Stats

Security company FaceTime Communications has released results from a survey in which it asked over 500 IT managers and employees about their Internet and social media habits at work. The survey revealed that:

- 79% of workers use Facebook, LinkedIn or YouTube at work for business reasons, and of those business reasons, 54% cited professional networking, 52% said research, and 52% said learning about colleagues were what they used them for.

– 82% say they use social media sites for personal reasons

– 51% of workers use social networks at least once a day

– 62% said LinkedIn was their preferred network for business purposes while 55% said they prefer YouTube for personal reasons.

Based on this survey alone, there isn’t a whole lot of difference between the amount of people using social media for business reasons and those for personal ones. There is no clear cut answer to the question, "Is social media good for my business?" There are obviously pros and cons.

Pros

Social media is a good way to network with other professionals in any given niche. In fact, there’s hardly a better, more cost-effective way to do this. It’s literally free not counting your ISP fees and any on-the-clock time used. It can be particularly effective for an entrepreneur who is still trying to make a name for his/her business.

Along with networking comes the second major pro, which is branding. The more you network within communities like Facebook, Twitter, MySpace, YouTube, etc, the more your brand is going to be exposed to others. For the established brand, social networking can help keep that brand fresh in the mind of said communities.

Cons

A decrease in productivity is often noted as a con to using social media in the workplace. As the numbers from the FaceTime survey indicate, this certainly does occur, although the amount of people using social media for business reasons isn’t much lower than the number using it for personal reasons. The problem is, there isn’t really a tangible way to measure the amount of productivity reached by these efforts. Just like it is hard to measure brand awareness.

In relation to this, another problem is the economy. Can a business owner afford to have employees spending precious hours on a networking or marketing strategy that may not deliver measurable results?

Social media by its very nature is individually oriented and not company oriented. It’s often hard to distinguish if an employee using social media like Facebook or LinkedIn is in actuality promoting herself instead of the company. How should a company manage employees directed to utilize social media in the company’s interests? It is a difficult question to answer but one that must be answered if social media is to go mainstream with business.

A more concrete flaw with social media in the workplace is the security threat that it can pose  to a company. Third party applications are becoming more prevalent in social networks, and along with those, vulnerabilities are popping up (see the Facebot experiment).

"For all four years that FaceTime has commissioned this survey, end users have claimed they have the right to download and use whatever applications they choose to help them do their jobs. This year’s study also reveals their social media habits have extended into the workplace and may be contributing to security and data leakage incidents," said Frank Cabri, vice president of marketing and product management at FaceTime.

Variables

The truth is, there are a number of variables that come into play when deciding if social media has a place in your workplace. First off, who is using it? The positive/negative impact it can have is likely to depend on the role of the employee who is using it.

Which social networks/sites are being used? I’m not going to favor one or the other, but depending on what type of business you are in or what your goals are, Twitter might be more useful than YouTube, or vice versa. Different networks have different elements as well. For example, you may find commenting on a MySpace blog to be of some use, but also find that messaging "friends" does little to help you achieve your goals (again – or vice versa).

Another variable to consider is that the lines between what is social media and what is not are becoming increasingly blurry. I tend to lump blogs and forums in with social media, because of the community elements they provide (my thinking has been – if you’re socializing with others, why isn’t it social media?). Lots of existing sites are adding social elements as well (think "Dunder Mifflin Infinity" for fans of NBC’s The Office). Even Yahoo has gone social by opening up user profiles to social interaction.

In the End

I’ve championed the use of social media for businesses repeatedly, but that doesn’t mean it is a perfect fit for every business. When it comes down to it, managers and/or business owners are going to have to take stock of what they are trying to achieve, and if such achievements can be met with social media. Then they’re going to have to decide if it is worth it to them in terms of time and money (Lisa Braziel has some good questions to ask yourself when it comes to this). The fact of the matter is, it can go either way, and unfortunately to really get good results, it’s going to take some time and effort, and even if you get good results it can be difficult to measure. What do you think?

More than half of the IT managers in the study said that managing employee’s behavior was the most challenging part of their job.

Forty-eight percent said budget constraints were the most frustrating part of their job, 25 percent said not having time for security, 23 percent said IT security was a low priority and 18 percent cite frustration with ease of deployment.

 The report found that employees estimate they spend 45 minutes per day on personal Internet use and 85 minutes a day on business Internet use.

The IT mangers believe the number is higher and estimate employees spend 89 minutes or 1.5 hours of every working day on personal Internet use.

"People are spending an enormous amount of personal time online at work, much of which raises security concerns for both the user and the IT department," said Joel Camissar, ANZ Country Manager, Websense.

Forty-six percent of employees visit banking and finance sites, 39 percent read the news and sports, 29 percent read their personal email and 18 percent visit job sites.

"It makes a lot of sense for organizations to ensure their external defenses are secure, but we also urge managers to consider threats from within and particularly the way sensitive information can easily slip outside the walls," said Camissar.

These sessions are important precisely because of the ever-changing dynamics of the workplace. We need more of the fine stuff from the people we elect as supervisors and managers if our company is to achieve all its mission and vision statements.

Contrary to belief, HR trainings and seminars are not just mere sessions to be mindlessly attended and later added to one’s resume. Far from being a desirable extra, HR training is essential for any forward-thinking company that values its employees.

Oftentimes, managers, especially first-time managers, often lack the skills and problem-solving ability when workplace conflicts arise. They might haven’t adequately settled into their new position yet, (still fumbling around, so to speak). Which is why, aside from mentoring and sharpening manegerial skills, HR trainings help managers successfully ease into their new and more demanding job opportunities.

Some of the basic challenges of managers that need constant readdressing are:

Personnel concerns Managers must be able to be balance making demands/expectations of their staff and interacting with them like an equal. Good HR training helps managers and would-be managers to handle the team so that each of them works to their full capacity.

A good teammate-manager relationship fosters not only good productivity, but more open and honest feedback among everyone as well. Good feedback encourages the staff and lets them know that they are making progress. At the same time, the staff must also feel free to air out their concerns or grievances.

Handling Job Applications Managers need to be on the lookout for qualified candidates for new job positions in the company. With the right interviewing skill that balance respects and spontaenity, logic and creativity, managers can distinguish the most promising job applicant.

Communication A key skill every supervisor and manager must develop is the ability to communicate effectively. It’s not enough that managers be great at oral and written communication skills, but they must also be good listeners as well.

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Many CEOs face the same dilemma all too frequently: on the one hand is the need to continuously drive programme after programme of change; and on the other to ensure that business-as-usual thrives. The big question often is: where can a business find the extra resources that it needs, exactly when it’s needed?

The people most likely to make decisions about appointing leaders of strategic projects are senior executives; typically the chief executive or managing director, chairman or finance director of a business. Understandably the first place that they typically look for such resources is within the business itself. When the right calibre of resource isn’t available, they are likely to consider using a management consultancy or someone from their own personal network, or an interim manager through an interim management agency.

Changing Attitudes Towards Interim Managers

Attitudes towards executive interim managers are changing for the better. Industry leaders will often happily utilise interim managers for tactical assignments like; holding-the-fort to cover a shortfall or the sudden departure of a senior manager/executive, through illness, maternity leave or resignation. Naturally though, some industry leaders who perhaps haven’t used interim managers are likely to be more reticent about using them for more strategic projects. Interestingly though, research shows that those who have used interim managers for strategic projects are more likely to use them again in the future.

So increasingly, interim managers are being required to run strategic assignments associated with mergers, acquisitions, development programmes, plant relocations, cost reduction and outsourcing programmes in roles such as general managers, financial directors, purchasing and logistics directors. In these strategic roles, interim managers are increasingly appreciated for their value over traditional Big Four consultants with regards to implementing change; not only because of the lower cost of a highly experienced interim manager compared to a branded but often less experienced consultant, but more and more because the quality of the delivery is often better too.

Interim Management Agencies May Not Be Cheap But

Interim management agencies may not be cheap, and whilst it’s an enticing idea to try to cut out the middleman and to try to use an ex colleague, agencies for interim managers do have their value. They know the pool of interim managers and can source not just someone who is available, but the best person in that particular specialist field. Nevertheless, if the assignment you need to fill is a fairly low risk role, someone from your own network may be an ideal solution. However, if you’ve got a high-profile / high-risk strategic role, for a programme that must be delivered, then is it really worth taking a risk? Why not get the best individual available? Although it may cost more, good interim management agencies pride themselves on finding exactly the right interim manager for their clients.

In answer to the question: where should businesses look to find the extra resource that they need to cope with strategic changes and business-as-usual?

The answer is: it depends.

Low risk tactical roles can often be filled through personal contacts, but increasingly users of expert interim management services are finding that they can rely on expert interim managers to deliver high value strategic programmes when previously they would have paid more and used management consultants. However, for high-value high-profile roles, it’s often not worth taking risks. Talk to a specialist interim management agency. Whilst it may be more expensive, from time to time (especially for strategic programmes) its worth paying to find the best person on the market.

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J Hadley writes on behalf of Executive Interims – Supply Chain Practice. See: http://www.executive-interims.co.uk

It’s hard to resist the easy option. Buy this customer relationship management (CRM) software, and you will efficiently and cost-effectively be able to manage your customer relationships. Buy this content management software, and you will be able to efficiently and cost-effectively manage your content.

Software does not manage. People manage. Software is a tool that can help you manage better, but it is not a manager. It is not strategic. Before you can manage customer relationships, you have to have relationships with your customers.

A person recently told me that their CRM software was great for sending lots to email offers and other marketing material to their customers. To them, this was what CRM was all about: cost-effectively deluging (spamming) their customers with marketing and sales pitches.

It amazes me the amount of organizations out there that still believe that to create a better intranet or public website, all they need to do is choose the right content management software. These organizations are not thinking about the quality and effectiveness of the content. They’ll employ junior people to put up this content, and then a couple of years later they’ll wonder where it all went wrong.

I’ve yet to meet an organization that has successfully implemented personalization either for their intranet or their public website. This is not because the concept of personalization is wrong. Properly implemented, it is a very sophisticated and powerful way to give customers what they want.

There are many reasons it fails miserably, however. One of them is that organizations feel that all they need to do is install this fancy software, turn it on, and, hey presto, a wonderful website emerges. No need to worry about the quality of the content. No need to worry about how well it is structured and organized. The magic software looks after all that.

I once spoke with a consultant who told me about working with the British military. Years ago, if you were becoming an officer, you were sent on a course about managing your office. Part of the course involved learning how to manage your filing cabinet.

Then computers came along and the course was scrapped. Think about it. A computer has at least 100 “filing cabinets”. You need training in managing content far more if you have a computer. But you don’t get it because of this irrational exuberance about what technology can do.

Modern organizations are not professionally managing their content. Senior management often abdicate responsibility. They think that the Web is a technology challenge that they can hand over to IT.

Content management will become one of the key management skills of the 21st century. That’s because we live in a content-driven world.

Technology can support strategy. It can support managers as they do their jobs. But technology is not a strategy, and it is certainly not management.

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For your web content management solution, contact Gerry McGovern http://www.gerrymcgovern.com

Subscribe to his New Thinking Newsletter: subscribe@gerrymcgovern.mailer1.net

Whether a minor setback, or a major company threatening disaster, the response remains the same. Instead of seeking solutions, the spilled milk mindset manager can only focus on what went wrong. As the old saying goes, “Don’t cry over spilled milk”.

Unfortunately, the logical step of solving the problem is all too often beyond the grasp of the manager who possesses the spilled milk focus. Obsessing over the problem and wishful thinking that it should never have happened is this manager’s stock in trade. Missing from their worldview is the fact that disasters happen, and once they occur, the best course of action is to do something about remedying the situation. Instead, the narrowly focussed manager will spend his or her time hand wringing, and watching the milk create an even larger mess to clean up.

Rob May at Business Pundit presents a typical exchange between a spilled milk focussed manager and another employee who is attempting to find a solution.

Rob writes:

There are two ways to respond. The first is what many people do – cry over the spilled milk. The second, is to accept it and move on. Managers that embrace the first option don’t deal well with employees that embrace the second. You end up with situations like this…

Manager: Well what do we do now?

Employee: We can do one of three things (explains all 3 options).

Manager: I just wished this hadn’t happened.

Employee: Yes I understand, but that is irrelevant.

Manager: Yeah, I know… but I just… why did this happen?

Employee: I don’t know. We didn’t see it coming, but we have to react. We have to do something.

Manager: I’ll have to think about it. I just can’t believe this happened.

The whole time, the manager’s mind is obsessing about the problem, and can’t stop to focus on the solution. The manager becomes so aggravated that, as a result, the problem isn’t solved in a timely fashion. Every discussion about the problem revolves around the manager explaining to people how she can’t believe this actually happened.

Rob offers sound advice for employees of spilled milk managers:

If you work for a spilled milk manager, my suggestion is that you convince them to move on by pointing out that you can analyze the problem at a later date, devote more resources to it, and understand why it happened and how you missed it.

The manager who can’t look past the issue is doing the organization a disservice. By failing to understand that what’s done is done, and can’t be changed by wishing it away, the manager is failing at the task of problem solving.

Rob suggests telling the manager that the problem can be analyzed at a future date. The danger of this approach is the manager will retreat even farther into the lament for unnattainable perfection. The net result for the organization could be operations brought to a complete standstill.

Spilled milk managers seek control, and are often micromanagers to the extreme. They are also seldom risk takers or innovators. To them, the concept of fresh ideas is an invitation to disaster. Creative thinkers are not held in high regard by this sort of management personality. Indeed, the imaginative employee will be urged to leave the organization entirely. Fear of loss can be a powerful disincentive to change, even though the business climate is in a constant state of flux.

The hand wringing manager is often paralyzed into complete inaction by a wrong turn in a carefully laid out plan. As a result, they are often unable to make decisions leading to potential profits as they are nagged by that fear of loss. All too often, that concern that all will be lost is a self fulfilling prophecy. The concern that an idea will fail will almost guarantee disaster. Resources given to the project will be insufficient in terms of money, time, and personnel. The starved program will then begin life with two strikes already against its success.

Many times the final approval will be given much too late to capitalize on any early entry advantage. At the same time, staff will not be given the opportunity to provide innovation or initiative. Instead, a keep your head down company culture will evolve. In such organizations, mistakes mean termination, so no one dares take responsibility for anything. When the milk inevitably is spilled over the floor, all that is left is the assignment of blame.

Don’t let your organization become a spilled milk oriented management model of inaction.

Let innovation and creative problem solving be your company watchwords. That milk won’t stay on the floor for long, if it ever arrives there at all.

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Wayne Hurlbert provides insigtful information about marketing, promotions, search engine optimization and public relations for websites and business blogs on the popular Blog Business World.

Check out Blog Business World for yourself.

Entering today the new advanced management practices of knowledge management, investment through people is divided into three general categories.

1. LEARNING ON THE JOB: Developing leadership on the job requires that employees take jobs or project assignments that include leadership responsibilities.

Early in a person’s career, working as an individual contributor on team projects provides many opportunities for learning effective leadership. Being a project leader allows an employee to use different types of power and observe how people react to employees attempts to influence them.

Team leaders can also ask team members for candid feedback and suggestions for improvement. The rest of the team members can also learn, by observing the relationship between the leader and the team and by practicing the use of referent and expert power.

2. FORMAL ASSESSMENT AND TRAINING: Many organizations ensure that their most talented employees receive formal leadership assessments and attend leadership training programs.

These can be conducted in the organization’s own educational facilities, at a college or university, through a computer simulation program managed by human resource companies that play the trainers’ role.

Regardless of location, formal assessment and training programs include evaluation of the individual’s current approach to leadership and provide educational experiences designed to improve the individual’s effectiveness as a leader.

3. COACHING AND MENTORING: Whether held at a college campus or at corporations’ premises, most formal leadership development programs take place in traditional classroom settings.

Leaders who prefer a more personal approach can hire a personal leadership coach or work with a mentor. Personal coaches can provide an intensive leadership development experience. But they can be quite costly.

Few people can afford this method of leadership development. For many managers, having a mentor is more feasible.

Mentors are often supervisors or senior colleagues in an organization who provide advice and guidance about a variety of career-related concerns. They can help a manager understand how others respond to his or hers behaviors and point out weaknesses or blind spots. They also serve as role models that a manager can emulate and provide valuable advice concerning the styles of leadership favored in an organization.

Finally, they assist a manager in developing leadership capabilities by helping the manager find assignments that will foster on-the-job learning.

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Jonathon Hardcastle writes articles on many topics including Science, Computers, and Health

So how can you make more money?

Simple: Structure a good deal, have a magic formula for success, take control, and use good project management software.

STRUCTURE A GOOD DEAL UP FRONT: At all times, businesses measure return on investment (ROI) for major spending. For example, company management may ask, “If we hire a project manager for a 6-month contract and pay them $50,000, will we get $100,000 value back?” This is where your ability to take risks comes in. I call it the entrepreneurial model.

Here’s how it works next time you interview for a project management gig with a company you trust to make great use of your project work, don’t settle for a flat fee rate. Instead, tell the prospective employer that you are going to make a certain amount of money for them on this project and that you want a piece of the ROI pie.

Set the deal up this way from the get-go and the higher the ROI, the more money you will make when all is said and done. This way you have a vested interest in seeing to it that the client makes a huge return.

Although most people do not operate under this kind of model out of fear of missing a mortgage or a car payment, it is by far the most effective way I know for a project manager to make the most money on a job. Sure, a flat fee is safe, guaranteed, but it’s not going to yield the kind of money you really want to make. So the next project, take the risk and reap the reward!

DETERMINE YOUR MAGIC FORMULA TO SUCCESS: In conjunction to structuring a project-performance deal up front, you need to clearly state where the return is going to come from. What are the metrics you’re going to use to measure this ROI?

Success has a number. Make sure that your key metric ties directly to the prosperity your clients reap from your work.

Your magic metric is what will yield the ROI, which in the end will yield higher returns for you. It will also serve to gain you more confidence from your employer. If they see a formula that works, they’re more willing to give you all the control on the project as you need, as well as agree to your cut of the ROI pie.

TAKE CONTROL: When I was in the business of doing project management for companies, I kept the schedule under my direct control. This does not mean, however, that I would necessarily do any of the extra work. I controlled and directed others by assigning tasks to people with the right skill sets. When you have guaranteed authority and control, you will be able to successfully manage and control your project and deliver on your set success metrics.

USE GOOD SOFTWARE: If you need help, get a good project management program. The best program is one that can help you plan all kinds of projects from small to large-scale deployments. I also recommend one that seamlessly integrates with Microsoft Office, and task-manager Outlook.

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Ray White is the Founder and Chief Executive Officer of Scoutwest, Inc., the developers of Standard Time Project Management Software. Ray’s involvement in software development and project management began over 26 years at Eastman Kodak company and since then he has worked with approximately 30 executives, 90 project managers, 300 engineers, and 10,000 customers. By project managers, for project managers – his project management products help thousands of international customers plan and track time for their mission critical projects.

Most websites are not managed. They are, at best, administered. These administrators “put up” stuff on the website that they are told to put up. This approach quickly turns your website into a dumping ground. Many administrators know this but they have no real power or authority-it’s often their bosses who tell them to put up this unnecessary content.

Senior managers have been out of touch with the Web for two main reasons. Firstly, they have no previous experience in managing websites. Secondly, they didn’t see the Web as deserving significant management time. Well, the Web has come of age. It is no longer the new kid on the block. The Web has become mainstream. It needs to be professionally managed. Otherwise it becomes a dumping ground.

There are two key characteristics of websites that fail: technology-centric and organization-centric. Belief that if you buy a “portal” or some other fancily-named software you will solve all your problems is unfortunately common and incredibly naive. Without professional management, content management software helps you build a bigger dump, faster.

The first design of practically all websites was organization-centric. The classification was based on the organization chart, and the content was an exercise in vanity publishing. The organization was constantly announcing this and that, the head honcho was constantly delighted about this or that. Some websites even allowed you view their television advertising, which, when you saw the same advertising on television you immediately reached for the remote.

Over time, the better websites realized that nobody cared when organizations did a dance of self-congratulation. Sensible communicators realized that publishing press releases on the homepage was about as effective as trying to sell meat to vegetarians. The picture of the head honcho was dropped from the homepage, and surprise, surprise, there wasn’t a deluge of email requesting that it be put back again.

The websites that have succeeded have had two key characteristics: customer-centric and task-centric. It is not natural for organizations to be customer-centric. Within an organization, there is a huge pull to be organization-centric. Tactical politics dictate that is not a good idea to tell your boss that the content he wants to publish is crap, and that no customer in their sane mind wants to read it. But these are hard truths that need to be told because otherwise your website will fail.

Great websites are task-focused. They help people quickly and simply complete boring tasks, such as booking a flight or renewing a driving license. People constantly tell me that they don’t have tasks on their website. They say that customers come “looking for information”. (This phrase should be banned.)

Let’s say there are changes to the pension plan of your organization. What is the task? Here’s an example: As a result of these changes, how many more years (if any) do I have to work before I can retire?

Changing an organization from being technology- and organization-centric, to being customer- and task-centric absolutely requires senior management commitment and engagement.

Is your website strategically important to the success of your organization? If so, it requires professional management, from the most senior level down.

For your web content management solution, contact Gerry McGovern http://www.gerrymcgovern.com

Subscribe to his New Thinking Newsletter: subscribe@gerrymcgovern.mailer1.net

The other 90 percent self-sabotage by busily engaging in non-purposeful activities, procrastinating, detaching from their work and needlessly spinning their wheels.

In a revealing study over a 10-year period, 1993-2003, authors Heike Bruch and Sumantra Ghoshal tracked behaviors of managers in a wide variety of industries (A Bias for Action: How Effective Managers Harness Their Willpower, Achieve Results, and Stop Wasting Time, Harvard Business School Press, 2004).

They found that over 90 percent of managers fail to act purposefully in their everyday work. Bruch’s and Ghoshal’s study identifies four profiles of managerial behavior, as charted in a grid measuring focus and energy. Managers were charted as being high or low in focus, and they were charted as being high or low in energy.

High focus, high energy managers were described as Purposeful.

High focus, low energy managers were seen as Detached.

Low focus, high energy managers were described as Frenzied.

Low focus, low energy managers were seen as Procrastinators.

The Frenzied: Forty percent of managers are distracted by the overwhelming tasks that face them each day. They are highly energetic, but unfocused. But “the need for speed” prompts them to be unreflective. They could achieve more if they consciously concentrate their efforts on what really matters.

The Procrastinators: Thirty percent of managers procrastinate on doing their organizations’ most important work. They lack both energy and focus, spending their time handling minor details in lieu of what could make a real difference to their organizations.

The Detached: Twenty percent of managers are disengaged or detached from their work. They can be focused, but have no energy. They seem aloof, tense and apathetic.

The Purposeful: Only ten percent get the job done. They are highly focused, energetic, and come across as reflective and calm amid chaos.

The costs of unproductive busyness take a toll on both managers and their companies. Continual unreflective activity has a direct effect on an organization’s profits and managerial morale, as it’s ineffective and ultimately unsatisfying.

For example, frenzied managers often act in extremely shortsighted ways. Under extreme time constraints and the need to do more with fewer resources, they become adept at finding short-term solutions. As a consequence, they seldom take time to reflect, and neglect long-term issues. Frenzied managers demonstrate a well-intentioned, but desperate, need to do something-anything-which makes them potentially destructive.

Chronic procrastinators are generally recovering frenzied managers. Once they have learned that frantic, desperate actions are unsatisfying, many lapse into procrastination, losing energy and focus. It becomes all too easy for them to put off action altogether.

What distinguishes managers who take purposeful action from those who do not?

Willpower, discipline and clarity of purpose fuel the force behind energy and focus, enabling managers to execute action and to ignore distractions. Even when uninspired by the work and tempted by other opportunities, purposeful managers maintain energy and focus through will power, determination and clarity of purpose.

Next time you evaluate your managers’ performance, place them on the low/high Focus/Energy grid. Find out who fits the descriptions of Detached, Frenzied, Procrastinator, or Purposeful manager. Then see whether it is focus or energy that can be improved. Busyness for the sake of being busy without regard for results can lead to false assumptions.

For more leading edge ezine tips go to www.coachezines.com. You can also subscribe to Newsletter Nuggets at http://www.newsletternuggets.com. To learn more about using ezines and other tools like blogs, go to www.blogsquad.biz. Patsi Krakoff, Psy. D. is writer and Internet Marketing expert with over 7 years experience marketing online.