Am dispărut din nou… M-am ascuns în nostalgiile mele.

Acum o lună aproape, am “răsfoit” pozele făcute cu un an în urmă la Kavarna… Mi s-a făcut subit dor de mare, de rock, de Bulgaria, de Kavarna… Am sperat că voi ajunge iar acolo, la concertul Manowar, dar n-a fost să fie… Am fost puţin luată prin surprindere… De fapt tot anul ăsta am cam fost luată prin surprindere… Dar sper că s-a terminat, cel puţin pentru moment…

Concertul Manowar de la Kaliakra Rock Fest 2008 a avut loc aseară… A durat 5 ore! Manowar a interpretat câteva piese alături de Orchestra Filarmonicii din Sofia. Au cântat iar imnul naţional al Bulgariei. Şi cine ştie câte alte piese vechi şi noi. Mă întreb dacă vor mai veni în România… Dacă nu cumva anunţul concertului, care teoretic ar fi avut loc mâine, la Bucureşti, nu a fost decât o manevră josnică de marketing a agenţiei care nici acum nu a avut bunul simţ de a modifica pagina ce anunţă, încă, concertul din 7 iulie.

Acum, tot ce mai am de făcut, e să aştept, curioasă şi nerăbdătoare, concertul Metallica şi concertul Iron Maiden…

By Chris Ortiz

Poor leadership surrounds us, it’s a fact of life and they seemingly find a way to keep their jobs. They are more focused on their personal needs and not of the professional needs of those below them. They have a hard time developing their employees because they lack the proper management techniques to do so. A leader is someone who you would follow to a place you would not go alone. Leadership is about action not status.

However, the question is, how do we know when we are dealing with these flaw ridden individuals. A lot of the time, a poor manager can make the perception that he/she is busy and organized. I have developed a small guideline that can help pinpoint these leaders.

Incompetent Leaders will:

1. Delegate work rather than balance work loads. This allows all attention to be diverted from them in case of failure. It may seem to them that are managing their people but in actuality they are creating work imbalances within the group. It can create unnecessary overtime for some and under utilization of others. A good manager is aware of the skill sets of all the people below them and should allocate work accordingly while trying to enhance the skills of everyone to be even more productive.

2. Reduce all answers to Yes or No rather than explaining their reasoning. This is an example of a crisis manager who can not think farther than a few hours ahead. A yes/no manager finds it a waste of time to find the real answer through intellectual thought. They are already thinking about the next crisis.

3. Not separate personal life from professional life. They will bring their personal problem to work. Working for these types of managers can be very dramatic. They are unable to separate their emotional imbalances while trying to manage people. They are less focused and will not give you the attention and direction you need for success.

4. Manage crisis. If you are a company that has crisis managers, then you can say goodbye to innovation and progression. Proactive thinking is critical to the success of any company. If you are not finding ways to stop or reduce the amount of crisis that has to be managed, then your competition will pass you by. Leaders have to think out of the box and make change.

5. Create an environment where mistakes are unacceptable. Being held accountable for wrong decisions is a fear for them. Making mistakes only helps you become a better person, manager, etc. I use the analogy of a basketball player that has no fouls. If they are not going for the ball and taking chances with their opponent, then they are trying hard enough. Take a chance and don’t be scared.

6. Humiliate or reprimand an employee within a group. This is a clear and visible sign of a poor leader. A good leader takes employee problems away from a group setting to a more private setting. If you have a boss that does this, it is time for a visit to human resources.

7. Not stand behind subordinates when they fail. Never leave your people to hang out to dry. Always back them up, right, wrong, or indifferent. If an employee tries their best in a situation and they fail to come through. They should be commended on their effort and not punished for the failure

8. Encourage hard workers not smart workers. I am not impressed with hard workers. A hard worker is usually defined by hours. Smart workers are the ones that I hire and embrace. Smart workers understand the concept of time management and multi-tasking. Poor leaders miss this connection. Smart workers are methodical in their thinking and can generally be successful because of their abilities management projects and time. Hard workers may take twice as long to do the work. It is important to assign work accordingly to the skills and personalities

9. Judge people on hours not performance. This is similar to #8. Again, I am not impressed with overtime junkies. They have lost all perspective on a healthy family/balance. Bad managers will promote the employees that work the most hours and not look at the smart ones who work less……….meaning have better time management. Stop watching the lock.

10. Act differently in front of their leaders. This is an indication of low self-confidence. They have doubts about their own ability to lead and they will act like little children when authority is present. A confident person acts the same around everyone. Remember, have respect for them, but also have self-respect.

by Margaret Heffernan www.mheffernan.com

How do you identify the members of your team that could sink it? Get an expert’s tips on the signs you should look for.

Three years ago, I joined the board of a company whose management, I soon recognized, was incompetent. I said so, but I was a new board member and the management had a lot of old friends and allies on the board. I was listened to respectfully but nothing much happened.

Three years on, the board has recognized that the management is incompetent. The consequences of leaving them alone for three years now threaten to sink the company. We’ve fired one manager and hope to stay afloat long enough to replace the other. A few generous board members, with good memories, have acknowledged that we would not be in this pickle had I been listened to in the first place. But how did I know these managers were incompetent? I’m not a seer and, trust me, I’m not gloating. But I knew they were incompetent because I’ve hired and fired so many incompetent people myself. Every experienced manager has; you probably remember yours. So what hallmarks of incompetence have I learned to identify?

Bias against action:There are always plenty of reasons not to take a decision, reasons to wait for more information, more options, more opinions. But real leaders display a consistent bias for action. People who don’t make mistakes generally don’t make anything. Legendary ad man David Ogilvy argued that a good decision today is worth far more than a perfect decision next month. Beware prevaricators.

Secrecy: “We can’t tell the staff,” is something I hear managers say repeatedly. They defend this position with the argument that staff will be distracted, confused or simply unable to comprehend what is happening in the business. If you treat employees like children, they will behave that way — which means trouble. If you treat them like adults, they may just respond likewise. Very few matters in business must remain confidential and good managers can identify those easily. The lover of secrecy has trouble being honest and is afraid of letting peers have the information they need to challenge him. He would rather defend his position than advance the mission. Secrets make companies political, anxious and full of distrust.

Over-sensitivity: “I know she’s always late, but if I raise the subject, she’ll be hurt.” An inability to be direct and honest with staff is a critical warning sign. Can your manager see a problem, address it headlong and move on? If not, problems won’t get resolved, they’ll grow. When managers say staff is too sensitive, they are usually describing themselves. Wilting violets don’t make great leaders. Weed them out. Interestingly, secrecy and over-sensitivity almost always travel together. They are a bias against honesty.

Love of procedure: Managers who cleave to the rule book, to points of order and who refer to colleagues by their titles have forgotten that rules and processes exist to expedite business, not ritualize it. Love of procedure often masks a fatal inability to prioritize — a tendency to polish the silver while the house is burning.

Preference for weak candidates: We interviewed three job candidates for a new position. One was clearly too junior, the other rubbed everyone up the wrong way and the third stood head and shoulders above the rest. Who did our manager want to hire? The junior. She felt threatened by the super-competent manager and hadn’t the confidence to know that you must always hire people smarter than yourself.

Focus on small tasks: Another senior salesperson I hired always produced the most perfect charts, forecasts and spreadsheets. She was always on time, her data completely up-to-date. She would always volunteer for projects in which she had no core expertise — marketing plans, financial forecasts, meetings with bank managers, the office move. It was all displacement activity to hide the fact that she could not do her real job.

Allergy to deadlines: A deadline is a commitment. The manager who cannot set, and stick to deadlines, cannot honor commitments. A failure to set and meet deadlines also means that no one can ever feel a true sense of achievement. You can’t celebrate milestones if there aren’t any.

Inability to hire former employees: I hired a head of sales once with (apparently) a luminous reputation. But, as we staffed up, he never attracted any candidates from his old company. He’d worked in sales for twenty years — hadn’t he mentored anyone who’d want to work with him again? Every good manager has alumni, eager to join the team again; if they don’t, smell a rat.

Addiction to consultants: A common — but expensive — way to put off making decisions is to hire consultants who can recommend several alternatives. While they’re figuring these out, managers don’t have to do anything. And when the consultant’s choices are presented, the ensuing debates can often absorb hours, days, months. Meanwhile, your organization is poorer but it isn’t any smarter. When the consultant leaves, he takes your money and his increased expertise out the door with him.

Long hours: In my experience, bad managers work very long hours. They think this is a brand of heroism but it is probably the single biggest hallmark of incompetence. To work effectively, you must prioritize and you must pace yourself. The manager who boasts of late nights, early mornings and no time off cannot manage himself so you’d better not let him manage anyone else.

Any one of these behaviours should sound a warning bell. More than two — sound the alarm!

S-a cam aşternut praful pe aici. De vină sunt numai eu, cu stările mele “de scris”. Uneori plec de la muncă având un singur gând - să scriu ceva (sau despre ceva). Când ajung acasă constat că nu am chef să scriu. Sau nu am cum să mă desfăşor… Sau pur şi simplu găsesc altă activitate în care să mă implic şi… “uit” de blog. Mă întreb de când nu am mai scris ceva despre mine, despre ceea ce fac eu şi ceea ce simt eu… Mă întreb de ce încerc să mă ascund, când niciodată nu am făcut asta… Mă întreb câte subiecte “juicy” s-au pierdut… Mă întreb de ce am starea asta de toamnă târzie când afară soarele străluceşte iar aversele de ploaie dau deja de veste că a sosit vara…

Ce am făcut între timp? Am pierdut vremea cum îmi place mie… Concerte, citit, net, muncă, învăţat… şi multe altele…