Erudite Relics of Loc Huu Ho

This article is based on the following book:
The 17 Indisputable Laws of Teamwork
“Embrace Them and Empower Your Team”
John C. Maxwell, author of ‘The 21 Irrefutable Laws of Leadership’
Published in Nashville, Tennessee by Thomas Nelson, Inc., 2001
265 pages

To achieve great things, you need a team. Building a winning team
requires understanding of these principles. Whatever your goal or
project, you need to add value and invest in your team so the end
product benefits from more ideas, energy, resources, and perspectives. Read the rest of this entry »

ORIGINAL SOURCE HERE

26th March 2009

I was reading a polemic if entrepreneurs should, or not, get an MBA and I would like to put forth my idea about the matter.

We are always learning and will continue until dead. There is always something that could be improved and, to figure out, knowledge will facilitate the process.

I agree that many entrepreneurs develop their business skills with blood, sweat and tears, as I did. I co-founded two high tech start-ups and, after 25 years of “bloody times” and two companies, I decided to get my MBA.

In theory, having a couple decades of experience in running a business, I should already know almost everything about business management and development. But, actually, getting the MBA, I learned, rooted and improved a lot of processes and knowledge that I was already using, and also, I learned a lot of new things (state-of-the-art techniques, theories, new writers, new strategies, new “gurus”, and so on). I learned all that, even being a compulsive reader of everything about management, strategy, globalization and entrepreneurship, and had read hundreds of books about the matter, before deciding to return to school. Read the rest of this entry »

By Scott Berkun, June 1, 2006

In part one, I covered getting started, why managers are different and other essentials. Here in part 2 we get into tactics you need for the first few weeks.

Getting acclimated

Survival training of any kind teaches you one thing: before you act, know where you are. Say, for example, I dumped you, blindfolded and dehydrated, in the Swiss Alps. Your first move wouldn’t be to run around, tripping over stones, yelling orders at sheep. Instead you’d be best be served by figuring out how to remove that blindfold and get your bearings. Only then could you possibly find the direction most likely to provide you with shelter and drinking water (or at least some Swiss chocolate. Yum).

When you become a manager, even in an organization you’ve worked in for years, the landscape changes because of your new managerial status. Before you throw orders around and correct the mistakes of manager’s past, stop, look and listen. Observe what is happening today, right now. Talk to the people you’re working with and ask them what they see happening that you should be working on in your first weeks, especially the most experienced and respected people on your team. See what concerns or ideas they have that perhaps went unheard before. If nothing else, start building relationships from day one with those that work with and for you. Watch the clock in these meetings: make sure you spend more time listening to them than talking. If they ramble, ask them for recommendations. If they have nothing to say, invite them to follow up if they wish, but move on: there’s a lot to do. Read the rest of this entry »

WANTED–A MAN

Business and the world are exacting in their demands upon us. They make no concessions to half-heartedness, incompetence, or plodding mediocrity. But for the man who has proved his worth and can do the exceptional things with originality and sound judgment, they are eagerly watchful and have rich rewards.

Read the rest of this entry »