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Showing posts with the label Management

15 Awesome Techniques for Efficient Time-Management

Let’s talk about time management. Specifically, about good and wise time management. The kind that helps you get more things done during the day. The kind that allows you to know what plans or events are coming next. The kind that won’t let you waste a minute, even if something goes wrong or plans change. There are many things that good time management skills can help you achieve, and they're not that difficult to master and handle once you get the hang of it. Even if at first it seems like only a professional could manage their time so well. The key to successful and wise time management is to take into account every tiny detail of your daily schedule. You also need to be well aware of your habits. Why is that so important? So that you know what could possibly prevent you from following your schedule. Another thing you need to remember when building daily schedules is how difficult or time-consuming the tasks you’re going to complete may be. Being able to accu

Creating Simple Rules for Complex Decisions

Machines can now beat humans at complex tasks that seem tailored to the strengths of the human mind, including poker, the game of Go, and visual recognition. Yet for many high-stakes decisions that are natural candidates for automated reasoning, like doctors diagnosing patients and judges setting bail, experts often favor experience and intuition over data and statistics. This reluctance to adopt formal statistical methods makes sense: Machine learning systems are difficult to design, apply, and understand. But eschewing advances in artificial intelligence can be costly. Recognizing the real-world constraints that managers and engineers face, we developed a  simple three-step procedure  for creating rubrics that improve yes-or-no decisions. These rubrics can help judges decide whom to detain, tax auditors whom to scrutinize, and hiring managers whom to interview. Our approach offers practitioners the performance of state-of-the-art machine learning while stripping away needless c

3 Small Things Every Person Can Do to Reduce Stress in Their Office

In a world of tight deadlines, it’s no wonder that some of your stress might seep out and affect your colleagues. But — because they’re under pressures of their own — you risk perpetuating a vicious circle, where you mirror and magnify each other’s frenzy. You can’t control their behavior, but you can take charge of your own. There are obvious ways to tamp down the stress you inflict on others, such as refraining from yelling or making sarcastic comments. But those are only the most visible ways one risks alienating one’s coworkers; to truly stop the office pathology, you have to look deeper. Here are three subtle but powerful strategies to ratchet down the pressure and ensure you’re not subjecting your colleagues to undue stress and frustration. First,   stop being vague . If someone doesn’t know the full context of a situation, vague messages — which might be quite harmless — are often read like a Rorschach test, with fears and interpretations piled on. If you send a late-nig

Management: How To Bridge The Generation Gap In Your Marketing Team

The generation gap can be a problem on a marketing team. This is often because it might be difficult to communicate with team members who are not of the same age range. Many people are not aware that there are simple things you can do to  bridge the generation gap  in your company. If you are wondering what you can do to help bridge the generation gap, continue reading to learn some useful tips and tricks. Setup Team Gatherings If you have a marketing team, you should be proactive and begin setting up team gatherings. These  team gatherings  can be workshops or social events that can help people from all age groups come together. This could be a creative learning project where you give your marketing team lessons on new skills or information that none of them really are familiar with. Team gatherings will help your marketing team come together and work together. Regardless of the age range of your marketing team, the team gatherings can create work-related bonds since every

Five Signs You're Ready For A Management Role -- And Five Signs You Aren't

Dear Liz, I have an internal debate going on in my head and you are just the person to help me sort it out. I’ve been working for seven years, the first two as a National Accounts Rep and the past five years as a Senior Service Analyst. As an Analyst I work with a small  number of accounts and I split my time  between handling my accounts’ billing and delivery issues and planning shipments, configuration and other customer-specific projects with my internal teammates. I really like my job, but I’d like to move up to a leadership position at some point. I’m just not sure when that point will be. There are team leaders and supervisors in my office who are younger than me and of course a lot of them are also older. I haven’t seen anything come up in terms of management jobs that feels like just the right fit for me, but when that job opening does come along I want to be ready. It would not be a job in this department, where we only have one manager (my boss) but probably i

Review: Warren Buffett's Management Secrets: Proven Tools for Personal and Business Success

Overview Even in today's economic climate, when so many investors and major companies are failing, Warren Buffett continues to be successful in all aspects of his life. Mary Buffett and David Clark have written the first book ever to take an in-depth look at Warren Buffett's philosophies for personal and professional management — what they are, how they work, and how you can use them. Through close examination of Warren Buffett's life and career from his earliest days to now, Buffett and Clark shed light on his decision-making processes and reveal his strategies for keeping on track and maintaining focus. They examine Buffett's inimitable leadership qualities and explain how Warren integrated what he learned over time into a winning management formula and became not only the manager whom other managers want to emulate but also the second richest man in the world. A true companion volume to Buffett and Clark's successful Buffettology series, Warren Buff