CIOs: Don't fall prey to these 10 common mistakes

Ref: http://www.techrepublic.com/blog/10-things/cios-dont-fall-prey-to-these-10-common-mistakes/

CIOs run highly technical disciplines and usually come from technical backgrounds. Their strength is in knowing the details of IT work. This gains them respect in the eyes of their staff and enables them to discuss the details of projects. Nevertheless, IT management responsibilities have changed substantially over the past few years. As more IT processes become automated, CIOs must become more business-savvy. CIOs also need strong people, as well as good communication and other soft skills. In this new world, CIOs must embrace new roles. Here are 10 mistakes that can trip up the CIO.

1: Practicing heads-down management

Technical people are task-oriented. They have a natural tendency to get completely immersed in technical problem solving. There is no room for heads-down management in CIOs -- yet many continue to focus on the technical aspects of projects, forgetting about the people and the politics that can completely disrupt work.

2: Staying technical

Great CIOs resist the temptation to get into the technical details of IT projects. They understand that it is their job to ensure that the politics and business environment are optimal for projects. They focus on running the necessary interference for their staff to make conditions for success optimal.

3: Not checking project status

It can be difficult for CIOs to get out of their office and onto the "IT floor." I remember one CIO I worked for as a young staffer. He thought our project was meeting deadline, and the project manager was telling him so, but the project wasn't close. This project ultimately failed -- but it might have succeeded if the CIO had done enough "management by walking around."

4: Forgetting to praise

IT'ers (and their leaders) are committed to what they do. For most, it is enough to know that a job is well done. Still, everyone appreciates a little praise or recognition. Many CIOs don't give it often enough.

5: Not communicating clearly about projects

One of the hallmarks of great communicators is that they make an effort to know their audience. They then find ways to communicate by using familiar terms. Coming from technical disciplines that use jargon, many CIOs must acquire this skill.

6: Not knowing the business

Many IT'ers go through their entire careers without ever working in the end business. Consequently, they have to learn the business on their own to make sure that their efforts are aligned with what the business needs. CIOs know this, but some fail to hone their own business skills -- which is critical for building credibility with other executives in the organization.

7: Forgetting to forge key relationships

Relationship building with other executives and business influencers in the company is one of the most important things a CIO can do. It establishes a cooperative foundation for IT initiatives and improves the odds of project success.

8: Not being objective in IT platform selection

There is plenty of risk in IT projects. This makes it easy for CIOs and other IT decision makers to fall back on vendors and platforms they already know, even though they might not be the best solutions for the projects they're working on. Maintaining objectivity when evaluating technology alternatives helps CIOs keep their options open and approach projects creatively.

9: Failing to learn staff capabilities and limitations

Some IT'ers are experts in specific areas of IT, some are great with end business users, and some are journeymen who can succeed in numerous project roles. CIOs are ahead of the game when they get to know their staff members' individual strengths and weaknesses. CIOs should be facilitating IT training to shore up any staff shortcomings. And they should know which staffers are their go-to players and rising stars.

10: Micromanaging

When projects go wrong, it's tempting to step in and start running them yourself, especially if you're in a smaller shop. But when CIOs do this, they neglect other projects and areas of IT that require their attention. A better strategy is to meet with project managers and help them get the project on track. As a last resort, you might need to replace a project manager -- but it should be with someone else who can take the project -- not you!

What can I do to develop India?

Ref: http://www.quora.com/What-can-I-do-to-develop-India

1. Teach your son (and all male children that you have an influence over) to respect women.
2. Vote -  A large majority of India's urban youth are disillusioned with politics and don't vote. If you want a change, be the harbinger of that change. Don't just sit at home and complain.
3. Read the newspaper (a real one, the Hindu maybe). Keep abreast with the news, know what is happening in your country and have an opinion about it.
4. Stop watching only cricket and try out something else. There are thousands of athletes out there in India playing their hearts out hoping someone would sit up and take notice.
5. Stop taking things for granted. You deserve better from the government you voted to power. It is your duty to point out the things you want changed.
6. Don't pay bribes.  Next time somebody asks you for a bribe don't pay it, however much inconvenience it is going to cause.
7. Switch off all electrical appliances before you leave the house.
8. Control your road rage. Don't honk too much on the roads.
9. Let your kids choose their lives, careers and life partners. You don't own them. They know their dreams and aspirations better than you.
10. Tolerate all religions. Stop believing in the caste system.
11. Spend more money. Go on more holidays. You will be a happier person and you will help the economy grow.
12. Do something physical. Indians are notorious for being inactive. Go out, play, jump off an airplane, scuba dive. But do something.
13. Stop peeing anywhere and everywhere. The next generation is watching and learning.
14. Pay your taxes on time. Help the government to help you.
15. Teach the less privileged. Join an NGO that teaches kids, elders or anybody without access to schools. That is much more beneficial than dropping money into a charity box to satisfy your conscience.
16. Keep your roads clean, dispose your garbage properly, stop spitting on the roads.

5 Qualities Teams Look For in Their Leaders

Ref: http://www.entrepreneur.com/article/239156

I’m not a CEO. I’ve never been a founder. And I’m not exactly an “entrepreneur.” However, if you believe that every successful company leader is a byproduct of the very teams they build, which I do, those teams' insights can be just as important to understand these visionary, idiosyncratic and sometimes downright crazy species of executive.

Here’s what I believe are what it takes to work, survive and maybe even succeed with the people we call founders.

1. Looking beyond the strengths and identify the weaknesses.

When choosing a CEO or founder to work for, the majority of individuals tend to focus on the qualities that will make you and the business successful. However, it’s just as important, if not more, to take a holistic view. What does this mean? Don’t just concentrate on their strengths -- pay attention to their weaknesses. Those sneaky traits have a habit of showing themselves at the worst times, and may end up being the thorn in your side that makes work more challenging, or worse, the wrong fit .

Related: 6 Skills Remarkable Leaders Execute Better

It’s important to be realistic and tackle the areas of the business where they are not comfortable. It’s time to get personal and understand the worst first or be held victim to the weaknesses that will hold you and the businesses back from being the most successful it can be.

2. Work with founders that will broaden your business horizons, not stunt your growth.

There’s a certain amount of opportunity that arises from working with a young company filled with fresh ideas. There’s the opportunity to build a stellar team, solve new problems, change the world and even accelerate your own personal growth as well.

Most important, an executive’s opportunity to play a role within a new leadership team and work directly with the founding CEO to create a business is one of the parts of my experience I’m most thankful for. However, if you have a founder whose own vision, wisdom or simple ability to be self-aware about what they know and don’t can greatly impact how much learning you get to do vs. how much time you need to educate.

Gaining more experience and being a leader means you should be teaching and mentoring, but spending more of your time doing that with the CEO vs. the team you hired means you may be learning less. First determine how much time you want to spend learning vs. teaching and make sure your founding CEO maps to that split.

3. Look for a generous spirit and avoid the know-it-alls or credit seekers.

A founder is as much a cultural leader as they are the chief executive. Founders who are unwilling to share the decision-making, the voice or the credit are not only spirit drainers -- they make work less fun. Control seekers are much less likely to empower their executives to lead and make decisions, making the de facto standard operating procedure to involve the founder in every decision or end up waiting for input. This makes for an impotent team and operational inefficiency that can be the difference between doing well and crushing it.

Related: The 8 Signs of a Bad Leader

4. Question how they will support you, not only how you need to support them.

I once had a manager that described her management style as an inverted triangle, where she was there to support her team. What I love about that is she understood that even strong, high performers need help or support in different ways at different times.

Even the most senior executive needs a leader and a person who’s in their corner and wants them to succeed. All too often the interview process is the leader looking for an executive who can come in and do amazing things for their company. We also need leaders who are going to do amazing things for our teams and our careers.

5. If you’re not interested in having a drink with them, don’t assume you want to work with them.

We spend a lot of time at work, and even more time thinking about work. It seems obvious, but I don’t think enough people ask themselves this question: Would I enjoy grabbing a drink after work with this person? If the answer is no, why would you want to work with them?

As a senior individual, whether on the executive team or not, the impact of the founder or CEO on your every day is significant, even if you don’t have one on ones every week or at all. Their personality, values and likes (and definitely their dislikes) will impact how everyone feels about their day, even if it doesn’t impact the actual work.

Working with founders is more than a job, it’s a lifestyle and selecting which founder/CEO you are going to “walk down the hall” with can’t be done through interviews filled with questions about the business and the culture they want to build. Have a drink with them or anything that tells you if you are interested in partnering with the person to build the business together.

If you don’t like them, you probably won’t like working with them. And I will tell you from personal experience, motivated, happy and encouraged teams perform the same tasks as downtrodden teams much more elegantly.

Five ways to handle being overworked

Ref: http://articles.economictimes.indiatimes.com/2014-11-14/news/56093255_1_family-time-quality-time-work

Every minute of our life counts, and those who learn the art of balancing work and life in a hypercompetitive world are the true achievers. For this, boundaries need to be clearly defined. Prachi Verma brings you some tips on how to walk the fine balance.

1) Stay Within Limits

Know when to say 'stop'. Never burden yourself with too many responsibilities at work or in your personal life. Also, do not set unrealistic deadlines at work. "This will only result in choking yourself and hardly finding any time for yourself, your family and friends. Do not make work overload a part of your lifestyle," says Manu Midha, vice president, planning and strategy at Infibeam.

2) Prioritise Work

Before stepping out of your house, plan your day. This will help you prioritise between the important and not-so important tasks. Also, while planning the day, incorporate the health aspects too, especially food and exercise. If certain tasks at work can be pushed for another day, speak to your manager. There is no harm in checking with your senior rather than doing something that could be pushed for later.

3) Include Regular Breaks

From exercise to work, space out all your activities. At work, compel yourself to get up for regular water breaks. This will ensure that the body is adequately hydrated and gets a regular stretch with a little walk. Also, remember to snack healthy.

4) Spend Quality time with Family

You can easily fall back on your family or friends to find the drive to return to work the next morning. "It is important to spend quality time with your family and friends to relax from the workload. Do not talk work with your family. The family is a huge source of energy, so make the most of it," adds Midha.

5) Try and avoid the constant use of a smartphone

"Mobile technology allows us to remain connected and responsive 24/7. While being connected at all times adds to flexibility, it also interferes with family time, which can result in frustration. You need to set your own boundaries," says Shweta Tangri, vice-president of human resources at Pearson India.

The Steve Jobs Guide To Manipulating People And Getting What You Want

Ref: http://www.businessinsider.in/The-Steve-Jobs-Guide-To-Manipulating-People-And-Getting-What-You-Want/Pitch-with-passion-People-can-be-influenced-by-strong-displays-of-emotion-/slideshow/45006946.cms


Work hard, and others will respect you. Respect is a crucial first step to getting what you want.

Pitch with passion. People can be influenced by strong displays of emotion.

Disarm people with seduction and flattery.

Claim all the good ideas are yours — and if you’re reversing your position, get behind the new idea with full force. Memories of the past can be easily manipulated.

Make decisions quickly and definitively. You can (usually) always change things later.

Build a strong following by using brutal honesty.

Don’t wait to fix problems. Fix them now.

There are two ways to deal with problematic people: Either address them head on…

...Or "follow the line of least involvement" and ignore them entirely.

Strike when the iron’s hot, and strike hard.

When you have leverage, USE IT.

Demand perfection, and don’t settle for anything less.

Learning new Language

Some reference links

http://eqcode.com/wiki/Main_Page


http://cw.tactileint.com/

The Difference of Just A Little More Effort :: Training Principle – The 1.01 Law

Ref: 

http://taiwanrocks.net/training-principle-the-1-01-law/

http://www.chinasmack.com/2014/stories/peoples-daily-the-difference-of-just-a-little-more-effort.html

The people who work just a bit harder than you have actually already flung you far away [are actually already far ahead of you]! Good morning!

A rough translation of the plaque reads

The law of 1.01 :  1.01365= 37.8 The law of 0.99: 0.99365 =0.03

In layman’s terms:

• When we eek out 1% more effort every day, our abilities can grow almost 38 times over the course of a year.
• When we slack off 1% every day, our abilities diminish greatly over the course of a year. (to 0.03 of our original ability)

Is this principle literally true? Probably not.  You are not going to be climbing 38 times harder from spending 1% more time training everyday, and you’re not going to be a weakling a year later if you slack off 1% of the time.

However the general principle holds — pushing yourself just that 1% more beyond your previous limit every day,  can have a huge exponential effect over time — and the reverse holds if you slack off!