11405 Chapters
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75. Know When to Outsource

Dinnocenzo, Debra Berrett-Koehler Publishers PDF



101 Tips for Telecommuters

Know When to


Expecting to do everything yourself when you telecommute is unrealistic. Trying to do everything yourself is undermining—to your success, your sanity, and your productivity. Let’s face it, you’re:

• Good at some things, lousy at others.

• Enjoy some things, hate others.

• Only one person (with only two hands, 24 hours in a day, and limits to your personal energy).

Besides the fundamental reality of your preferences and limits, there are some tasks you certainly can do but shouldn’t do since your time is better invested in more productive, focused, revenue-generating or goaloriented work. So, when determining what to outsource, ask yourself:

• Are you capable of doing this? Does it capitalize on your expertise, play to your strengths, and minimize your weaknesses? For example, if you’re employed as a software engineer and need to upgrade some software on your computer, you’re probably the best person for the job. On the other hand, if you’re a marketing writer and need to install the same upgrade, it might be the right time to call your computer consultant.

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50 Work Likes/Dislikes

Lelslie Rae HRD Press, Inc. PDF

50 Work Likes/Dislikes


This activity is a variation of Activity 8, in which multi-group considerations revolve around the single question about the bad manager. Here, multi-groups consider more than one related statement.


This activity is very useful as a bridging exercise on training events that are considered with the skills of communication, interpersonal attitudes, or management/supervision techniques. It is best used when the earlier stages of introduction and settling-in have been performed, but before the major activity of the course is introduced.


To enable the participants through discussion of elements of management to recognize the effective profile of management

To identify the need for effective communication between managers and their staff

To identify the effective interactive skills necessary for efficient management

To compare the findings of multi-groups on related statements and to compare the relationship of two different but related statements

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Medium 9781626569881

Chapter 3: Embrace Your Ignorance

Greene, Nat Berrett-Koehler Publishers ePub

You must unlearn what you have learned.1


Imagine every movie you’ve seen in which the main character is out to learn some ancient secret, master a complex martial art, or climb something really tall. They meet their quirky or enigmatic teacher and, after convincing the master to teach them, their training begins. The main character is impatient and tries to achieve the task quickly, using the habits and thinking they have brought from their past. Of course, they fail in some spectacular or hilarious fashion, and the master shakes their head, sighing slowly as they attempt to muster their own patience for their pupil.

Now these stories usually end happily: The martial artist kicks the villain really hard, or the magician levitates the giant thing. Roll credits.

Where did all of these students finally catch traction and enter the happy part of the training montage? The turning point was that they let go of their old thinking and habits. They realized they were on the frontier of understanding, and the assumptions they formed from past experience were detrimental. They embraced their ignorance, and committed themselves to learning what they wished to master by starting from the basics and working up, rather than demonstrating what they believed they knew.

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Medium 9781605099224

Nine The Metal Voice: Clarity and Focus

McAfee, Barbara Berrett-Koehler Publishers ePub



Better keep yourself
clean and bright; you are the
window through which you
must see the world.

George Bernard Shaw


The following are examples of the metal voice. Can you hear them in your imagination?

The Wicked Witch of the West screeches from the movie screen, “I’ll get you, my pretty, and your little dog, too!”

A bluegrass singer croons along with his banjo on a porch in the Appalachian Mountains.

Ethel Merman belts out “There’s No Business Like Show Business” on a Broadway stage that doesn’t have any microphones.

A Siamese cat improvises her own opera in an echoing hallway at three in the morning.

Willie Nelson kicks off “On the Road Again” to a cheering country music festival crowd.

The cartoon character Roadrunner evades the Coyote once again with a triumphant “Beep-beep!”

Madonna prances around the stage singing “Material Girl.”

The metal voice reverberates in what many vocal coaches call “the mask”—the area around the nose, eyes, and forehead. It focuses the sound in your sinus cavities, which act as powerful amplifiers for the vibrations your vocal cords make. These piercing sounds can be an intense experience as they ricochet around inside your head. I call the metal voice “the cheapest sound in the mall” because it uses only a tiny amount of breath to create a great big sound.

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4 What’s in It for Them?

Swindling, Linda Berrett-Koehler Publishers ePub

You can prepare your request in great detail but fail to consider benefits for the other party. Ignoring their interests creates unnecessary obstacles. You waste time and energy in making your request and arguing for your position. People are less willing to listen to others who haven’t acknowledged their needs or realized their limitations.

Keep in mind that everyone is concentrating on his or her own interests. Everyone. Have you heard of WII-FM, or “What’s in it—for me?” Instead of concentrating on your own needs, train yourself to revise your request to consider the needs of others. Ask yourself WII–FT, “What’s in it—for them?” Realize the limits the other side may face. No matter how persuasive or likeable you are, no one is going to jeopardize his or her job or risk professional embarrassment to grant your request.

The Ask Outrageously Study findings show most people are working too hard on areas that don’t help and won’t matter (see Figure 5). The number one way people feel confident when asking for what they want is if they “know the details and have done their research.” Yes, details and research. Change that focus to consider others’ objectives and reasons.

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