07-03-2008
Can anyone recommend easy to use software that will help me make a short training module?
I am looking to build (and I do not program) an introduction to a new product. I would like to be able to put some video in place with voiceover and then have a q&a type overlay… Any ideas?
Answers:
By Brian Foster
Have a look at Camtasia Studio.
Links:
Captivate is one of the best. Adobe provides templates that will help you develop high quality eLearning.
Links:
- http://elearning.b2bmediaco.com/issues/winter07/winter07_featuredstory_1.ht…
- http://www.adobe.com/products/captivate/
By James Wheat
Another choice would be Articulate (pronounced like the verb, not the adjective).
To add to what others have said:
Camtasia is good if you want to create a video of your compute screen and package it for replay on other computers. You can download a free trial for 30 days at http://www.techsmith.com/camtasia.asp?CMP=KgoogleCStmhome.
Captivate is a great tool and allows you to build simulations of the product. It is a bit more involved than Camtasia and does cost more Camtasia. You can also get a 30 day trial by going go http://www.adobe.com/products/captivate/.
Articulate is a very powerful tool. But if you are not going to be building training or product demos the price (over $1,000) is just to much to pay for a casual product. Articulate offers a 15 day trial, which is found at http://www.articulate.com/?gclid=CLX-wPzRpZQCFSgtagodkDzAtA.
You may want to consider WebEx, or a similar service. WebEx has a 14 day trial. If you expect to do this once and never again, you could just start a WebEx session, share your application and/or desktop and record your demo using the WebEx tools. You could even schedule a live class with WebEx to create a different dynamic in the recorded session. For the occasional trainer, WebEx may be your best approach.
There is no simple answer. It all hinges on what your time frame is, what your learning curve is with the technology, your available budget, and your time to workout the ideal flow through your new product so the demo shows off your new product well.
Links:
- http://www.techsmith.com/camtasia.asp?CMP=KgoogleCStmhome
- http://www.adobe.com/products/captivate/
- http://webex.com/
Please contact these experts provided from the field of training and coaching…
They have written books, and run their own coaching academies/institutions.
Ajay Merchant also suggests these experts on this topic:
By Red Resener
This question sounds two fold…. First you could capture canned sims showing off your new product (Im guessing this is some kind of software) with Captivate/Camtasia, both are timeline driven and will allow you to add hi-lights and call-outs as well as allow you to edit voice-overs and other goodies like that. But, you will need to understand a little bit about video editing to make quick work of either app.
Second, you will need to know a bit about delivery. Before you export your course from either CAP/CAM you will need to ask yourself — is this going on CDROM, into an LMS, or just web-based delivery?!?!?
If you are unsure about any of this I would be happy to talk you thru it, or you could call Steve Conrad or myself at MEDIAPRO. 425-483-4700
Links:
Red Resener also suggests this expert on this topic:
By John Jamison
Hi Barbara, I use Articulate to put something together rather quickly, as it ties directly to PowerPoint which you use to actually build the piece. When I want something more robust…with more interactivity and interest, I use a program called Mediator, from Matchware.
I currently use Captivate to create rapid e-Learning. It is user friendly and is a great tool for creating software simulations or soft skill branching scenarios. You can insert videos (which get converted to Flash format for usability) and easily create interactive quiz questions for Q&A. As someone mentioned earlier, there are several templates available which you can easily change to your own company branding. As well, you can import PowerPoint slides or files for easy conversion.
Additional websites which may be helpful include Captivate tips, Tutorials on Adobe Developer Center and a well known Captivate blogger:
Links:
- http://www.raisingaimee.co.uk/
- http://www.adobe.com/devnet/captivate/
- http://blogs.adobe.com/silke.fleischer/
By Rob Phillips
I recommend CaptureCam Pro.
http://www.cintinel.com/
you need Adobe (macromedia) authorware 7
Links:
There are so many factors that would hinge on a good fit for you on the product side.
What is your budget?
What is your proficiency with learning technologies?
Do you need a host platform?
What type of learning activities are you looking to include in the learning?
I would be happy to discuss this with you and recommend whatever I can to you.
Links:
Try Jing, it records your screen actions (you can limit what on your screen is recorded) and your voice, so you can give a demo. The limit is 5 minutes per video. The tool also enables quick screen grabs of whatever you want on your screen. We’ve used it with great success. Oh, and it’s free and easy to use.
Links:
By Peter B. Giblett MBCS, CITP, LLB
I would echo Brian’s recommendation. Camtasia Studio is easy to use and inexpensive. Go to the Tech Smith website.
By Sanjay Vyas
CamStudio is similar to Camtasia and Captivate but its free. You can create AVI or SWF of your screen movement (including mouse and keyboard) annotate them with speech balloons and do a voice over.
Links:
Look up www.epiance.com
By Jack Jensen
I also vote for Articulate (www.Articulate.com). To see the result of incorporating video into an Articulate lesson, go to www.AmerSolutions.com/rt2v (2nd link below).
Links:
Posted by webmaster in Answers, Technology, Business Development, Career & Personal Development | No Comments »
07-01-2008
Handshaking - an American Custom. What do you do if you don’t like to shake hands?
It is considered good manners in the U.S. to shake hands when introduced to someone. We have all been told to use a “firm grip” when shaking hands. My experience is women are the worst offenders by squeezing my hand too hard - a vise grip. On occasion it actually hurt me.
In the winter when it is cold season and people are touching everything without washing their hands, blowing their nose, coughing into their hands, sneezing into their hands, passing their cold around the office. Who wants to shake hands!!
How do I or anyone else deal with not wanting to shake hands without seeming rude, impolite, standoffish or weird? What is a good way to deal with this?
I like the Japanese custom of bowing.
Clarification added:
Thanks all for your comments. Actually my main concern wasn’t so much the germ issue as it was bone crunching hand shakes that KILL my hand. Due to tendonitis in my right arm from over computer use, it can really hurt. How can I tactfully avoid shaking hands?
Answers:
First let me correct you. Handshaking is NOT an American custom it is European. It was the means by which two individuals (men mostly back between 600 and 1,000 years ago) could show each other that they were being friendly - this is why it is done by the right-hand the weapon hand.
There were two distinctions to the handshake rule (from past research) Knights Templars and Barristers (in UK) who regarded other as friends so there was an element of trust - they all knew each other in those days.
I am with you though about firmness of grip - I tend to push back if it is too hard. You say women are at fault more than men - I say the reverse - but then I am a man.
I suspect that in man-woman handshakes the average man will be gentler that he will be with a man. I don’t know why possibly he is afraid he will be too strong and crush her hand. With man-man or woman-woman handshakes there is no holds barred - it is an outright contest.
The angle of approach is also important and affects the grip. Believe it or not there have been studies made on this subject. We all differ our grip according to who we will shake hands with. An open grip (palm showing) will be done when the person is approaching a superior person - the CEO - someone they admire, etc.
The domineering person advances with a closed grip (back of hand showing). the neutral handshake is performed amongst equals (hand is in vertical position).
Check this out next time.
BTW: Indians and Japanese (and others) that live in the west have given up their customs (and often keep them when returning to their homeland). Europeans turn the handshake into a kiss and hug (irrespective of the sex of the participants).
The excuse of not shaking because of the fear of spreading germs does not seem to me to be all that valid as we will then touch the shopping cart that was just sneezed on with our bare hands. IMHO some Japanese have gone over the top (OTT) is respect of wearing masks for fear of catching something.
Posted by webmaster in Answers, Ethics & Etiquette | No Comments »
07-01-2008
Who is the C level officer responsible for saving the global organization money, increasing efficiencies and ROI in staffing and recruiting activities? If this person is not in HR, so who is it then?
Answers:
The short answer is ALL of them.
In my experience it is NOT HR that is the budget holder, so it is the responsibility of each and every department.
The only time I have ever seen it be HR’s responsibility is when a diktat was handed down to cancel all current recruitment (but then there is normally an exception).
There are some interesting answers here. I know the CFO is always looking to reduce costs, but they do not control staffing budgets for each department in most organisations, eventhough they try to.
By Mark J. Ely
In most organizations that I’ve looked at or been a part of, the HR department head reports to the COO.
By David Schneider
If you look at any of the Dilbert books “Catbert” the evel HR Director is the gate keeper, and chases the good outside talent away.
All humor aside, this is very true. It is rare that anybody from HR “found” me any talent. The last two hires that I did where “HR” had to interview, they found reasons not to hire the person, even if the person was qualified and the folks on my staff gave a thumbs up.
The answer to your question is really simple. It starts at the top and flows down. The culture and the drive or lack of drive to hire the right talent and temperment, and the leader that sets the course to nuture and grow internal talent is the CEO, followed closely by the COO.
You can argue that it is the HR VP’s job. But if the CEO and the COO do not support, or they ignore the tallen issue, the HR VP is limited in what they can do. And even if the CEO and the COO give “lip service”, the HR VP is still powerless.
Every example of a company that has a dynamic workdorce or motivated and energetic associates will be a company where the CEO and the COO not only say that “The People are the Power”, but they Make It Happen.
Now, the second part of the question is this, Who in the organizatuion makes the decisions that money needs to be saved and that ROI needs to be delivered in the HR arena? It is the CFO. “Count the Money” can sit on a department budget and insist on improvements, or cuts (they are not one in the same).
To wrap up the package, all of the above are responcible. The HR VP makes the gears turn. The CEO and COO lead (or don’t lead) where the HR car goes, and the CFO xdecisdes how much money is going into the “HR Mobile”.
By Orhan Bag
Mostly, COO or CFO…
Sometimes, lets say CDO, Chief Development Officer in charge of Business Development of “internal” business structure
Some structures also have CMO in charge of Management of corporate structure; in that cafe CMO.
By Barry Williams
The reason this is a valid question is that there is no good answer in most organizations. If there were a consistent answer then companies like Bearing Point, Accenture and others who do HR consulting and outsourcing would be out of business.
Everyone says its the COO, and they should and do care about saving money and improving efficiencies, but in my experience, the day to day operations often distract them from acting on HR related improvements where changes may be “unpopular” actions like reducing headcounts or implementing new software.
The root problem is that HR is expected to be a cost center, and like a support center is often regarded as a necessary evil where only minor attention is required.
To get more attention at the C level, HR leaders must do a better job selling the efficiencies that can be made at times where there is a heavy focus on the bottom line. Showing that changes rolled out over a 6-12 month period can save large dollar amounts is difficult to ignore when things are tight and stockholders are nervous.
Everyone in the global organization is responsible for saving money, increasing efficiencies, and ROI in staffing & recruitment activities (and all others I might add) Bryan.
If there is one single person to hold accountable, that person most certainly would be in HR/Admin. Makes sense doesn’t it?
If the CAO [Chief Administrative Officer] isn’t responsible for this task, then there is no real reason for HR organizations to exist. All of the functions could (and perhaps should) be outsourced. Historically, HR executives have not sought nor desired this accountability. It is much easier for them to develop policies, procedures, and directives for others to struggle with than it is to actually be accountable for their results.
By Pankaj Dutt
I would further add to David’s response with fully agreeing with it….most of the organizations have separated talent management and staffing making it an independent function reporting in to business head
I think HR has almost lost its position on talent management and its role is more oriented towards performance management, policy custodian and employee engagement.
Some of the recent titles which you could easily find in companies today are head of organization development, head of leadership development etc and considering the business imperative of talent, these roles are closely aligned to operations or business. IT industry is a typical example where talent management is a core function for them and hence closely aligned with operations
Posted by webmaster in Answers, Business Development | No Comments »
06-27-2008
Who is in Charge Here? (From IT toolbox)
Customers In Charge
We all talk about “the customer is always right” and “the client is the boss,” but how often to we let technology choices force us into an opposite mode of behavior? In a clever book called “Why CRM Doesn’t Work,” Frederick Newell writes that Customer Relationship Management (CRM) failed to help companies meet expectations and achieve profitability. He suggests that Customer Management of Relationships (CMR) is the next logical step.
Technology in its Place
Mr. Newell explains that technology has a place in “CMR”, but it’s not the most important element. Instead, our relationships with our customers should dictate the right technological applications. He explains how to use two-way communication tools, like e-mail and web applications, to establish customer dialogues, but he warns that once we obtain customer data, we should use it only for relationship-building and only with the customer’s permission.
Has Technology Tied our Hands?
How often do you encounter technology “solutions” that seem to anger our customers? Have you ever been upset by how a company’s technology has treated you as a customer?
Additional Resources:
On the user-side, John Stevenson writes thought provoking blog entry about how “We All Hate our CRM.” Shouldn’t the technology make the users happy and have less work? Even further; besides employees, is the CRM ease of use issue being felt by customers (forcing relationships to be managed by business rules authored within the CRM, and not necesarily the way the customer wants their relationship to be managed)?
Paul Nussbaum is VP of Marketing for AMC Technology, a company that has been integrating Telephony and CRM applications since 1995.
Answers:
Paul, an interesting contribution.
Management of Customer Relationships is the original goal of the CRM system. The problem is that it is all too frequently assumed that the CRM system will resolve all the customer related problems faced. The corporation wanted the panacea, but did not do all the work necessary to reach nirvana.
1) a CRM on its own does not improve the quality of the customer data retained by the company. Garbage in is still garbage out.
2) A CRM is useless without an associated Business Intelligence component to identify the most effective marketing strategy.
3) The communications tools used need to be embedded into corporate systems. Dialogues for much of the customer communications should be driven by either the customer them-self or the demographic group that they fall into. I assisted a UK telecoms company to reduce customer churn through the use of such intelligence.
As an IT leader, but I am a strong proponent of systems providing a capability to allow business to work more effectively. Business must be in control and not have its hands tied by the use of technology. IT should be a facilitator for improvement of business results.
If you hate your CRM, then it is either not been correctly implemented or the business is not leveraging it correctly.
I am happy to connect and can be contacted at my email or on LinkedIn.
By Peter B. Giblett.
Posted by webmaster in Answers, Enterprise Solutions | No Comments »
06-22-2008
Work/life balance
This is an interesting topic to me since I manage a team, but it is also of interest because it means so many things to so many people. I am especially interested in hearing about this topic from a management perspective (either through your own experiences as a manager, or through your own observations). What does this concept of balance mean to you, does it even exist and in what situations have you seen it work best across a team? How has it been measured?
Thanks for sharing your thoughts regarding these questions!
Answers:
By Peter B. Giblett
It is important to have a balance in all things. Work is no different. You can be dedicated to your work without working 80 hours a week.
Having a life outside work is essential in refuelling the body and mind in order to face the next work challenge.
There are times when work takes priority. I have a couple of times worked all weekend (till 3am Friday, Saturday, Sunday, and sometimes Monday when it is a holiday weekend) in order to ensure a project goes in on time. However this should only occur once in a while, you do not want to do that every week, it will not do you or the corporation any good.
Posted by webmaster in Uncategorized, Answers, Ethics & Etiquette, Career & Personal Development | No Comments »
06-22-2008
Does wisdom have a “best before” date?
As professionals and successful business people, how much advice and guidance do we seek out (or even appreciate) from older generations?
Sure, trends change; thinking and ‘accepted wisdom’ is frequently challenged or updated; but does *all* advice ever become outdated? What kind of resources can our parents - even grandparents, if they are still around - be?
Do you ever seek the opinion or input from your parents in business matters? Or do you think their wisdom is beyond it’s “best before” date?
I would love to get your thoughts.
Answers:
By Peter B.Giblett
Wisdom should be timeless, however as with many things today it all to inevitably has a sell-by date.
From my observations in life:
When I was young I wanted to learn, sure I had my ideas - but I was warned to listen to those that had experience. I did this, but always added my own feelings about how we should approach things.
As I grew older I found that I would make suggestions that would be dismissed by my elders, but when the result was achieved, it was my suggestion that was adopted (albeit claimed by someone else - I did not mind as I knew the truth).
Now I am the elder, and have a wealth of experience to offer. The youngsters are determined to ignore me and just get on with it, usually to their detriment. And when, occasionally, they succeed you are accused of being negative.
For me wisdom has no “best before date” - you can always learn from shared wisdom, even if the times have moved on; the genuine wisdom should have a relevancy that you can learn from.
Often times, it may have an “ahead of its time” date and those are the real pearls that are worth connecting with and harvesting - the challenge is in spotting them….
Links:
We have a saying in Spanish, “Mas sabe el Diablo por Viejo que por Diablo”, which literally means, the devil is wise not because he’s the devil but because he’s old.
There are some things that only experience (often through age) can teach you. Whether you can learn from someone else’s experience is another matter. My mother was a very astute businesswoman and I respected her advice even if I didn’t always agree with it. Sometimes I was able to learn from her experiences and other times, I needed to take my own risks and make my own mistakes.
Posted by webmaster in Answers, Ethics & Etiquette | No Comments »
06-19-2008
Seeking advice regarding network meetings (Question to Happen Network)
Hi all,
I am NOT a natural sales person, but over the years I think that I have done a pretty good job of selling myself and my personal skills and knowledge.
I have been getting stronger and some of the sales person type skills, and have leveraged many things to great advantage. However one thing still eludes me when making networking calls, and this is where I thought some of the salespeople in the group could help.
So you set out, make you calls, and after leaving a dozen messages you get through to the individual in question. You proceed to have a good conversation, then attempt to setup a meeting in order to elicit network contacts that may be able to help. It is at this point that the person on the other end of the line says something like:
‘I do not have any contacts in this area (that will be able to help you).’
In other words – I will not open up my address book to you. I have had this happen on 5 or 6 occasions. I know there must be something I can say that will break them down at this point, but I would like some assistance from you folk on this point. Essentially I need to get over this hurdle in the most effective way possible – from now on “OK, Thank you” is not an option.
Please keep responses open as I am sure others will wish to learn from this discussion.
By Peter B. Giblett
Answers:
I am not a natural sales person - I make great efforts to do the right thing for
the right reason at the right time.
When the conversation gets to the point you refer to and you get that response,
what have you offered in exchange?
In any sale, there is an exchange of values; ie: generally we think of money
exchanged for a product or service.
What did you offer in exchange for the names or help?
I try to offer something such as help on using LinkedIn or an offer to provide
assistance using my skills and talent.
Note: don’t suggest a price for this - it is presumed you will be paid and will
negotiate something at that time
Networking is not about getting dividends immediately, however, if you’ve
started the relationship on a good path, it may pay off in the future.
If you part mutually feeling good, the other can think about your request and
hopefully will help as they see an appropriate situation.
It’s a numbers game and you have to put out more than the other person as your
needs are more urgent (at least to you 
).
I hope this provides some food for thought. If you want to talk more about it -
give me a call. The Dr is in today.
Good Hunting,
In any networking situation, you can offer your huge HAPPEN network of
professionals in exchange for his network.
Hope this helps!
I will share what I learned at a networking workshop that I went to. The person said, “do not ask for a job, do not ask for references (they probably do not know you anyway), do not ask for referals.
Ask for information. People generaly like to help. They also like to talk about themselves and what they know, I have changed my approach and found it to be more successful.
Best Regards,
My personal opinion is to not ask for the contacts over the phone. Try and schedule a meeting to gain insight and suggestions from the individual, not using them as a means to the end. Once you are face to face and have built up a good rapport, either you can ask if they have any suggestions on how you could get some more info in a specific area or ask if they know someone that might would be of value for you to speak with.
When I have gone to ‘informational’ type meetings, I don’t ask and often the people offer the help anyways.
My two cents….
Peter, an insightful question so thank you.
First I must commend you for realizing this is a stumbling block for you, and then for realizing that it might be so for others, and thus sharing your question with the group. It takes a rare individual to act in such a manner, and I am thrilled to be associated with you through HAPPEN! Your search will yield some fine results!
Although there may be many causes for this comment, I offer the following questions for you to help in a self assessment.
1) Are you giving too much away before you try to set up the meeting? Do you implicitly or explicitly ask your target to open their rolodex to you before you’ve fully secured their trust? If the answer to this question is ‘yes’ or ‘maybe’, then try setting your objective for the meeting a little lower. Ask them for an informational meeting - you’re assessing the opportunities in their industry (unless you’re already acknowledged as an industry expert) - you’d like their feedback on your qualifications vis a vie these opportunities - any advise they’d give a new person starting out in the industry, etc. Go to the meeting armed with lots of questions with the goal of getting half of them answered, and present a professional image throughout. If you’re successful at this, then your target will open their rolodex to you with a name or two.
2) If the answer is ‘no’, then what reason have you given them to meet with you? Bryan and Dennis have offered two really good suggestions, but you have learned some interesting things about the world and your industry during your transition that gives you street credit with your target so dangle some bait for them. Offer to review your findings with them; is there some competitive information you have learned that you can share without revealing any confidential information?
3) If the answer is still no, then you can always try the ‘Hail Mary’ question of all questions - Do you know anyone who does?
Happy hunting! Please let me know if this helps.
Posted by webmaster in Personality, Networking, Career & Personal Development, Questions | No Comments »
06-15-2008
Challenges in SOA Projects (Fom IT Toolbox http://blogs.ittoolbox.com/)
For any SOA initiative to be successful the following two objectives need to be met:
- Improvement in Business Agility (not technical agility).
- Increased reuse in the enterprise through services and also through utilizing existing investments that have already been made.
Achieving the above two is the goal and success indicator for any SOA implementation. There are various challenges in this. The challenges in SOA can be classified in two parts:
Technical Challenges in SOA
These challenges are easier to mitigate. At a basic level every SOA based implementation (no matter on which vendor’s stack it is based on) needs to ensure at a technical level the following:
- A clearly defined mechanism exists for service defintion.
- A registry/repository for services (and its metadata) exists along with a well defined lookup/search mechanism.
- An ESB into which the implementations can plug in and out, and which supports a multiple calling semantics.
- A well defined service orchestration mechanism.
- A well defined mechanism for managing service lifecycle.
- A well defined service invocation mechanism is present.
SOA projects are either:
- Strategic in nature, where we implement a completely new architecture in the enterprise, or
- Tactical in nature and implement a new business service in the enterprise based on an in place SOA reference architecture.
Having an SOA reference architecture in the enterprise mitigates most of the technical risks.
Non Technical Challenges in SOA
Non technical challenges of SOA comprise of project management and business related challenges of SOA. Some of them are:
- Business Modeling: This task needs deep understanding of the domain. The task involves modeling the business of an organization in terms of business processes, mapping these processes in terms of business services, mapping these services to IT assets.
- QA of an SOA initiative is difficult because in most cases heterogeneous applications/platforms are involved and message based testing needs to be performed in most cases.
- Generally an SOA project involves various sections of the enterprise. As a result of these interdependencies, program management is complex
Answers:
| Mike Kavis writes |
The biggest issue from my experience with SOA is culture change on both the business and technical side. You can have the best technical implementation and governance in place, but if people resist the change and the technology it really won’t matter. The second biggest issue I see is that there must be a compelling business case behind your SOA initiative or it will go no where.
Varun Dube writes:
Mike, I see a sense in what you are saying. SOA is not just about creating assets. Its about reusing those assets across the organisation. I have seen similar resistance to change in the places where I was consulting on SOA. People treat applications as IPs and simply prefer work in silos. Its more related to insecurity rather than anything else. This is probably one of the biggest hurdles to rollout SOA. Probably a good topic to write a post on my blog :-)
| puneet.sachdev writes |
Yes, I would agree with you. A compelling business scenario is definitely needed before any initiative..otherwise why are we doing it?
What is seen is that even in cases where the basics are right (e.g business case being there etc.), the IT organization faces problems in various things like project management, estimation, analysis & design etc. of an SOA project. For example: the estimation models that work for traditional projects do not necessarily work in an SOA project.
Graham Cox writes:
‘modeling the business of an organization in terms of business processes, (then) mapping these processes in terms of business services.
Not ideal. The services should be modeled first (and in a non-process way )and only then the processes modeled. If you don’t do it this way , you cannot achieve optimal ‘business agility’ for business change involve re-organizing business services and their expression in software where appropriate first and foremost.
After all it is SOA, not POA!
puneet.sachdev writes
This is where it gets confusing, atleast for me.
If you start with the services, then how do you decide what is the right granularity level of them. The granularity level needs to be correct for the services to be reused. I have seen many implementations where there are large number of services with very little reuse happening.
Looking at the business processes first can help you decide this.
Peter B. Giblett writes:
In my opinion the biggest challenge is often the business side of the equation.
In today’s world IT is seen as needing to deliver a contribution to improving business results. Part of this, irrespective of the type of technology platform, is understanding the business processes involved and deploying in relation to their demands. This will be underpinned by the business model, including a deep understanding of specific domain issues.
As with any change program there must be a compelling business case, that will demonstrate a rapid return on the investments made, supported by senior management within the organisation. You are right that managing the change program is complex, but it must also include business sponsorship and involvement at the right level.
Usually such projects do have an enterprise-wide impact on the corporation, and hence close scrutiny.
Posted by webmaster in Answers, Enterprise Solutions, IT Architecture | No Comments »
06-14-2008
The Spirit of Networking - Giving to the Power of 7
Hello All Happen Members,
Just a quick observation around networking and what I believe it
really means (to me anyway).
I’ve been reminded a few times this week that there are different
interpretations of networking, and what it means to help people.
I had forwarded an invitation to this list for a networking event
hosted by ‘Sales For Life’ this past week, and I was surprised at the
number of people who questioned me as to why I had done this…
To be clear, the questions had a common theme - ‘Aren’t you afraid of
competition as you search for your next opportunity?’ I was somewhat
incredulous at this, as we’ve all been led to believe that networking
is about giving, it’s about telling not selling and all the other
adages we’ve been hearing through the sponsors, and presenters at
HAPPEN.
I explained that to me, helping is what sustains me through some of
the ‘darkest hours’ of the search process, and that if someone came
away with a great lead from the aforementioned event, perhaps it was
never my lead in the first place, or more importantly I’ve created a
relationship that will serve me and others down the road.
This may sound idealistic, but I truly believe that ‘fear of
sharing’, etc. is really a reflection of a lack in self confidence or
self esteem - Traits that we all know are killers in the job search
process.
We’re all human, and I’ve had my moments for sure - But I wanted this
to serve as a reminder that we are all a part of HAPPEN to give, with
the hope that receiving will be a positive off-shoot that will come
in time. Without giving, there will be no receiving and ultimately
networking will fail for you, now or down the road.
I’m not a 100% sure, but I believe it was one of our presenters Tim
Cork who stated the networking is ‘giving to the power of 7′, it’s
the only way.
Thanks for listening, keep smiling and give till it hurts!! The
search continues………
Cheers,
Thanks, Ian. For sure, as James Keller said, “A candle loses nothing by lighting another candle.”
Ian, You are absolutely right - well written.
Without sharing, without helping others, things would be a lot harder out there.
We all need the “power of seven”.
I personally feel that “we’ve” achieved something every time I get Happen mail, naming contacts, naming jobs, even if not in one’s industry, or one’s personal job search.
It makes you feel that you part of something much bigger, something that eventually will bring each and everyone of us that “landed” feel, it’s just a matter of time, brought to each and everyone of us - seven times faster!
Great piece, totally with you on this one, best regards,
Hi everyone:
What came to my mind reading Ian’s note and those which followed was a discussion I had with a HAPPEN member a few months ago after one of our Burlington meetings. Although I am not entirely sure of this, I think it was with someone who had recently “landed”, and this was his final meeting before his new job was about to start. I also seem to recall that this was someone who had only recently come to Canada from Europe.
While all this is a little fuzzy, what I distinctly remember is that he told me that he was just blown away by the North American concept of networking and how different it was from Europe. Over here, we network to help each other, and don’t necessarily expect anything in return. The basic idea being that if you just help people, over time that “kindness”
will come back to you. Makes sense to me. But he went on to tell me that in Europe, yes you still network with others the same way we do here - but if you help another person, that person is then obligated to help you in return. Hmm, rather interesting.
I wonder how the “Pay it Forward” concept would apply under those conditions. If you’re not familiar with this idea, it’s outlined in a movie released in 2000, starring Kevin Spacey and Helen Hunt, which was based on the novel of the same name written by Catherine Ryan-Hyde. And if I remember right, Tim Cork talks about it in his presentations at HAPPEN.
Pay It Forward works something like this: Someone does something nice to you. A favour, or good deed, or in this case, networking in the form of another HAPPEN member who helps you with a job lead, a tip on a company or other thing. But instead of paying back that person and being obligated to do so (such as it seems to be in the European form of networking), you “pay it forward” by doing a similar favour or other act of kindness to 3 other people. They don’t necessarily have to be HAPPEN members, it could be anyone who plays a role in your life. Now these 3 people that you helped each do the same thing to 3 other people. and onward it goes. Over time it multiplies so that 3 becomes 9, 9 becomes 27, and so on. Before you know it, we have a “social movement” based on the principle of helping each other that can really make an impact on lives everywhere. If you want to learn more about the idea, have a look at:
http://www.payitforwardfoundation.org/home.html or at:
http://en.wikipedia.org/wiki/Pay_it_forward
The reason I wonder how the European idea of networking works here is that under “Pay It Forward”, you’re not obligated to repay the person who originally helped you. Instead, you help 3 other people. Over time, that kindness should work its way back not only to you, but also to the person who helped you in the first place.
Until next time
Ian - I thought that what you did was wonderful. I am a fellow HAPPENITE
who accepted this invitation and met some wonderful people at the event.
I too am more than happy to help people in their search without fear of
“competition”.
Keep up the good work and “Happy Networking”
Cheers,
Ian,
Kudos to you for passing on details on Sales for Life event. I attended it too and though didn’t find much joy as met mostly IT sales people … (I am not one) - however that does not take credit away from you who told us about the event. There will always be “disbelievers” and that is the way it is… and you cant do much about it and shouldn’t lose sleet over it !
I think as a personal objective we all need to come up with a networking event such as this one (and summer is when all these are happening) and let the Happenites benefit from them.
Have a great summer
I think Ian makes a good point. Networking has to be a 2 way street.
On Friday I came across a posting that was somewhat interesting for me but I
immediately thought of an old colleague that would be a better fit. Although
I didn’t like the thought of creating competition, I did call my old buddy
and told him about the opportunity.
He then mentioned that someone we used to work with is now a head hunter and
I should give her a call.
I have an interview on Tuesday with the head hunter who is working on a
position that is a very good fit for me.
Cheers
Posted by webmaster in Answers, Networking | No Comments »
06-13-2008
Seeking your advice about corporations you know…
I appreciate all of the contributions all you LinkedIn’ers give to the community in a raft of different areas and wanted to ask for your advice in an unusual way. Before reading the remainder of this question it may help you to have a look at my LinkedIn Profile, or on my web site’s Career section.
I am currently cultivating a new opportunity and would welcome connections to organisations that could benefit from my skills and experience. I am a senior IT executive, in addition I have a background in Consulting.
Please assist me in connecting with other executives either in your organisation or in another corporation. I would welcome your advice (information, ideas and introductions) about organisations that could benefit from my skills and experience.
My background:
I have more than twenty years experience delivering successful projects across several industries specializing in:
• Corporate Risk,
• Statutory Compliance
• Business Intelligence, and
• Full Lifecycle delivering business and technology solutions
I would very much appreciate any advice you would be able to give me. You can find out more about me at www.giblett.info.
Posted by webmaster in Networking, Questions | No Comments »