management

We recently have many expat joining us and a team member once asked me "what did they actually bring to the table ?" I was unhappy with the question at first (because I can clearly see their impact and didn't know why he couldn't). Then I realized it was actually a

We all know about Nokia, once the king of mobile phone and then, became nothing. Thing we might not know is if our company, our team, ourself is the next Nokia :) I always think that a little pressure here and there will help us grow, and thinking about that question

1. Truly understand the "why" Why should we adopt this new shiny language/framework/database other than that being ... well new & shiny ? Why should we adopt Scrum other than that being recommended by ... so many gurus ? 2. Care to ask "what else ?" Is this the best option we have, is

Đánh giá kết quả của 1 nhân viên kinh doanh tương đối dễ dàng, do kết quả hầu hết đều ở dạng số, target (mục tiêu) của bạn là bao nhiêu và actual (phần thực đạt) của bạn là bao nhiêu đều rõ ràng. Đối với nhân viên mảng công

Đây là 1 trong những cái mình thấy quan trọng và khó nhằn nhất khi quản lí 1 team nói riêng hay 1 tổ chức nói chung. Lên kế hoạch để làm thì khá dễ hiểu, tuy nhiên lên kế hoạch sao cho hợp lí, tạo ra giá trị và

1 team nói chung (không chỉ team làm sản phẩm) sẽ bao gồm đối ngoại và đối nội * Đối ngoại là làm sao cho những team khác, những phòng ban khác hiểu được giá trị công việc của team mình, thấy team mình ngon (looks good), từ đó hỗ trợ

interesting book [www.amazon.com/How-Will-Measure-Your-Life/dp/0062102419] > The trap many people fall into is to allocate their time to whoever screams loudest, and their talent to whatever offers them the fastest reward. That’s a dangerous way to build a strategy. my note: > Only after you understand the relative

People don't share the same vision and passion In a normal company, even if people don't share the same vision, they still can execute the plan and contribute value. For a startup (with limited resources) to proceed (or for a normal company that wants to be more efficient), people need

from Remote [http://37signals.com/remote/] (by 37signals) [https://work.plonely.com/wp-content/uploads/2013/11/book-quotes-1.png]

source [http://www.amazon.com/Good-Great-Companies-Leap-Others/dp/0066620996] (reviewed by Donald Mitchell) > The key conclusions as to "how" included the following:(1) a series of CEOs (promoted from within) who combined "personal humility and professional will" focused on making a great company; (2) an initial focus on eliminating weak people,

... especially during a crisis source [http://www.bnet.com/blog/ceo/10-things-great-managers-do/8189?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+bnet%2Fceo+%28BNETCorner+Office%29] quote > #1. Maintain your cool and sense of humor, especially during a crisis2. Tell subordinates when they’re shooting themselves in the