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The interbiznet Bugler
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interbiznet presents The Bugler
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July 18, 2007
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Media Bistro
We have followed Laurel Touby since she started mediabistro.com in the late ninties and wish to congratulate her on the sale of the company for $23 million yesterday.
Here is the news straight from Laurel herself:
mediabistro.com Merges With Jupitermedia: a marriage of minds & media resources
Today is probably the happiest day of my life. (Okay, second happiest. Getting married to Jon was pretty excellent.) When I put up my first web site in 1996 -- or was it 1997? the records are gone -- it was a humble little directory on someone else's web site. Not even a site of its own. There was no hope of a business plan, much less a profitable business. The entire reason for its existence was to help media people, myself included, meet up, hook up and share resources with one another -- a social network with bare bones technology.
Reveille and Hyperbole:
The Jupitermedia Corporation, an Internet research company that also sells photos and art, purchased Media Bistro, a high-traffic Web site for job-seeking media and creative professionals, for $23 million.
SelectMinds, Inc., the leading provider of Corporate Social Networking (CSN) solutions, today announced the launch of WomenConnect™, a CSN solution designed specifically to network current and former women employees. CSNs are online, affinity-based social networks through which relationships can be leveraged for business value.
Upcoming Event:
Capital Associated Industries (CAI), is a non-profit employers' association serving the greater Research Triangle, Piedmont Triad, and 65 eastern counties of North Carolina, launches the Global Professional Human Resource Certification Study Course to prepare human resource practitioners, executives, and professionals for the Human Resource Certification Institute (HRCI) examinations for the GPHR exam in December 2007. The 10-week study course begins in Raleigh on September 7th for a total of 10 sessions.
Deep Release:
White paper links executives' innovator financial styles to profitability and competitive superiority.
The Perth Leadership Institute (White Paper into the innovator financial styles of executives. The White Paper sets out a new approach to identifying and developing executives with innovator financial styles that are most likely to have a high commercial impact, using formal assessment instruments developed by Perth.
The research is based on the book by Dr. E. Ted Prince, Founder and CEO of the Institute, entitled The Three Financial Styles of Very Successful Leaders, published by McGraw-Hill in 2005.
According to Dr. Prince, "We have updated and re-released this paper due to overwhelming response to it. It sets out a new approach to innovation. Rather than just focus on innovation processes, companies need also to identify the innovator financial styles of the leaders and managers of innovation programs. As the White Paper shows, having innovative managers is not enough. They must also have an innovator financial style that will result in a commercial impact. Their innovation performance can be improved by showing them how their behavior is linked directly to company profitability and valuation."
The Perth Leadership Institute has developed new leadership assessments based on its research. These form part of its financial performance training and improvement programs for executives. These include its individual, team and C-level financial performance programs.
Perth has already announced the release of its Financial Outcome Assessment™, an online instrument which assesses the business acumen of executives and managers and shows them how to develop it.
The Perth Leadership Institute was founded in 2002 in Gainesville, Florida, by Dr. E. Ted Prince to carry out research into the linkages between behavior and company financial outcomes. Its programs are targeted at executives and managers and are used for leadership and executive development, talent management and to improve individual and team financial performance at the middle and senior levels of organizations.
To obtain more information, email e-mail protected from spam bots or call (352) 333 3768.
Perth Leadership Institute
(352)333-3768
info(at)perthleadership.org
www.perthleadership.org
Deep Release:
Accountability necessary quality in every workplace
Jennifer Newman and Darryl Grigg, CanWest News Service
Be responsible, it's drummed into us as children. As adults in the workplace, we learn another definition of responsible: being accountable. It requires discipline, dedication and organization and, most importantly, a willingness and commitment to hold ourselves and others to task. When accountability is missing, people don't understand their duties. They often work in isolation. Worker stress, burnout and reduced productivity ensue. There are four ways to ensure accountability:
- Plan well
Define tasks clearly, as well as the desired results. Be sure to ask, what exactly is needed to achieve the goal? Who do I need on board? What is the deadline and what are the main elements of the project? It is important to create a preliminary timeline and work back from the deadline. Being able to see when projected milestones are and monitor progress is central to ensuring accountability.
Get people on board
Once you've explained the task and desired outcome clearly, include the team in the creation of the plan. Without a well-articulated plan, those responsible for executing will flounder, waste time or deliver the wrong results. Get staff to suggest ways to best complete the task.
Once deadlines are established, consider setting some milestone dates with your team. Staff may have a more realistic idea of how long specific parts of a task may take and be the best resources in the creation of a workable timeline.
Once the pathway has been created, identify possible problems. For example, holidays need to be factored in, as well as concerns about equipment, other projects being conducted concurrently or staffing fluctuations. Allow for unpredictable events such as staff illness.
Many projects are planned without much staff input. This creates problems when unrealistic timelines, heavy work loads or scheduling difficulties intervene. As well, it is important to discuss with the team how they would like to reward themselves for passing major and minor milestones. Noticing progress is important to maintaining people's energy for the task.
It is crucial to identify what will happen if milestones aren't met. Some may decide a discussion with the individual is warranted to offer additional support or request a change in the behaviour that led up to the problem. It may be decided that this will occur at a team meeting or between the individual and the team member most affected by the lack of execution.
- Meet regularly
It may be tempting to give everyone a task and let them go. However, to ensure accountability and efficient execution, meet regularly to discuss progress and troubleshoot. These meetings need firm agendas that ensure people can apprise the team of progress, discuss roadblocks, appreciate efforts and discuss what milestones are being met. It is also key to discuss what is behind schedule and why. Meeting on or close to task deadline dates is important, as is meeting between interim milestone dates.
Following the meeting, be sure to write down who is doing a task, what they are required to do and when. Nailing down these elements and summarizing the "to do" list with everyone present will ensure staff are clear on what they are expected to complete and when. After the meeting, distribute the summary so everyone has a record. At the next meeting, review everyone's progress. Failing to do this signals the "to-do" list isn't serious..
- Deal with underperformance
Be willing to have candid conversations about commitments. There may be many reasons why a commitment is not met, from not knowing how to do the job, being unclear about the purpose of the task or not having the resources. However, these reasons can also be excuses for underperformance. If a pattern of underperformance is maintained, it is important to have a conversation about lack of execution. Discuss what was missed and the impact on the team and the project. Letting people down especially when their work depends on the follow-through of others creates stress. If the underperformer can't see how their behaviour is affecting others and continues the behaviour, they may need to leave the project or the workplace.
- Dr. Jennifer Newman and Dr. Darryl Grigg are registered psychologists and directors of Newman & Grigg Psychological and Consulting Services Ltd., a Vancouver-based corporate training and development partnership.
Request for Reports, Dates and Surveys for the Bugler:
We are reviewing our publication materials and calender and would like to be sure we include our readerships preferences.
Please let us know what you like and dislike. Do you miss the calender that was at the end of the Newsletter for years?
Does your company have studies and whitepapers that we have not covered and should?
Please write or call Colleen Gildea to make let us know what your needs are.
Thanks for your loyal readership. We are looking forward to your thoughts.
Colleen Gildea
colleen.gildea at interbiznet.com
415-377-2255 direct line
NEW:
Presentation from John and Bridget Sumser, Rethinking The Workforce is available for download.
Ten Principles for Recruiting An Integenerational Workforce from John Sumser.
White Papers and So On:
CollegeRecruiter.com offers seven whitepapers at
http://www.collegerecruiter.com/pages/white-papers.php.
Lean Staffing Institute on Referrals from The Empower Network.
ATS Sourcing Whitepaper written by Jake Firth of JobsInLogistics.com.
Staffing Strategies: Can You Find, Recruit, and Retain the Talent You Need?
Authoria's complimentary white paper
Multigenerational Recruiting Slide Presentation done at OnRec by John and Bridget Sumser.
Virtual Edge offers 7 "Must Haves" of Next Generation Power Recruiting Technology and many other White Papers.
interbiznet and RetirementJobs.com present
Boomers to Bust Age Bias? Baby Boomers Redefine Retirement
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