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Hub You - How to Keep Projects From Spinning Out Of Control
You can never underestimate the power of networking. Often success is directly proportional to the size of the social circle. Whether you are looking for an entry level job or wanting to climb the career ladder you will need some kind of networking savvy in order to survive in the business world.If you are looking for an entry level job your networking skills might be more important than the quality of your CV. Research shows that most jobs are obtained through contacts before the jobs even become open to the general public. In the established business world strong networking skills are shown to be one of the most powerful predictors in success. If you struggle with people skills and need some help expanding your network read on.You will need to collect up all the business cards and contact numbers of the people you already know. Make one central place where you keep all your contacts' information.The Internet opens up a myriad of opportunities for those nervous about networking and interpersonal skills. With email and web sites you can reach a wider network than you ever could the 'old fashioned way'. Even building a simple website could open up many new (international) contacts and opportunities. If you are able to effectively network online can be one of the most effective tools for those seeking jobs. Discussion forums, newsgroups, discussion groups and exchange ideas - and most impo
1. SPONSOR ROLE
The sponsor has the authority to make the change happen. Good sponsors clearly articulate the vision, champion the change, and identify measurable goals. They control the resources and have direct line authority over the people who will implement the change. Carolyn decided that this was her role in both the development of the employee and in the launch of the product.
When she figured out the boundaries of her role, and behaved within those boundaries, the project flourished.
DO'S
• Create a compelling future. Remember to tell people the benefits of change for them and for the organization. For example, during the launch Carolyn let each member know how he or she fit into the larger picture, and
It happens more often than you’d ever guess – in fact, it might be happening at the booth right next to yours. Recent surveys of trade show attendees show that the most dissatisfied attendees are those who purchase something that they really didn’t want. Needless to say, these attendees don’t have a high opinion of those companies that ‘strong-armed’ them, and report that they’ll be unlikely to do business with them again.How can this happen? What possible way is there to force attendees into purchasing something unwillingly?Not all the ‘people pleasers’ at a trade show are booth staff. Some are walking the aisle, as attendees. When these types run into an overly-forward, persistant salesperson, they can be bullied into a purchase. That’s not the way you want to do business.Instead, train your team to have a needs-focused approach. By engaging attendees in conversation, questioning and listening more than talking, and truly focusing on solving the attendee’s problems, you are far more likely to make a sale the attendee is satisfied with.Key to this is five questions, the Familiar Five that should be part of every sales conversation:What: What exactly does the attendee need? Do they have problems with their existing suppliers? Are they trying to make-do with a product that doesn’t exactly fit their needs? Perhaps the product works perfectly, but it’s too expensive. You n
Change usually happens in an organization through projects, which can take many forms, and may not always be called projects. The easiest to recognize is the traditional type, with a beginning, middle and end, such as the launch of a new product or the implementation of a system. Other projects involve developing people and are ongoing, without easily identified phases.
The key to keeping projects from spinning out of control is to know the roles that you and others play. Although individuals can play more than one role, it is critical that they clearly understand which role they are occupying at any one time, and that they work within the appropriate boundaries of that role.
Often projects fail because these roles are not aligned with each other. The consequences range from:
· underutilization of some people while others burn out
· resentment
· people working inefficiently
· work stagnating
· all of the above
In other words, the status quo reigns.
CASE STUDY
Carolyn is the VP of Sales in a software development organization, with a number of department heads reporting to her. One of the department heads hired Mike, a technical salesperson, to provide as much sales coverage as possible for the launch of a new software product. Sales for this new product were proving difficult.
Mike had been a successful salesperson in another software company and, it was hoped, would have very little trouble opening doors. However, he had been struggling since he joined the organization, and Carolyn decided to directly intervene to bring him up to speed
All of her efforts were either ineffective, annoyed the department heads who report to her, led to confusion, or infringed on someone else’s territory. For instance, she approached Mike directly about getting him sales training without involving his boss. She also reassigned some of his work to others sales staff, hoping to relieve him of some of the more complicated work. The strategy backfired – Mike was unsure to whom he was reporting and felt paralyzed; the salespeople who got more work became resentful, and sales in general started to tank.
Carolyn then hatched a new idea that, upon reflection, was headed for disaster. She even considered moving him to another department without the department head’s consent. That would have taken him off the launch and had him selling core products.
Carolyn needed to define the roles of each person involved in Mike’s situation, and to clarify the boundaries for everyone. When she figured out which role each individual was playing in trying to bring Mike up to speed, and in launching the product, she was able to defuse the situation, go through the proper channels to get him help, and clarify what constituted stepping-on-toes. Her change in behaviour had very positive results. Mike is learning quickly, and Carolyn’s relationships with her department heads are stronger. Sales projections for the launch are on target.
Below are the five key roles people play when working on project teams, and the do’s and don’ts of each role.
1. SPONSOR ROLE
The sponsor has the authority to make the change happen. Good sponsors clearly articulate the vision, champion the change, and identify measurable goals. They control the resources and have direct line authority over the people who will implement the change. Carolyn decided that this was her role in both the development of the employee and in the launch of the product.
When she figured out the boundaries of her role, and behaved within those boundaries, the project flourished.
DO'S
• Create a compelling future. Remember to tell people the benefits of change for them and for the organization. For example, during the launch Carolyn let each member know how he or she fit into the larger picture, and
One of the most cost effective ways to promote a business is to use viral marketing techniques. So what exactly IS Viral Marketing and how can we use it?Put simply, viral marketing is a way of spreading your message is such a way that it gets passed on…and on…and on. It can be done via email, as in the case of jokes or funny video clips or using software downloads and ebooks. All of these methods make it simple for the viewer to pass on with little or no cost.Most businesses are already using some form of viral marketing in their promotion efforts without actually realizing it. See, the oldest form of viral marketing is simply word of mouth. Unfortunately, some companies have learned to their cost that bad publicity usually spreads faster than the good stuff!So in order to use viral marketing effectively it needs to be planned and monitored properly.Let’s take an imaginary hotel and see how they could create viral marketing material to promote their service.They could create an ebook about their location that is packed with exciting places to visit on the area, but as this has probably already been done to death online, they need to add a twist to make it viral. For example, they could feature places off the beaten track that the tourist would never otherwise get to see. This alone would make it worth passing on to friends or family who are planning a similar trip.But t
· underutilization of some people while others burn out
· resentment
· people working inefficiently
· work stagnating
· all of the above
In other words, the status quo reigns.
CASE STUDY
Carolyn is the VP of Sales in a software development organization, with a number of department heads reporting to her. One of the department heads hired Mike, a technical salesperson, to provide as much sales coverage as possible for the launch of a new software product. Sales for this new product were proving difficult.
Mike had been a successful salesperson in another software company and, it was hoped, would have very little trouble opening doors. However, he had been struggling since he joined the organization, and Carolyn decided to directly intervene to bring him up to speed
All of her efforts were either ineffective, annoyed the department heads who report to her, led to confusion, or infringed on someone else’s territory. For instance, she approached Mike directly about getting him sales training without involving his boss. She also reassigned some of his work to others sales staff, hoping to relieve him of some of the more complicated work. The strategy backfired – Mike was unsure to whom he was reporting and felt paralyzed; the salespeople who got more work became resentful, and sales in general started to tank.
Carolyn then hatched a new idea that, upon reflection, was headed for disaster. She even considered moving him to another department without the department head’s consent. That would have taken him off the launch and had him selling core products.
Carolyn needed to define the roles of each person involved in Mike’s situation, and to clarify the boundaries for everyone. When she figured out which role each individual was playing in trying to bring Mike up to speed, and in launching the product, she was able to defuse the situation, go through the proper channels to get him help, and clarify what constituted stepping-on-toes. Her change in behaviour had very positive results. Mike is learning quickly, and Carolyn’s relationships with her department heads are stronger. Sales projections for the launch are on target.
Below are the five key roles people play when working on project teams, and the do’s and don’ts of each role.
1. SPONSOR ROLE
The sponsor has the authority to make the change happen. Good sponsors clearly articulate the vision, champion the change, and identify measurable goals. They control the resources and have direct line authority over the people who will implement the change. Carolyn decided that this was her role in both the development of the employee and in the launch of the product.
When she figured out the boundaries of her role, and behaved within those boundaries, the project flourished.
DO'S
• Create a compelling future. Remember to tell people the benefits of change for them and for the organization. For example, during the launch Carolyn let each member know how he or she fit into the larger picture, and
We put on weight over the years, but then we want to lose it overnight. We spend years getting deeper and deeper into debt, but we want to become financially independent overnight. We decide we want to run that marathon-when it's only a month a way. We want to ace that exam, but we only allow ourselves an hour to cram all the material. We start thinking about retirement when it looms only five years out on the horizon. There are many examples of things we want to attain in the shortest amount of time possible and with the least effort possible, but it rarely happens that way. Success is a process and not a quick fix. Progress comes in steps and the foundation first has to be laid. We want to make this a natural process. What do I mean by that, especially since new skills and new habits will initially feel unnatural? When you write a term paper, you research what the experts have said about the subject, you organize your data, you determine what is best going to support your thesis, and then through that process, you arrive at your own conclusion. As you observe, study and apply the skills and strategies used by successful people, you will learn to sift and sort, essentially "cutting and pasting" together your own roadmap that will lead you to the top. You are unique, your perception of success is unique and what you want to accomplish on your way t
All of her efforts were either ineffective, annoyed the department heads who report to her, led to confusion, or infringed on someone else’s territory. For instance, she approached Mike directly about getting him sales training without involving his boss. She also reassigned some of his work to others sales staff, hoping to relieve him of some of the more complicated work. The strategy backfired – Mike was unsure to whom he was reporting and felt paralyzed; the salespeople who got more work became resentful, and sales in general started to tank.
Carolyn then hatched a new idea that, upon reflection, was headed for disaster. She even considered moving him to another department without the department head’s consent. That would have taken him off the launch and had him selling core products.
Carolyn needed to define the roles of each person involved in Mike’s situation, and to clarify the boundaries for everyone. When she figured out which role each individual was playing in trying to bring Mike up to speed, and in launching the product, she was able to defuse the situation, go through the proper channels to get him help, and clarify what constituted stepping-on-toes. Her change in behaviour had very positive results. Mike is learning quickly, and Carolyn’s relationships with her department heads are stronger. Sales projections for the launch are on target.
Below are the five key roles people play when working on project teams, and the do’s and don’ts of each role.
1. SPONSOR ROLE
The sponsor has the authority to make the change happen. Good sponsors clearly articulate the vision, champion the change, and identify measurable goals. They control the resources and have direct line authority over the people who will implement the change. Carolyn decided that this was her role in both the development of the employee and in the launch of the product.
When she figured out the boundaries of her role, and behaved within those boundaries, the project flourished.
DO'S
• Create a compelling future. Remember to tell people the benefits of change for them and for the organization. For example, during the launch Carolyn let each member know how he or she fit into the larger picture, and
The RoleLicensed Conveyancers, or Property Lawyers, deal with the paperwork and legal work involved in buying and selling business and commercial properties. Licensed Conveyancer Jobs can include:* advising clients of costs, such as stamp duty, and legal fees* conducting ‘searches’- asking local authorities for details of any plans that might affect the property in the future, drafting contracts giving details of all the aspects of the sale* liaising with mortgage lenders to make sure they have all the relevant information* paying taxes such as stamp duty and keeping records of payments made * checking that contracts are signed and exchanged.Skills and InterestsIf you are looking for a Licensed Conveyancer job you should:* have good spoken and written communication skills* be able to explain the technicalities of conveyancing to clients* be meticulous and able to problem solve* be interested in property law* be numerate and able to make financial calculations* be able to work under pressure.A mix of these skills would provide a solid foundation for anyone looking for jobs or work as a Licensed Conveyancer.QualificationsEngland and Wales - In order to get a job as a licensed conveyancer in England and Wales you must pass The Council for Licensed Conveyancers (CLC) training and examinations.another department without the department head’s consent. That would have taken him off the launch and had him selling core products.
Carolyn needed to define the roles of each person involved in Mike’s situation, and to clarify the boundaries for everyone. When she figured out which role each individual was playing in trying to bring Mike up to speed, and in launching the product, she was able to defuse the situation, go through the proper channels to get him help, and clarify what constituted stepping-on-toes. Her change in behaviour had very positive results. Mike is learning quickly, and Carolyn’s relationships with her department heads are stronger. Sales projections for the launch are on target.
Below are the five key roles people play when working on project teams, and the do’s and don’ts of each role.
1. SPONSOR ROLE
The sponsor has the authority to make the change happen. Good sponsors clearly articulate the vision, champion the change, and identify measurable goals. They control the resources and have direct line authority over the people who will implement the change. Carolyn decided that this was her role in both the development of the employee and in the launch of the product.
When she figured out the boundaries of her role, and behaved within those boundaries, the project flourished.
DO'S
• Create a compelling future. Remember to tell people the benefits of change for them and for the organization. For example, during the launch Carolyn let each member know how he or she fit into the larger picture, and
One of the most important things that can set you apart from your competition is giving better service. Better service means that you have a genuine customer-friendly attitude. You view your customers as the most important part of your job, and you sincerely respect them and appreciate their choosing to do business with you. A customer-friendly attitude means that communicating and establishing customer relationships are really the essence of your job. You can make a customer a friend or an enemy for life in just a few minutes. Every moment of customer contact is vitally important.One of the most important part of customer service is your telephone response and personal contact. When a customer calls your company on the phone and the telephone rings ten times before someone picks it up, your company has already made a bad impression before any business was transacted. These contacts are simple and quick, and they are moments of truth for the customer. Customer contacts are opportunities to create positive impressions and they include the following:1. Answer the phone with a greeting before identifying yourself or your company. Start the contact the right way and create a good first impression.2. Be aware of your facial expression when a customer approaches you. Always smile to give customers the impression that you are delighted to see and to help them when they approach you.3.
1. SPONSOR ROLE
The sponsor has the authority to make the change happen. Good sponsors clearly articulate the vision, champion the change, and identify measurable goals. They control the resources and have direct line authority over the people who will implement the change. Carolyn decided that this was her role in both the development of the employee and in the launch of the product.
When she figured out the boundaries of her role, and behaved within those boundaries, the project flourished.
DO'S
• Create a compelling future. Remember to tell people the benefits of change for them and for the organization. For example, during the launch Carolyn let each member know how he or she fit into the larger picture, and how their work mattered. To develop sales people, she created a vision for continuous learning and support, and painted an exciting picture of possibilities.
• Champion, champion, champion. Carolyn backed away from directly working with Mike, and she involved her department heads in decisions about the project. She also recognized their contributions publicly during meetings and later in writing.
• Set clear goals, time frames, and measurements of success. Carolyn created clear SMART goals (specific, measurable, achievable, realistic, time frame) with each department head, including the expectations for developing staff.
• Be a problem solver. In the sponsor-role, she allowed the doers (implementers) to accomplish tasks and stopped taking them over herself. She eased up on micromanaging, and helped untangle issues when they were brought to her. Carolyn also began to work more closely with other departments to troubleshoot potential problems.
• Be as generous as possible with resources. Carolyn increased the training and coaching budget, hired part-timers to help during the crunch, and proactively looked for creative ways to help remove obstacles for the implementers.
• Find a coach to help you stay within the boundaries of your role. Carolyn found an external coach to help her align her behaviour with the organizational goals. It took time for her to clearly define the role boundaries, and her coach helped her to stay within them.
DONT'S
• Don't do the doers’ (implementers') work. Carolyn frequently took over others’ work, particularly when the launch was faltering. However, with the help of a coach, she was able to see that she was undermining the project by constantly re-doing and/or reassigning work.
• Don't undervalue implementers' feedback. Carolyn started to actively seek information from the sales teams’ about their experience with customers. In previous launches, she hadn’t asked for their observations, relying instead on second-hand information from department heads. Implementers are closest to the impact of the change and can keep you from being surprised.
• Don't drop the ball on openly promoting the change. Carolyn openly promoted the legitimacy and necessity of developing sales people. She worked cross-functionally to help salespeople get the training, mentoring, and coaching they needed. Without the sponsor’s continued, visible support, change becomes the “flavour of the month”.
2. DEPARTMENTAL SPONSOR ROLE
Departmental sponsors only focus on the change in their own departments. They commit to understanding the depth, breadth and implications of the change. In this example, the departmental sponsors were the Directors of Sales and Branch Managers.
DO'S
• Ask the sponsor lots of questions so you fully understand the need for the project/change and can back the decision.
• Remove obstacles for the implementers.
• Keep the sponsor informed of successes and challenges.
DON'TS
• Don't panic if there is resistance from your team.
• Don't weakly comply with the sponsor's visio
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