Productivity, strategy, Urgency, Work

How to Manage Someone Who Thinks Everything Is Urgent

We’ve all been in situations in which we couldn’t wait for a slow-moving or overly cautious employee to take action. But at the other extreme, some employees have such a deep need to get things resolved that they move too quickly, or too intensely, and make a mess. They may make a bad deal just to say they’ve made it, or issue a directive without thinking through the ramifications just to say they’ve handled a problem decisively.

via How to Manage Someone Who Thinks Everything Is Urgent

Leadership, strategy, Uncategorized

How to Become a More Well-Rounded Leader


Is there any doubt these are desirable strengths for any leader? Most of us think in binary terms.  What’s good is absolutely good, and the alternative is bad.  Given a choice between an employee with the profile on the left, and the one on the right, it’s a no-brainier, isn’t it?

  • strength

    Focus on results
  • negative opposite


Via How to Become a More Well-Rounded Leader

Collaboation, enterprises, entrepreneur, strategy, Uncategorized


action-2277292__340The online Cambridge dictionary defined collaboration as the situation where two or more people work together to achieve the same thing.

Collaboration can occur between people working  in  diverse areas  such  as  research projects,music production, film production and even start-up enterprises.

The reason for collaboration is to fast track the achievement of better  solutions  than ordinarily what one person can accomplish.

According to Bob Mudge, “Collaboration is no longer just a strategy: it is the key to long-term business success and competitiveness. Businesses that realize this sooner rather than later, will be the ones who win the game and succeed in the new global economy.” Many of us recognize intellectually that we need others’ knowledge to solve big problems, yet we still lack the motivation to collaborate.

According to Heidi and Herminia,”Collaboration is a way of working that attracts and involves people outside one’s formal control, organization, and expertise to accomplish common goals”.

Heidi and Herman believed that the two of the biggest barriers to collaboration are ignorance about others’ expertise and mistrust in their ability to meet required expectations.  They also believed that building good network can help solve both problems.

Many of today’s most important challenges are so complex and multifaceted that they can only be tackled by teams of experts from disparate domains. To solve them, professionals must be able to harness ideas, people, and resources from across disciplinary and organizational boundaries. Finding a first project to work on is the best way to start.





Heidi K. Gardner  and Herminia Ibarra