earlyware:

Ricardo Garcia

earlyware:

Ricardo Garcia

(元記事: society6.com (designcollectorから))

7 essential skills

- Objective Thinking

You need to be strategic to win. You need an objective to be strategic. If the objective is unclear, you cannot win. Everything has a cost. Mostly resources like money or time. If you do not use your resources wisely, you will not achieve results. 

To do so, you need to clearly understand the objective. A clear objective unites teams and puts the organization in the same direction, it clarifies the most efficient way to achieve it, and focuses your resources. An objective must be specific and not open to interpretation, and must always be singular and focused. Objectives should not be incremental. It should be an achievable and ideal result of optimum allocation of resources including time. 

- Time Management

Resources are finite. If you think you do not understand the limits of your resources, you cannot use allocate them strategically. Time is a key resource. One who does not manage their time is a fool like the one who does not know his / her objective. To manage time, you will need to break down tasks. To tackle a project you will need to break them into individual tasks with clear time constraints. If you cannot manage your resources effectively, you will be vulnerable to external influences, and will be prone to failure. External influences are rarely the cause of failure. Lack of effective strategy caused by a poor understanding of resources usually is. Risk can be minimized by minimizing time spent. It will create opportunities without reducing the direct effect of other resources. Time spent should be absolutely minimized in any project. As all available resources get naturally used buffers to cope with unexpected incidents cannot be created without conscious minimization of time. Always challenge how fast the objective can be achieved. Never be on “wait” for a project. Always figure out the next step, and take it proactively. Time management is crucial for team leaders because the time of your colleagues and external partners are also valuable resources. By managing your time efficiently, you can avoid creating bottlenecks that waste their time. Unexpected incidents may cause sudden shortages in time. To avoid failure in such cases, advanced planning is crucial. 

- Research

If the information is available to you, not using it is simply foolish. Information on your brand, target, market, competitor are at your fingertips. No expensive research is needed. 99% of business decisions are intuitive. The correct ones are well informed. If you don’t correct the right information, you will always be wrong. Always research competitor activities as they may influence your target and may work against you, or for you. The only way to make it work for you is by knowing what they do.

- Insight

Most of our work is communication. We work to change other people’s minds, and in turn their actions. Insights are the relationship between thought and action. Only when we understand people’s thoughts, are we able to influence them, to ultimately change their actions. We must know what it is the user is really buying. They are not buying the product, but are buying the benefit. The product must be framed as a benefit that is relevant to the target user. 

- Proposal

All the greatest ideas in the world will be useless if they do not get realized. To make great ideas come true, you will need to convince many people. People want to believe they are rational beings, and they always have their own agenda. Proposals can be framed so that they cannot be rejected. 

- Measurement

You can only improve what you measure, and achieve what you set as goals. If you do not have numerical goals, and do not measure your performance against it, there is no way to guide the necessary decisions required to achieve it. Without measurement, we will not know how much cost is required for the output, and will not be able to know our priorities. Big goals can only be achieved by breaking them down. Microgoals need to be set, and monitored frequently to achieve them. Break down company goals into team goals, annual goals into monthly goals. Only by breaking down goals, are we able to estimate the necessary resources to achieve the objective and alter the strategy. Make the progress visible to everyone so that they can adapt and course correct along the way. Measure what can be actionable to improve performance. Without measurement you will not be able to isolate the problem and take appropriate action to solve the problem. Course correction through measurement is the only guaranteed way of success. 

- Review

Knowledge is power, but only when shared beyond individuals.  Knowledge does not accumulate in organizations without proper review and documentation. All projects must be reviewed not just to see whether it worked or not, but why. What factors created success, or failure? Success is only valuable when it can be replicated by others. Professionals can duplicate success through proven processes.the only way to build process is by reviewing success and failure factors thoroughly. Thorough reviews allow us to avoid future failures by expecting and planning for incidents. Factors for failure and success must be reviewed agains the impact on resources, its cost and return. 

S-OJT

レクチャー・ワークショップ型トレーニングの問題点:
・個々の業務との直接的な関連性が無いため、トレーニング内容と業務の関連性が理解しづらい。
・直近のタスクとの関連性が無く、内容が部分的であるため、トレーニングの内容を業務で活用しにくい。
・トレーニングで学習した内容がチーム内で共有されないため、活用する機会や、評価が与えられにくい
・業務ですぐに活用されないため、トレーニングの重要性を理解しづらく、従業員のスキルアップにつながらない。
・トレーニング後のフォローアップがされないため、大半のラーニングが失われる。

オン・ザ・ジョブ・トレーニング(OJT)の問題点:
・指導者、被育成者によって、トレーニングの効果にばらつきが生じる。
・一人の指導方法に一貫性がなく、トレーニングの効果やチームの知識にばらつきが生じる ・内容が不正確、不完全であったり、ミスに繋がる習癖やショートカットを含みやすい。
・指導者とのギャップが大きすぎ、トレーニングの内容が被育成者にとって理解しづらい。
・組織全体のスキル向上を目的としたトレーニングの管理が行いにくい。
・組織内での教育に対する責任の所在がわかりにくくなり、トレーニングプログラムが定着しにくい。
・非効率なトレーニング方法が従業員の大きな業務負荷となる。

ストラクチャード・オン・ザ・ジョブ・トレーニング(S-OJT):
・従業員が習得すべきスキルを全て事前に定義し、伝える。
・タスク、スキル単位での標準化されたトレーニングプログラムを作る。
・組織の中でスキルをマスターした人員を指導者に任命し、被育成者が担当を選択できるようにする。
・スキルの習得に向けて、実際の業務タスクを発生させ、被育成者にアサインする。
※実際の業務タスクがアサインされた時点でトレーニングを受ける。
・実際の業務タスクへのフィードバックを通じて、マンツーマンでの指導を行う。
・業務タスクの結果を通じて、指導者、被育成者の評価を行う。

"We all have limits. Almost no one reaches theirs. You definitely haven’t."

Interview Questions

A. Of all of the things you’ve accomplished in your career, what stands out as most significant? 

B. Now could you go ahead and tell me all about it?

1. What were the three or four big challenges you had to overcome?

2. What were the actual results obtained? 

3. When did this take place and at what company?

4. How long did it take to complete the task?

5. What was the situation you faced when you took on the project? 

6. Why were you chosen for this role? Did you volunteer? Why?

7. What was your actual title? 

8. Who were the people on the team? 

9. What was your supervisor’s title?

10. What technical skills were needed to accomplish the task? What skills were learned?

11. Describe the planning process, your role in it, and whether the plan was met. Provide details of what went wrong and how you overcame them.

12. What was your actual role in this project? 

13. Give me three examples of where you took the initiative. Why?

14. What were the biggest changes or improvements?

15. What was the toughest decision you had to make? How did you make it? Was it the right decision? Would you make it differently if you could?

16. Describe the environment—the pace, the resources available, your boss, and the level of professionalism.

17. What was the biggest conflict you faced? Who was it with and how did you resolve it?

18. Give me some examples of helping or coaching others.Give me some examples of where you really had to influence or persuade others to change their opinion?

19. How did you personally grow or change as a result of this effort? 

20. What did you like the most and least? 

21. In retrospect, what would you do differently if you could?

22. What type of recognition did you receive for this project? Was it appropriate in your mind? Why or why not?

"1 他人と戦わない
2 人真似でかまわない
3 伝統を大切にする
4 つまらない研究なんてない
5 三ヵ月で世界の最先端になる
6 実験が失敗したら喜ぶ
7 先生は偉くない"

[書評]科学者の卵たちに贈る言葉――江上不二夫が伝えたかったこと(笠井献一): 極東ブログ

江上語録――そういう本は存在していない。江上に学んだ生徒たちの頭の中に叩き込まれているだけなので、忘れられないうちに書いておこうというのだ。薄い本だが、めっぽう面白い。

(via ginzuna)

(muroicciから)

パフォーマンスオブジェクティブの定義

1. 業務の主な目的

・そのポジションについた人が成功するためには6-12ヶ月で何を達成しなければならないのか?

・最も重要な2つから4つを定義

2. タスクの設定

・目的を達成するためにはどのようなタスクを実行しなければならないのか?

・目的毎に2~3のタスクを定義

3. 解決すべき課題

・そのポジションについて人が解決すべき課題は何か?

・短期的、長期的な課題を定義する

4. 必要な経験・スキルを行動・結果に変換する

・必要な経験やスキルがある場合、それを使って何を行うべきなのか?

・必要な経験やスキルがある場合、それを使って何を達成すべきなのか?

・項目ごとに行動を定義する

5. チームスキルを行動・結果に変換する

・必要なチームスキル(協調性)がある場合、それを使って何を行うべきなのか?

・必要なチームスキルがある場合、それを使って何を達成すべきなのか?

6. マネジメント業務を行動・結果に変換する

・マネジメント業務がある場合、それを使って何を行うべきなのか?

・マネジメント業務がある場合、それを使って何を達成すべきなのか?

7. 戦略的にどのような成長を求めるのか?

・会社の成長のためにどのような成長を求めるのか?

・その成長はどのように達成させるのか?

8. このポジションのベンチマークは誰か?

・このポジションで最も成果を出している人材は誰か?

・その人が他者と異なるポイントは何処か?