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Actual for You - The 80/20 Rule, Process and Pragmatism
There are two different ways that you can use recruitment agencies to find your ideal job. This article explores how you can find your ideal job without wasting too much of your precious time.Most people have experienced the recruitment agency black hole. This is when you register with an agency, fill out every form that they ask you to complete and attend a lengthy interview with a recruitment consultant. Then you hea
Let's focus on the former. If processes are implemented with no achievable
Although I might seem to really hate MLM (and you’ll know me as the person who banned all MLMers and network marketers from My Speed Business Network) I want to assure you that I have enormous goodwill and respect for MLM done properly. After all, network marketing provides a business model that has the potential for incredibly wide-ranging benefits: financial, economic, educational, social, political and philosophi
The 80/20 rule often does not sit well within process driven environments. In many (if not all) large organisations there is a documented process for achieving a particular task. This is especially true within IT departments. There is a process for building a new piece of hardware, for installing a piece of software & another & another, for transferring data and the list goes on. Process, Process, Process!
All of these processes serve a good cause. Firstly, they were (hopefully) developed from mistakes experience and so are tried, tested and deemed to be robust. Secondly, if they are followed, they ensure consistency of work for given tasks. Each of these are very good reasons for authoring, implementing and adhering to process.
The trouble with processes is that, to some, they become the bible from which people will not deviate. Additionally, they provide a barrier behind which people can hide and not take true accountability for their actions.
Let's focus on the former. If processes are implemented with no achievable/
It is difficult to find the best jobs by using the conventional way of job hunting because they are hardly ever advertised. In reality, people are recommended for the positions by someone within their professional network who would also provide tips on how to ace the job interviews. Dr. Obi Igbokwe, CEO of Biohealthmatics.com (http://www.biohealthmatics.com), a biotechnology career website, agrees that to get the best jobs, i
The 80/20 rule often does not sit well within process driven environments. In many (if not all) large organisations there is a documented process for achieving a particular task. This is especially true within IT departments. There is a process for building a new piece of hardware, for installing a piece of software & another & another, for transferring data and the list goes on. Process, Process, Process!
All of these processes serve a good cause. Firstly, they were (hopefully) developed from mistakes experience and so are tried, tested and deemed to be robust. Secondly, if they are followed, they ensure consistency of work for given tasks. Each of these are very good reasons for authoring, implementing and adhering to process.
The trouble with processes is that, to some, they become the bible from which people will not deviate. Additionally, they provide a barrier behind which people can hide and not take true accountability for their actions.
Let's focus on the former. If processes are implemented with no achievable
Starting a business costs money. From the paper clips to the computers, new business owners find themselves bogged down with bills and dozens of decisions. However, though they might cost business owners a pretty penny, well made business cards have the potential to make or break a business. They are what the customer will pull out of his purse, and outside of the business itself reflect how professional the business really i
All of these processes serve a good cause. Firstly, they were (hopefully) developed from mistakes experience and so are tried, tested and deemed to be robust. Secondly, if they are followed, they ensure consistency of work for given tasks. Each of these are very good reasons for authoring, implementing and adhering to process.
The trouble with processes is that, to some, they become the bible from which people will not deviate. Additionally, they provide a barrier behind which people can hide and not take true accountability for their actions.
Let's focus on the former. If processes are implemented with no achievable
You know it’s time to make a move.Your employer is a pain. The organization sucks. Your job is boring . . . and it doesn’t pay what you deserve. You know you could do much better somewhere else.So, why aren’t you outta there?The most common reason is that it’s easier to put off making a decision. Shifting focus and upsetting what we’re used to contributes to our procrastination. It seems we can always
The trouble with processes is that, to some, they become the bible from which people will not deviate. Additionally, they provide a barrier behind which people can hide and not take true accountability for their actions.
Let's focus on the former. If processes are implemented with no achievable
Have you ever thought why you cannot get the job of your dream? You have a blameless CV, you always carefully prepare yourself for an interview, you make inquiries about the company and seem to be an ideal candidate for the position. Probably your employer paid more attention to your clothing but not to your professional achievements? Even if you apply for a job in a restaurant or a supermarket, you cannot come for an intervi
Let's focus on the former. If processes are implemented with no achievable/practical exception route then any hope of pragmatism has just been swept away into a black hole. Because of this the creativity of individuals is stifled at the first hurdle. Imagine your in a situation where you are managing a project. For whatever reason, you are behind schedule. You cannot move your delivery date back to compensate and so your only route to mitigation is by reducing your delivery time. You may have a number of options with regard to parallel working and/or more resources to name two, another may be to cut some corners. Now before you run off uttering "cowboy project manager" under your breath read on a little more. There's nothing wrong with cutting corners as long as you identify the risks that you are taking/creating in doing so, and you manage these accordingly. You are taking a pragmatic view of how to deliver to your time constraints (in this example) and being flexible.
There are some dichotomies here;
1. Almost by definition, processes are not flexible.
2. (commonly) Organisations that have an abundance of processes do not ta
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