Thursday, September 28, 2006

Heed Wisdom

In one of my previous posts, I wrote that you should let people make mistakes.

The reason for that comes back to God's gift to mankind, which is freewill.

I am in a situation where I have the knowledge, skill and expertise to solve a big mess. Unfortunately, the people in charge will not listen to me and insist on doing things their own way.

There is a time for patience, and even obedience and then there are issues of boundaries--I am not in charge of your life. You are in charge of your own life and you must face the consequences of your actions. That is the inevitable result of free will.

I actually understand more of how God feels so frustrated with his children. Sometimes they just go their own way, and yet God cannot do anything... and they must experience the consequences of their own actions.

I am sorely tempted as the words of proverbs say: "I will laugh when disaster befalls you."

Yet, in all circumstances give thanks. Learn from it.

I must learn in which areas do I consistently experience negative consequences. What wisdom do I not have? Who would have the wisdom to guide me correctly? Or do I have the wisdom but am not obeying it correctly?

Wednesday, September 27, 2006

Thinking Cannot Be Outsourced

How many Indian footballers can David Beckham's salary hire?

Why doesn't Real Madrid outsource their footballers to India?

Ridiculous, but the thing is a lot of managers believe that outsourcing is the key to lowering their costs.

But from my experience and observation hiring cheaper programmers doesn't necessarily mean the project is cheaper or better in fact, it could lead to failure.

If your programmers are cheap but of low quality there is no sense in hiring them. Because software engineering is not a manufacturing process, it is a design process, it is a talent based activity.

A lot of managers don't understand that, but they should. The reason to hire from India or China is not because of cost but because your local talent pool is limited.

You cannot outsource design, creative genius or intellectual prowess. It must be in ONE person. Two persons with the IQ of 100 do not equal one person with an IQ of 200.





Jogging Update: 5km

Ran 5km yesterday evening at Fitness First in about 35 mins.

I've never felt fresher in my entire life, could actually wake up early!

Running is great. You do feel fantastic once your body can do it.

Monday, September 25, 2006

Tactics: Tactical Play

The fast-buck, 'what you can get away with', idiom may be successful on a short-term basis but it is very difficult to live down and is no basis for sustained success.

Integrity and credibility have practical value quite apart from what they do for your soul. The make decisions easier and bring deals to you.

Learn to distinguish between those things which are only done in a certain way because they have always been done in that way and those things which are done in a certain way because business would be impossible without unwritten rules.

If you learn to work within the system, you are far more likely to get things done than if you set out to pioneer and change the rules.

Cheating the system is neither clever nor heroic.

It may be necessary to go south for a while in order to journey north.

Different games and different suituations have different sets of rules nad sytles of play. Be clear as to what they are.

In a bargaining situation there are subjective values and variable values in addition to the real values.

Psychological tactics will be used on you even if you do not care ot use them on others.

Play the percentages rather than the flashy strokes.

Tactics are never and end in themselves but only serve the long-term goal.

Be prepared to concede things as part of the bargaining and also to move your opponent to ground more favourable to you.

Some situations are win-lose but others are win-win. The other party does not have to lose for you to win.

An unexpected (and even irrational) move can throw the other party.

If you are not getting anywhere, try shifting the perspective or frame.

Decide whether you want to conceal what you are up to, or to make it every clear. Both types of tactics have their merits.

Do not get so fascinated by tactics that the overall purpose is lost from sight.

Sunday, September 24, 2006

Tactics: People as Resources

In taking someone on, decide quite clearly whether you want a general purpose 'all-rounder' or someone for a specific job. If the latter, decide what profile you want. Getting the right people into the right places is a design exercise.

If there is a chance to try someone out, that is the best test of all. A short tryout may help with personality, but a real tryout must be long enough to allow the experience of proper pressures.

If your style is to be impresario or circus master of talent, then make this an objective and choose the best people around. If you want to exploit your own ideas, then choose a support team.

Remember that many successful people have depended on a partnership in which the second party has supplied qualities needed for the success of the first party.

In almost all cases a success person needs the support of a good team.

The motivation of others can require a clear definition of roles and goals.

The motivation of others means leading them, involving them, and giving them a sense of achievement. All this requires communication.

The reward of recognition or appreciation is as powerful as more material rewards.

Be definite about criticism but criticize the performance not the performer.

Lead the person to realize his (or her) own failure.

Decide whether a person can do the job for which he or she is employed. Keep that decision separate from the action that may then follow.

Everyone wants to be an individual and at the same time to belong.

In the long run, human values may be good business values. It may seem otherwise at a particular moment in time.