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Advantages and disadvantages of virtual teams

Advantages and disadvantages of virtual teams


There are several types of virtual teams that you need to be aware of; we will be discussing a few of those in the paragraphs down below: The Internet is taking over our lives day by day. Who would’ve thought that the world would progress so much to the point where we won’t even need to leave the house to work in a job with a team that you can easily communicate with by simply pressing a few buttons on your laptop or phone. A virtual team may be a group of individuals working together in the same workplace or separate places, such as different cities, nations, and time zones. People from many cultures, backgrounds, and areas of expertise join forces to achieve a shared objective.

virtual teams


Types of virtual teams


Networked teams:


The members of this team are geographically spread and may include people from other organizations. Members are frequently persons with varying levels of experience who work together to address a specific problem. In addition, membership is fluid because new members are recruited as needed, while old members are withdrawn when their roles are completed. People who have met their roles frequently depart the team. This sort of virtual team may be seen in consultancy and technology companies.

Action teams:

An action team is formed for a limited time and is tasked with reacting to a pressing issue. The team is disbanded once the problem has been handled. An action team, like the last example, is not entirely virtual. However, as individuals get more comfortable working with virtual teams, their utilization expands beyond previously.


Service Groups:

A service team is made up of people from several time zones. They are self-contained. Their shifts, however, overlap to provide continuous service. For example, after one change on the East Coast is completed, the West Coast crew takes over.
Parallel teams:
These groups are different types of people who work for the company. Members are assigned additional tasks to look after and their core ones, which they must undertake in parallel, thus the term parallel team. The squad stays together until the very finish, with no one leaving in the middle. Parallel teams are utilized in R&D, sales, and marketing organizations, where all team members contribute their ideas and perspectives to achieve a specific goal. Similar teams are generally created for a limited period, and their membership is stable since members of a parallel team stay together until the goal is achieved.

Offshore ISD Teams:

Many organizations outsource jobs to other nations where the cost of doing so is lower; consequently, the team at two distinct locations is fine-tuned via practical task and result exchange. All software development outsourcing companies follow this strategy. So far, we’ve seen how a virtual team may help in a variety of situations. It may appear to be full of benefits, yet everything has its perks and disadvantages. Let’s talk about them.


Management teams:

A management team is a group of managers that work for the same company. They may work together under one roof, but they form a virtual team if they operate in separate locations. Management teams collaborate to establish business strategies based on the aims and objectives of the firm.

virtual teams


Advantages of virtual teams


Increased productivity:

Being part of a virtual team is such a potent incentive for some employees that their output increases by more than 40%. Even under the worst-case situation, a productive virtual team enjoys at least a 10% increase in production. Most individuals produce their best work when not forced to a physical workplace, with the longest commuters experiencing the most significant improvements. If you eliminate a 30-minute drive to work, you’ve just given that worker 1 hour of free time that they didn’t have before. Also, Employees are frequently distracted by gossip, inane comments, workplace politics, and the like. These distractions are eliminated in the virtual team, resulting in increased efficiency.


Lower costs:

You won’t have to bother renting office space, buying furniture, or paying for utilities if you conduct your business remotely. You won’t need to lease nearly as much office space if you open a primary office with only a few employees. One may consider how much money saved could be used to purchase this. However, when you include the costs of furniture, computers, power, and Internet, as well as a comfortable area for people to sit, you’ll see that administrative expenses such as I-cards, a cafeteria, and a lunchroom adds up to a significant sum.


Low attrition rate:

Employees love working from home because it gives them more freedom, a better work-life balance, and a sense of accomplishment. Employees that are more satisfied stay in the firm for more extended periods, which benefits the organization. The firm saves a lot of money on recruitment and training and has a valuable resource on staff. You’re also no longer restricted to the skills and abilities accessible inside your organization or community. With only a few mouse clicks, you may access a whole world of talent thanks to the Internet. Platforms such as Fiverr and Upwork allow you to employ freelancers and small companies to work with you at reasonable prices. You may hire workers for a variety of activities, ranging from short-term projects to full-time contract labor.

Disadvantages of virtual teams


Concerns about security and compliance

In some sectors, having private information kept remotely is highly dangerous. In certain areas, such as financial services and healthcare, the unintentional loss or leak of data, for example, might have significant consequences. Virtual teams are entirely reliant on the Internet and computers to do their tasks. Power outages, poor computer hardware/software, virus attacks, and internet troubles cause numerous problems, and work is put on hold until the technological issue is fixed.


Communication issues and misunderstandings

A virtual team’s structure is often transactional. When a worker is given a task, they must complete it within a certain amount of time. Everyone is out doing their own thing, and you’re lucky if you can get everyone together for a weekly conference call. When you work online from home, you miss out on the nonverbal clues that individuals use to communicate with one another. You’re frequently left with written words, which are simple to misread. Silos tend to emerge when communication issues mix with the individual nature of the working arrangement.


More efficient collaboration is aided by social contact.

Employees in a virtual workplace, on the other hand, don’t have as much of a chance to meet for unplanned talks that may frequently improve cooperation. With a virtual team, there is often a social component to work that is absent. Even while you’re collaborating with people, you’re also working from home. To combat the loneliness that can creep up on workers, they must be proactive in their social activities outside of their professional obligations. When you work remotely, you don’t have the opportunity to socialize, take a lunch break, or discuss your favorite TV series.

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The Perfect Organizational Communication

The Perfect Organizational Communication

Perfect organizational communication is one very effective tool needed to build a solid and winning workforce. There must be a clear, simple, and direct instruction line amongst colleagues at work and between subordinates and superiors. Organizational communication should be absolutely and carefully handled to avoid communication gaps that may be detrimental to the success of any organization or firm.     

Perfect Communication Mode

organizational communication

Do you think organizational communication is mainly done through words? What if you found out that organizational communication is 70% non-verbal? That is, your nonverbal communication, which includes your emotions, eyes, and even hands, speaks more frequently and loudly than your words. For organizational leaders, the ability to communicate clearly and effectively is a must-have skill. Here are some essential techniques to increase the effectiveness of your company’s communication.

Give Detailed Information.

Passing information amongst members of staff in a workplace is part of the main organizational communication goals. It’s possible that if your message isn’t thorough and accurate, it’ll produce more confusion than clarity. Plan your communication carefully to confirm that the information you’re sending is correct and in the right amount. This is crucial so that the people you’re speaking with understand what you’re trying to say.

Honest Communication Is Essential.

When things don’t add up, people notice it. It will eventually be disclosed if you try to communicate something that isn’t truthful and honest. It’s tough to continue dishonest communication in the job (or anywhere else) because keeping all of the stories straight becomes too harsh. So speak less instead of stating things that aren’t true. Speak the truth and leave the rest to later. Alternatively, if what you’re saying isn’t genuine and honest, you should shut your mouth.

3. Combine Nonverbal And Vocal Communication

organizational communication

 Keep in mind that communication can be non-verbal and spoken. Hypocrisy depicts expressing oneself and doing the opposite of it.  It’s not uncommon, for example, to hear someone say “Yes” but shake his head horizontally, indicating “No” nonverbally (in the US culture, that is). This conveys contradictory messages. Make sure your nonverbal and spoken messages are in sync to bring your communication together.

Listen

Listening is a crucial communication skill that is rarely practiced adequately. To exchange information between individuals, each of the communicating parties must hear each other well. Through listening, you’ll be willing to reply to a simple message. The most common source of disagreement is a lack of listening skills. Spend some effort to reiterate what you have heard. This will assist you in learning how to listen well. To ensure accuracy, paraphrase what you heard. This will significantly reduce conflict and improve the effectiveness of your conversations.

Ask Questions

Questioning is a beautiful technique to double-check what you’ve heard so you can answer correctly. Questions let the other person have the chance to clarify what they said. It also allows you to hear a response differently or hear it again to be sure of what you heard. Make sure your questions relate specifically to what is being said. Don’t change the conversation by bringing in a question on a different matter. Also, use questions to gather quick additional points that help you understand the conversation.

organizational communication

Let Others Talk

Have you ever been at a meeting when just one person spoke the entire time? Some even go so far as to pose a question and then answer it? Nothing irritates people (especially learned individuals) more than when someone takes over a conversation. If nothing else, a conversation should be a back and forth exchange. Remember to allow others to speak. Even if you have a lot to say, dominating a discussion turns it into a monologue rather than a dialogue. Instead, garner feedback, ask for a response, and include others in the discussion. Sometimes all it takes is a few moments of silence.

Never Hesitate To Communicate At Unpleasant Situations

Do you ever put off saying what you need to say or avoid undesirable conversations? A crisis will not go away if you remain silent. Instead, things tend to deteriorate. In some cases, the tension and discomfort of a situation might be intensified by not communicating. Rather than avoiding unpleasant conversations, sit down and prepare what you’ll say. Write down the essential points to feel comfortable about what you have to say. Make sure the tone you use is open and non-confrontational to encourage feedback from the other person. Interactions aren’t always enjoyable, but acquiring the words will help to reduce tension and allow the situation to progress.

There’s a lot more that can be said regarding workplace communications. Starting with these top seven suggestions can help you master the use of an effective organizational communicator. It’s critical to keep in mind that practice makes perfect. Utilize regular opportunities to hone your communication abilities until you are confident in any situation in the workplace.

An organization or institution is a legally defined and continuously evolving structure of interdependent people that operates under the supervision of a business owner. Its actions require human engagement and communication. People in organizations are expected to spend a significant amount of time conversing. Thus, communication is not a separate and periodic task but rather a continuous and built-in organizational process. Organizational communication activities may be sub-divided into five groups:

Informational Communication

A data-driven communication system that keeps customers, suppliers, investors, sellers, and owners informed.

Pedagogical Communication

Individuals’ professional skills can be enhanced through a learning-oriented dialogue.

Horizontal Communication

To enhance collaboration, enhance communication between departments or peers.

Hierarchical Communication

Communication with seniors/ juniors or communication between workers and management for a better working environment.

Institutional Communication

Communication with multiple institutions such as government, press, financial institutions, chambers, and various interest groups.

Effective Organizational Communication

Effective organizational communication is materialized by adopting the Management by Objectives approach towards entrepreneurship. Individual productivity drives objective management, whereas institutional quality drives it. Internally, the institutional climate is cooperative, but externally, it is pretty competitive. The fundamental role of Management by Targets is to deliver both tangible and intangible outcomes. For example, customers, revenue, and profit are quantifiable outcomes, whereas brand recognition, customer loyalty, and social recognition are intangible outcomes. To create an excellent organizational communication system, apply the communication methodologies listed below:

A Dynamic Approach to Communication – An entrepreneur’s dynamic approach to communication develops an accountable, communicative environment, resulting in fewer miscommunications.

A democratic approach to communication fosters an open and fearless environment for conversation, which leads to good communication.

Communication with a Win-Win Outcome – A win-win communication strategy distributes communication benefits to all parties involved, including the sender and the recipient. Organizational communication should lead to a shared stance on dangers and a shared vision on opportunities, resulting in synergistic advantages for all parties involved. For example, the excellent manager clear reasons to everybody concerned about five P’s (Pay, Placement, Promotion, Perks, and Profit). These 5P’s are elements that often create rifts/miscommunications between management and staff and among different members of staff so that unity of purpose is spoiled. A win-win strategy to communicate multiplies the benefits of organizational communication; but, due to Managerial Ego or Micro-Management.

Ethical Communication Approach – Most individuals become how they are treated, which implies that if you falsely accuse someone of being sluggish and everyone believes it, the targeted person may be sluggish for the rest of his life. At all levels, the institutional framework must avoid unethical practices. By employing negative/false comments, a leader should ensure that the institutional climate is not corrupting or inefficient to anyone. Multiple communication activities can become a useless exercise if the sender or management has a negative mindset or engages in unethical behavior.

Topnotch Communication – We live in modern times where information is instant, from one institution to the next, and from one region to the next. In addition, communicative technology replaced persons in various areas of communication. As a result, ICT has evolved to play a critical part in various conversations; it shortens the message and speeds up the process. It decides whether or not someone or something has a competitive advantage. Senders/organizations with more knowledge of communication technology have a more efficient flow of communication, which leads to smoother and more successful communication.

CONCLUSION

According to numerous surveys and research studies on institutional design, communication is the most critical skill of an entrepreneur, both economically and socially. “Management is communication, and communication is management,” according to several business professionals. At all levels of the institutional architecture, communication is essential. It’s crucial for improved marketing, unavoidable for building teamwork, critical for reliable finance generation, and crucial for a properly functioning supply chain.

The 21st-century businesses must possess and utilize practical organizational communication skills to place them in an advantaged position to win in the ever highly competitive business world.

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The Global PR Revolution: How Thought Leaders Succeed in the Transformed World of PR

By Maxim Behar

Amazon summary:

  • The New Rules of Social Media
  • How to Speak the Language of PR
  • Modern PR Skills and Tools
  • How to Measure Impact
  • The Effect of Total Transparency on Businesses
  • International Perspectives on the Media
  • The Future of the Industry

PR is everything and everywhere. More than ever, managing social media is a nuanced and dynamic field that requires the sophisticated touch of a trained professional. What was effective ten or even five years ago is no longer relevant. In The Global PR Revolution, public relations expert Maxim Behar shows readers how to master current approaches, create content that meets a client’s needs, and evolve with ever-changing trends. Complete with insights from over seventy PR leaders worldwide, this authoritative guide discusses such topics as:

Behar’s knowledge, experience, and down-to-earth writing will keep readers engrossed while refining their understanding of public relations. By the time they finish, they’ll be well on their way to becoming experts in the field.

Book website:

There’s a place for memoir alongside historical accounts, academic monographs and how-to guides. Memoir reflects the lived experience and, hopefully, allows a ‘warts and all’ reflection to set alongside idealised or over-generalised accounts of public relations practice.

But there are risks in the genre. They’re so often used for aggrandisement and even for score settling. They’re not often well written (Tim Bell’s memoirs were ghost written). They usually recount the victorious war stories of great white men. These are the trophy hunters and explorers of the first century of public relations when there were easy victories to be won, new lands to be conquered and rich spoils to be grabbed.

Max Behar’s account is a mix of all these things. Where it’s distinctive is that he’s from Bulgaria and so his life experience has spanned loyalty to communism and advocacy of capitalism. But he’s also less interested in the past than in the future of public relations.

Mostly, he’s the bluff practitioner who tells it as he sees it. ‘My current definition of PR’, he writes, ‘is “telling the truth in a way that people understand’.”

Clearly, this takes journalistic instincts (as with so many of his generation, he started out in journalism). It also echoes McCann’s famous dictum about their advertising work: ‘the truth well told.’

Indeed, he set out to offer advertising services in post-communist Bulgaria before changing direction and becoming a public relations specialist.

Behar’s great insight – and business gut instinct – has been to anticipate the merging of advertising, public relations and digital.

He argues that public relations and advertising have been waging an undeclared war and that this war will be in full-swing in the next five years. ‘They are fighting to keep their clients and we are fighting to protect our territory, which is called “content”.’

Yet the merger is inevitable, and it will involve losses. ‘My forecast is that what will drop out of PR will be what is called media relations. There simply isn’t any need for media relations anymore, because we own media. The advertising business will probably suffer more losses – only the creative departments will remain, and to some extent the copywriting departments.’

‘Many things will disappear from each of the three main communications industries so that a new industry can be born. I don’t know what it will be called. It could be named “social relations”.’

As you can tell from this quotation, Behar is an advocate of endism. He champions the approach that says the press release is dying. More contentiously, he once spoke to a crowd of public affairs practitioners in Brussels and was surprised that they seemed gloomy on hearing his prediction of the imminent death of lobbying.

Media relations belongs to the past, but not our future. By contrast, he argues, reputation management ‘is ever more important for the PR industry.’

More challengingly, ‘we, the PR consultants, have in essence turned from consultants into decision-makers, because now decisions have to be made instantaneously… Our industry is one of leadership, futuristic visionaries and believers.’

‘The power of the PR expert no longer lies in consultation. The expertise is now behind the keyboard.’

This book argues that we’re experiencing ‘the first true revolution in the PR business ever since its inception.’ Other experts from all corners of the globe are invited to give their opinions on whether this is a true revolution or a process of evolution. Opinion is divided, so let me cite the counter-argument as presented in this book by Philippe Borremans, once of IBM.

Do you consider the changes as revolutionary?

‘No, these changes have been under way for more than ten years. The whole “social media revolution” started with blogs in the early 2000s, and we’re now almost twenty years later. Rather, I would call it a very slow evolution on the part of the PR industry and its clients. The general public is adapting much faster than the industry.’

The author recognises the range of expert opinion he received on his question, but rejects any objections to his central argument. ‘I don’t believe that my thesis about the global PR revolution has any weak links that can be attacked.’

It’s frustrating that more people seem willing to write books than to read them (Behar mentions several of his own books in this text, but cites no other authors). He appears unaware that this revolution-evolution debate is already well established in the literature. Australian scholar Jim Macnamara (previously a successful public relations consultant) called his 2010 book on social media The 21st Century Media (R)evolution to reflect this very debate. Macamara is very much better read and thus more receptive to new ideas.

By accident, Behar and Macnamara seem agreed on one thing. Where the latter prefers ‘public communication’ to ‘public relations’, Behar alights on the same formula for describing the business resulting from the merger of advertising, public relations and digital.

Behar talks about total transparency (TT). This allows him to revive his definition of business ethics formulated back in 2001: ‘making a profit in a transparent way.’ He’s an optimist: ‘the rise of transparency caused by the social media revolution is rapidly building to a far better world.’

Curiously, in his top ten list of drivers of the global PR revolution Behar cites education: ‘we must bridge the gap between theory and practice; we must address the overwhelming prevalence of the latter over the former.’

This is an optimistic book. But is this well-founded? One of his 100 experts, Stuart Bruce, sees the dangers in triumphalism.

‘Public relations will become more important than ever. But it might not be called public relations, and it might not be done by PR agencies… The danger is that management consultancies, who have now recognized the value of reputation, do it better than PR does.’

Behar has a successful second career in public relations. But if he were starting out today, would this pattern necessarily repeat itself? He’s certainly adapted well to change (one of his ten success factors), but what about the luck of having been in the right place at the right time?

Content

Intro | PR in the Days of Revolutions

Chapter 1 | PR Revolution 101

Chapter 2 | Into the Revolution

Chapter 3 | The Revolution: The Fallen

Chapter 4 | The Global PR Revolution: So Far the One and Only!

Chapter 5 | The Age of Total Transparency (TT)

Chapter 6 | Media beyond the Media

Chapter 7 | The Industry after the Revolution

Chapter 8 | The PR Revolution: Regional Tips

Chapter 9 | The Post-Revolutionary / Ever More Revolutionary Future

Product details:

Publisher : Allworth (October 15, 2019)

Hardcover : 312 pages

ISBN-10 : 1621537153

ISBN-13 : 978-1621537151

Best Sellers Rank: #1,248,439 in Books

#304 in Search Engine Optimization

#316 in Global Marketing (Books)

#669 in Public Relations (Books)

PREVIEW LINK: https://www.scribd.com/read/426623765/The-Global-PR-Revolution-How-Thought-Leaders-Succeed-in-the-Transformed-World-of-PR

AMAZON CATEGORY: Books › Business & Money › Marketing & Sales

The Business of Expertise

by David C. Baker

A marketing consultant shares his accumulated wisdom about developing and selling business of expertise.

DAVID C. BAKER (Managing (Right) for the First Time, 2010, etc.) targets an audience inhabiting the “narrow overlap between entrepreneurship and expertise,” that is, individuals and firms providing insight and advice to others for pay. He opens with three “foundational” chapters that summarize how expertise flows from focus, how greater proficiency makes a consultant less interchangeable with others, and how precise positioning can achieve a “price premium.” Sixteen short but information-packed chapters follow, fleshing out these themes in detail. Baker explores many issues that confront advisers, from self-confidence and work fulfillment to managing client relationships and maintaining relevance over the long term. Each chapter advances his argument that proper positioning is the key to success.

He draws relevant illustrations from his decades of experience and offers pointed questions and concrete metrics that readers can use to assess their situations. Throughout, he urges consultants to make “courageous” decisions to narrow and deepen their knowledge rather than holding themselves out as capable of tackling any assignment. He emphasizes the power of saying “no” and recommends keeping a “getting to ‘know’ ” list of subject matter gaps to research and master. Baker’s writing reflects the approach he counsels. His tone is confident and authoritative yet tempered with self-deprecating humor.

He projects an insouciant command of numerous topics without sounding like a know-it-all. His deep thinking on the subject manifests in clear, succinct prose and measured wit that makes the reading easy and enjoyable (“Charge your batteries so that you can do the hard work…and put a hard hat on because some of this work is painful”). Chapters move briskly, and he is particularly nimble with transitions that orient the reader and enhance orderly flow. Despite the book’s focus on consulting agencies, other professionals who provide expertise or whose livelihoods rely on it—physicians, scientists, writers, etc.—should find relevant and useful ideas.

Since Quotations from Chairman Mao Tse-tung appeared in 1964, numerous authors and designers have emulated its color and small format in hopes of becoming “the little red book” in their categories. This compact, illustrated volume makes a strong bid to become the standard-bearer on selling expertise.

A must-read for entrepreneurial experts that also will have a broad appeal for other professionals.

This passionate “expertise manifesto” is intended to elevate the impact of advisors who sell insight as entrepreneurs. Three foundational chapters form the basis of the entire book: experts develop insight by isolating patterns in data; they convert those insights to wealth by crafting a unique positioning for which few available substitutes exist; and their confidence grows as the marketplace embraces their application of expertise.

The next sixteen chapters—building on that foundation—each answer a single question, starting with the role of expertise in a developed society, how important it is for experts to love the hard work required to hone their expertise, and how to see all that in the context of their own purpose in the world.

We pause to dig deeper by examining the very narrow overlap between expertise and entrepreneurship: the narrow slice of humanity for which this book was written, with a nod to how easy it is for those entrepreneurial experts to be pulled off mission to explore new things.

What are the critical positioning mistakes to avoid? Are there helpful ways to keep your deep, narrow expertise from blinding you to a broader, wider relevance? How might you frame your expertise in horizontal or vertical terms or a combination of both? There are core principles for this and they start with distinguishing between strategy and implementation.

What are the earlier and then later tests to validate your positioning? What are the most effective ways to demonstrate your expertise, and conversely the activities most important to avoid?

If you are an entrepreneurial expert selling advice for a living, you’ll absorb deeper and deeper insight each time you scour it. It emerges from the trenches, and is written for experts in the trenches.

What are the critical positioning mistakes to avoid? Are there helpful ways to keep your deep, narrow expertise from blinding you to a broader, wider relevance? How might you frame your expertise in horizontal or vertical terms or a combination of both? There are core principles for this and they start with distinguishing between strategy and implementation.

What are the earlier and then later tests to validate your positioning? What are the most effective ways to demonstrate your expertise, and conversely the activities most important to avoid?

If you are an entrepreneurial expert selling advice for a living, you’ll absorb deeper and deeper insight each time you scour it. It emerges from the trenches and is written for experts in the trenches.

Following the three foundational chapters (A, B, C) that open the book, there are fifteen chapters that build on that:

The Role of Expertise in a Developed Society

The Interplay Between Expertise and Fulfillment

The Why for Your Entrepreneurial Expertise

Combining Expertise and Entrepreneurship

The Relevance and Sustainability of Expertise

Positioning Mistakes and Why We Make Them

Practicing Expertise Within a Broader Context

Distinguishing Between Vertical and Horizontal Expertise

Principles for the Less Exchangeable Positioning of Expertise

Distinguishing Expertise from Implementation

Five Early Tests for the Positioning of Your Expertise

Demonstrating Expertise

Not Demonstrating Expertise

How Expertise Unfolds: A Recap

The Long Game: Maintaining Relevant Expertise

David practices what he preaches in picking a solid position to dominate as the thought leader and David picked the position of marketing agency leaders.

So, if you run an agency of some kind or are a solo consultant/freelancer, this book is for you.

This book is extremely well written without any extra words or fluff. He spends time talking about his background as an agency owner, what he did to stand out from others, and then codifies it for you to follow in his footsteps.

PREFACE according to the book

Expertise. Proficiency. Competence. I think we generally know what these words mean. And of course we know what an entrepreneurial business is, too.

This work is meant to address that narrow overlap between entrepreneurship and expertise. The intended reader is the expert who wants to move the needle on behalf of their clients and create wealth for themselves in the process. These are advisors of different types, but usually in some “fee for (expert) service” context like the professional services. The book is written for that narrow overlap between two segments.

David greatly admire craftsmen and technicians who often work with their hands, but this book is designed for those who work with their minds, primarily. The journey is broadly philosophical when we examine the role of pattern matching, but it gets down in the weeds when we take a deep dive into the tasks of crafting your positioning and then applying your expertise.

David hopes that this book will:

Inspire you to narrow your focus with greater courage, urge you to articulate more concise points of view, and steer you to greater clarity about who you are as a professional and how you help your clients as a guide.

The primary beneficiary of every book is the author because

— for David anyway — clarity comes in the articulation and not

after it. If David didn’t write, David would never know what David actually believe, and David hope reading this will inspire you to write for the same reason.

PDF Book:

https://www.dropbox.com/s/gh889r5m1ze2k4o/The-Business-of-Expertise%20pdf%20book.pdf?dl=0

Pub Date: July 11, 2017

ISBN: 978-1-60544-060-6

Page Count: 266

Publisher: RockBench Publishing Corp.

AMAZON CATEGORY: Kindle Store › Kindle eBooks  ›  Business & Money

7 Intellect Interview Activities

7 Intellect Interview Activities

 Many qualified people with the willingness and ability to provide their expertise in the open fields of the business can work in establishing the building blocks of a company and therefore guarantee success.

1- Personality profile interview activity

A personality profile interview activities is a knowledge management tool used to describe an employee’s attributes and skills, which can help evaluate its values and abilities to the fullest to contribute to the business.  It helps maximize one’s performance and skills, which can help contribute to the building blocks of the business.

The questions can be asked traditionally or online, and it is devised to seek out an employee’s performance and skills that he can put forward for the business. The decision-making methods and communication methods are to be taken under consideration when choosing a feasible employer. The personality profile is a great interview activity that helps the employer reach maximum skills and smartly achieve tasks defined by the business.

2- Imply an idea for an interview

An employer can be asked to speak in front of groups, pitch new ideas frequently to determine his communication skills. He should have an opportunity to imply an idea during the interview process to recognize an employer’s capabilities in this interview.

Setting an employer in multiple examples and asking them questions will demonstrate a pattern of independent thinking.

Ask them to come prepared to imply an idea related to the role they’re being interviewed for with a visual aide (hand-outs, notes, PowerPoint slides, presentation.) They will be told to present their ideas and how they can benefit the business. This will help in independent thinking and can be a fun interactive way of viewing the persona of an employer.

They’ll need to present their pitches to key stakeholders within your business, and the group should take notes on what worked well, as well as potential weaknesses.

3- Interviewing them in an outdoor location

Interviewing a candidate in a location away from the office can help determine how he’s around in a non-traditional interview setting. How he interacts with the people and the environment around him, managing conversation in a public place, and his communication skills can help figure the character of the candidate and if it’s suitable for the business.

4- Writing interview activity

Depending on the field, the hiring procedure is interactive, although writing is an essential skill in the business. A candidate can be tested on their writing skills by challenging him in work-related writing exercises. This gives you a chance to study their writing abilities and what they can put forward for a business through their writing. Their qualification can also determine once the candidate has submitted the form, looking at the structural and grammatical errors where the candidate lags most. General writing format can be seen with a retrospective of his ability to organize thoughts and ideas into writing.

interview

5- A case study for a group activity

A case study can be an interactive way of making candidates interact with one another. It involves outlining a scenario that can occur for an employee and how well he can be willing and able to interact in that situation he’s is applying for.

This can be written in the form of a document containing all the valuable information about the setting or conventionally done. The information can infer and therefore be solved according to how a candidate reacts towards it. The main motive of this interview activity is to know what’s in a candidate’s mind and how one’s thinking can benefit the business the most.

6- Practical tasks

For a business, it’s significant to test a candidate and his logic towards a given task. It necessarily doesn’t have to be related to the job but more of a candidate’s instincts towards it.

The best way to approach this is to lay out everything there is and evaluate everything before getting practical with it. A candidate is tested on how he can do the task with his decision-making skills, but it’s essential to keep in mind that knowledge counts. Thus approaching a task is essential before taking any action. The task is designed so that problems may come on the way and candidates had to be aware of any inconveniences that may be involved in the tasks. Practically thinking and having that risk-taking ability can help in benefiting in this interview activity.

interview

7- Presentations

Candidates can design a business-oriented presentation that develops the business depending on what they are hired for. It involves problem-solving and leadership skills as well as communication skills, public speaking ability, and confidence. It depends on how a candidate can present and create a presentation under the provided time and information set by the business.

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The Hedgehog Strategy

The Hedgehog Strategy

The hedgehog strategy has long been an excellent strategy for success in life and business. The hedgehog strategy compares the business approach of being a hedgehog rather than being a fox. Many people chose to be foxes. Foxes are beautiful, sleek, cunning and fearless. Hedgehogs are small, slow and quiet.

What does the comparison tell us? The hedgehog strategy teaches the art of simplicity and focuses on the primary goal of the company. When talking about the hedgehog strategy, we should talk in comparison with the fox strategy.

The Hedgehog Strategy

What is the Hedgehog Strategy?

The hedgehog strategy was founded from an ancient Greek parable that says: “The fox knows many things, but the hedgehog knows one big thing”. The parable explains how the fox employs many strategies to catch the hedgehog. It does a lot of things, but it gets defeated every time. The fox walks away, lamenting with its nose pricked with spines. It never occurred to the fox that the hedgehog only knows how to do one thing, which is to defend itself.

A British philosopher Isaiah Berlin took the parable and related it with the modern-day in an article in 1953 – “The Hedgehog and the Fox”. Berlin divided people into two: Hedgehog and Fox.

He reiterated that foxes follow many goals and purposes at the same time.  Their minds are focused on too many things, which makes them less attentive. They achieve little in the end. On the other hand, Hedgehogs focus on one vision and use what they have to achieve what they want.

Jim Collins, a business researcher, and consultant developed this concept in his book in 2001 – “Good to Great”. He emphasized what good an organization will be doing themselves to identify what they can do best. He argued that when an organization finds out its hedgehog strategy, the leaders should use their energy and resources to pursue it. A company will thrive and succeed when the going gets tough if they identify their hedgehog strategy.

The people who made exploit in the world of business and innovation can be compared to hedgehogs. They focus on the thing they know how to do best.

The Hedgehog Strategy

How to Apply the Hedgehog Strategy

Organizations that want to be successful can apply the hedgehog strategy. How can you apply it?

Discover your passion

Find out what you are passionate about. What wakes you up in the morning and keeps you awake at night voluntarily. A famous parable says that: “if you do what you love, you will never live a day to work”. In an organizational setting, find out what drives your employees. What they are passionate about. How does the purpose of the organization inspire them? What assessment, motivation, and drive are you looking for when recruiting new employees?  Assess the company’s core values. Do your workers buy into them? Do they find it exciting or challenging to achieve? This will guide you through the process of passion discovery.

Understand what you do best

Understanding what you can do best will give you an edge over others. Figure out what your company can do best. The aim is to be the best in your field. When considering what you can do best, keep in mind what you can never be best in. Be honest in your assessment. You don’t have to be a jack of all trades, which in the end will be a master of none. It’s okay to be averagely good in some areas. The most important thing is to understand what you can do best. You can use tools such as SWOT analysis, USP analysis, and core competence analysis.

The most commonly used is the SWOT Analysis. The analysis helps a company or person identify their strengths, weaknesses, opportunities, and threats.

Understand your economic advantage

Your economic advantage depends on how you create cash flow and profit. What advantage do you have over competitors? Express your advantage as a single economic denominator. These economic denominators include profit per customer, profit per employee, profit per location, profit per geographic location, profit per part manufactured, profit per brand, and profit per sale.

Look for overlap

The overlap is where the first three steps meet. The place where your vision, your best ability, and your economic advantage aligns is your hedgehog strategy. You don’t have to bother if your hedgehog strategy is not correct. You might have to explore other and additional options to make your visions work. The overlap gives you an insight into what your organization will do to succeed.

Review and communicate your strategy

After finding your area of overlap, review your existing strategy if it aligns with your hedgehog strategy. Based on what you have learned, you and your organization will benefit from a revised strategy. You will need to carry the whole team along with the new strategy. It’s essential to start by explaining what hedgehog strategy is. Then explain why it is also essential to align with your vision, ability, and economic advantage. If the result anticipated after the review is significant, it is necessary to invest in the hedgehog strategy.

After implementation, the hedgehog strategy provides a long-term focus for your employees and the company at large.

Advantages of Hedgehog Strategy

  • Improve focus: Hedgehog strategy improves focus by helping individuals and companies to know what they can do best. When they know what they can do best, they don’t have to look for alternatives.
  • Getting priorities right: The hedgehog strategy helps in getting out priorities right. The goal is to be the best in the field. Irrelevant things are cut short when applying the strategy.
  • Increased productivity by paying attention: The simplicity in the hedgehog strategy increases productivity. The hedgehog focuses on one thing, which is its survival.
  • Reduced errors and mistakes: When there are few things to pay attention to, mistakes and errors are reduced. Tasks are completed faster, and unfinished jobs are completed.
  • Joy and increased enthusiasm: You become happier when you do what you love doing coupled with a good goal. To progress in the field will not be challenging because you are happy with what you do.
  • Success: Success is achievable when you pay attention to those things you can do best.

Examples of companies and people who adopted the hedgehog strategy

We have lots of examples of companies and people who have adopted the hedgehog strategy in the past. We will talk about a few of them.

  1. Jeff Bezos: When you talk about people who invested so much in their talents and what they are passionate about, Jeff Bezos is not far-fetched. He holds a degree in electrical engineering and computer science. He founded Amazon in 1994 as an online book store which later moved into other e-commerce products and services. The company is the world’s largest online sales company. It is also the most prominent online company by revenue. He was the first centibillionaire, according to Forbes.
  2. Elon Musk: Elon Musk was born and raised in South Africa. He first got a bachelor’s degree in economics and physics before deciding to go into business. His passion was application and software development. It was around the age of 10 that he developed an interest in computing and video games. Compaq bought his first project in 1999 for $307 million. EBay bought its second co-founder company PayPal in 2002 for $1.5 billion. He didn’t stop there; he founded SpaceX, an aerospace manufacturing company for transport services.
  3. Bill Gates: Bill Gates is an American businessman and software developer. He is the co-founder of Microsoft Corporation, along with his childhood friend. He is regarded as one of the best-known entrepreneurs in microcomputer evolution. He held the position of the world’s richest man, according to Forbes, before being surpassed by Jeff Bezos in 2017.
  4. Mark Zuckerberg: Another example of people who benefited by aligning their vision, talent, and economic advantage is Mark Zuckerberg. Mark is the co-founder of Facebook, one of the biggest American companies. In 2013, he became the youngest self-made billionaire at the age of 23. He learned basic programming at a tender age, which he transformed into big projects.
  5. Bernard Arnault: Bernard is a French businessman and investor. He is the CEO and chairman of LVMH Moët Hennessey – Louis Vuitton SE. It is the world’s largest luxury company. He is regarded as one of the wealthiest men in the world, according to Forbes.

Conclusion

The hedgehog strategy focuses on how simplicity can yield great success. The hedgehog strategy helps to focus on three critical aspects: vision, talent, and economic advantage. Understanding these three concepts and where they overlap can help you identify critical things that will guide your organization to success.

Organizations can review their current strategy and look for ways to do it differently based on the strategy. This helps organizations to focus on what they are best at.

What’s your experience with the hedgehog strategy? Do you think it’s the best strategy to adopt? Do you want more explanation on how to go about the hedgehog strategy, join The Black Sheep Community today!

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