George Orwell wrote that "political language has to consist largely of euphemism, question-begging, and sheer cloudy vagueness." For the "1984" author, euphemism was a method by which powerful people cloaked violent acts. The more vaguely you described something violent, the less awful the violence sounds. That trend has carried over to corporate America and Silicon Valley, where CEOs and HR departments invent all sorts of creative language to cloak the fact that people are getting fired.
Tackling a presentation to higher ups can be nerve wracking. The fact is, senior decision makers are in a position to make or break you based upon your delivery. Use these 8 tips to stay in control and win the day.
By Nimish Shelat, Product Marketing Manager, HP Automation and Cloud Management When starting a big IT project, having a clear understanding ahead of time about just what you’re getting into can help you make a realistic plan.
There are loads of Big Data opportunities and organizations most likely need this a new C-Level role, to boost the focus on innovation and data insights. (Why Do Organizations Need A Chief Data / Analytics...
Confessions of a Scrum Master, for the Agile Scrum Master, Product Owner, Stakeholder and Development Team (Inspired by Mike Cohn, Ken Schwaber, Jeff Sutherland, The Bible, Oprah Winfrey Book 1) - Kindle edition by Paul VII.
Allison Ring's insight:
Adding this to my professional library to work through. Great insight into mastering the Agile Scrum Master position.
When communicating with employees, bosses, customers or colleagues, you'll be more effective if you follow these simple guidelines.
The winner in every business competition is always whoever communicates the most clearly. Whether you're dealing with employees, bosses, colleagues, or customers, your ability to get what you want hinges on how well you talk and write. With that in mind, here are five basic rules that apply to one-on-one, one-to-many, and many-to-many communications alike:
Having a client come and visit your location is a big deal, especially if they’ve set a couple of days aside to discuss your project plan and are bringing a team with them! This article focuses on the niceties that should surround a meeting so your clients feel welcome and comfortable. You are invited over …
Much has been written about how new CEOs - the “corporate saviours” – influence the early stages of leading strategic change, but the reality is deep-rooted change frequently fails as a result of subsequent implementation problems across the organisation. In the paper From Support to Mutiny: Shifting Legitimacy Judgments and Emotional Reactions: Impacting the Implementation of Radical Change written with co-authors Kevin Corley and Matthew Kraatz, we look at middle managers’ role in a massive company restructuring and how their shifting, often judgmental and emotion-laden relationship with top management is a critical factor in the success of the strategic change process.
Agile project failure kills £15m Surrey Police system ComputerworldUK Grant Thornton found detailed a damning list of failures by the police and their contractor Memex, including a total failure to implement Agile methods, technology blunders and...
Keith Murnighan, a professor at Kellogg, has a thought-provoking blog post about how to run more effective meetings. Murnighan begins by pointing out an age-old problem that occurs in groups - discussion tends to focus on the information that all members have in common, while unique information (privately held by individuals) does not get shared, discussed, and/or integrated effectively. Gary Stasser first discovered this problem in the 1980s in a series of experiments. Stasser found that groups spend far too little time discussing and analyzing privately held information. Many reasons exist for this phenomenon; Murnighan offers one plausible explanation:
Even when people are conscientious and thoughtful, their natural tendencies are not to bring in new, useful information but, instead, to bring in information that everyone already knows.Why would anyone do this? Well, let’s imagine that you are the leader, and I am a member of your team. I want to impress you as you are my boss. Let’s also imagine that I am not shy about stating my point of view. As a result, when you ask for information, I will try to be the first person to share my thoughts.Now, what kinds of information will I share? If I present information that everyone knows, and do it fairly articulately, how will everyone else react? Their natural instinct will be to nod their heads, because I am confirming what they know – and it feels good to have your information confirmed.In contrast, how will these same people respond if I present new, unique information that no one else has? Their natural instinct in this situation is to ask a question about it. What does this signal? The implicit subtext of a question is “How the hell do you know that?”
The company had its own project management approach which had been updated. The PMO Manager wanted some training to ensure that people not only knew about the revised approach, but refreshed their project ...
Allison Ring's insight:
"Who owns project management in your company?" Great question! Even if you don't have an entire role devoted to this, having someone aiding and available for support to the other PM's is an excellent idea. The additional accountability and cross-company communication is needed in companies of every size, but especially quick-growing or large groups.
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