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Answer Upon - Accountable or Responsible - That is the Question
In general, you are looking for a job. You go to school, work hard, and get professional qualifications. All these efforts are spent to make you ‘Employable’ only. You look for a company with good brand, salary, parks etc. Norma
Immediately, I spent time developing the capabilities of my pe
Business cards are a modern variation of calling cards and trade cards. Calling cards were used as means of introduction. These were used by messengers to announce the arrival of their superiors beforehand. The cards collected would ser
And it was a shock, I can tell you.
I got myself offered a great promotion, as a result of some big-time management shuffling at the top and a restructure. It was a big business and a very big change in culture for me.
Think country bumpkin to big city. It was like 'Mr Smith Goes to Washington' - and more.
After six months I was exhausted and crawled back to my boss to admit defeat. I wanted out and back to where I was comfortable.
He was having none of that and, (very nicely and very firmly), pushed me back into the frying pan - it was that hot!
Then, one day, a realisation struck me.
I was managing things, not people.
In fact, I was the doer of much of the stuff in the business and not managing my people to do the stuff they were eminently qualified to do.
Immediately, I spent time developing the capabilities of my peo
Tip # 1 This tip is the best for new ebayers starting out on eBay. This is how I started my eBay business back in 2002. You can check my id out if you want its mjbsurplus. I needed to start getting feedback so I gathered a pile of stu
Think country bumpkin to big city. It was like 'Mr Smith Goes to Washington' - and more.
After six months I was exhausted and crawled back to my boss to admit defeat. I wanted out and back to where I was comfortable.
He was having none of that and, (very nicely and very firmly), pushed me back into the frying pan - it was that hot!
Then, one day, a realisation struck me.
I was managing things, not people.
In fact, I was the doer of much of the stuff in the business and not managing my people to do the stuff they were eminently qualified to do.
Immediately, I spent time developing the capabilities of my pe
It is a well-documented fact that at least 2 out of every 5 applications contain one major fabrication. What the employer doesn't know can, and almost certainly will, have a tremendous impact on that organization!Dr. Julian Cano
After six months I was exhausted and crawled back to my boss to admit defeat. I wanted out and back to where I was comfortable.
He was having none of that and, (very nicely and very firmly), pushed me back into the frying pan - it was that hot!
Then, one day, a realisation struck me.
I was managing things, not people.
In fact, I was the doer of much of the stuff in the business and not managing my people to do the stuff they were eminently qualified to do.
Immediately, I spent time developing the capabilities of my pe
1. Keep your advertisements and their job titles clear, precise and simple. 'Business speak' is not always recognisable by the search engines and although non English speakers may speak fluent English, they may not understand much moder
Then, one day, a realisation struck me.
I was managing things, not people.
In fact, I was the doer of much of the stuff in the business and not managing my people to do the stuff they were eminently qualified to do.
Immediately, I spent time developing the capabilities of my pe
This week I spent a few hours with a highly successful CEO discussing his brand identity questions and concerns. “What do the most successful brand initiatives have in common?” he asked. I shared an observation with him based on many ye
Immediately, I spent time developing the capabilities of my people, investing time in them rather than doing all the jobs myself.
And things started to turn around.
This brings me to the difference between 'accountable' and 'responsible'.
Whilst I had the energy and capacity in a much smaller business, I could keep each plate spinning myself. I was responsible for all of it and the often much of the 'doing' too. I worked hard and could cope with it.
When the business became much bigger, I found out that I couldn't do it all any more.
Whilst I was accountable for the performance of my business, it became time to give away responsibility to others, with support.
Firmly and fairly, I gave away the 'doing' and let them get on with it. I told them the 'what' and let them have the 'how', within a few rules we
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