed at me, thankfully, but rather to a woman one row ahead of me, on the other side. She was watching a movie on her laptop computer, and the sound carried throughout the car.
After deliberating a few moments, I got up and approached her. As I did, I noticed with some puzzlement that she actually was wearing headphones, and that they were plugged into the laptop.
"Excuse me," I said to her politely, "but the sound is kind of loud. Is there a way of lowering the volume?"
Seeing her puzzled look, and remembering the headphones, I suddenly had an idea. "Could you check to make sure the headphones are plugged into the correct jack?" I continued. There are two of them, microphone and headphone, and they look alike."
She looked at me, then at the computer. We unplugged the headphones from the one jack and replugged them into the other. Immediately the sound stopped from the laptop speaker, and instead went through her headphones. Until I spoke to her, she had been unaware that her actions were annoying others.
This phenomenon is known in communications theory as the "blind spot." Sometimes we do things or say things that affect others (usually negatively), but about which we're unaware. In this case, the woman's blind spot arose because no one (until me) told her that the sounds were bothering others.
Be aware of this blind spot when you yourself communicate with others.
I heard these comments, and others, as I took my seat yesterday on the scheduled 2:00 regional Amtrak train from Washington to Philadelphia. Those comments weren't directed at me, thankfully, but rather to a woman one row ahead of me, on the other side. She was watching a movie on her laptop computer, and the sound carried throughout the car.
After deliberating a few moments, I got up and approached her. As I did, I noticed with some puzzlement that she actually was wearing headphones, and that they were plugged into the laptop.
"Excuse me," I said to her politely, "but the sound is kind of loud. Is there a way of lowering the volume?"
Seeing her puzzled look, and remembering the headphones, I suddenly had an idea. "Could you check to make sure the headphones are plugged into the correct jack?" I continued. There are two of them, microphone and headphone, and they look alike."
She looked at me, then at the computer. We unplugged the headphones from the one jack and replugged them into the other. Immediately the sound stopped from the laptop speaker, and instead went through her headphones. Until I spoke to her, she had been unaware that her actions were annoying others.
This phenomenon is known in communications theory as the "blind spot." Sometimes we do things or say things that affect others (usually negatively), but about which we're unaware. In this case, the woman's blind spot arose because no one (until me) told her that the sounds were bothering others.
Be aware of this blind spot when you yourself communicate with others.
Tuesday, May 20, 2008
How to handle the exit interview?
In a recent article at Tech Republic, I discussed steps to take if and when you resign. Since that time, I've gotten comments and questions on one specific issue: how to handle the exit interview, in particular the inevitable question "what suggestions do you have?"
Some people suggest being frank about sharing issues. On the one hand, maybe your comments will be considered. On the other hand, maybe those comments will be seen as "bridge burning.
How about this option? Instead of dwelling on your concerns and complaints, can you identify something your soon-to-be-former employer did RIGHT? Focus on that point, and say, "This is something I really appreciated, and it would be good to have more of that."
Of course, you have to be sincere. Don't fake it, because people can tell.
Some people suggest being frank about sharing issues. On the one hand, maybe your comments will be considered. On the other hand, maybe those comments will be seen as "bridge burning.
How about this option? Instead of dwelling on your concerns and complaints, can you identify something your soon-to-be-former employer did RIGHT? Focus on that point, and say, "This is something I really appreciated, and it would be good to have more of that."
Of course, you have to be sincere. Don't fake it, because people can tell.
How to handle the exit interview?
In a recent article at Tech Republic, I discussed steps to take if and when you resign. Since that time, I've gotten comments and questions on one specific issue: how to handle the exit interview, in particular the inevitable question "what suggestions do you have?"
Some people suggest being frank about sharing issues. On the one hand, maybe your comments will be considered. On the other hand, maybe those comments will be seen as "bridge burning.
How about this option? Instead of dwelling on your concerns and complaints, can you identify something your soon-to-be-former employer did RIGHT? Focus on that point, and say, "This is something I really appreciated, and it would be good to have more of that."
Of course, you have to be sincere. Don't fake it, because people can tell.
Some people suggest being frank about sharing issues. On the one hand, maybe your comments will be considered. On the other hand, maybe those comments will be seen as "bridge burning.
How about this option? Instead of dwelling on your concerns and complaints, can you identify something your soon-to-be-former employer did RIGHT? Focus on that point, and say, "This is something I really appreciated, and it would be good to have more of that."
Of course, you have to be sincere. Don't fake it, because people can tell.
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