Comment on Node ant

Julie Grealy — Mon, 14 Apr 2008 01:19:21 -0400

James, I get your point about mentoring to achieve the other person's needs and choices and not your own. My problem is the rest of the nonsense that you have utilised to ensure that the nonsence that you have written will sufficiently brand your 'nonsense' website. Nice touch. Mind if I use your idea to help businesses Flourish? Julie Grealy (juliegrealy@flourishbusiness.com.au)

Fast Talk Response -

Julie Grealy — Mon, 14 Apr 2008 01:05:25 -0400

An employee's personal life has a huge impact on the reputation of their company.
We hire individuals for their hard and soft skills - part of which are determined by their lifestyle, history and personality.

Let's look at the rationale:
If an individual is associated to the company by clients or the community they are an example of the ethos and standards of the organisation.
The society in which the individual lives and plays then determines the impact of their behaviour on the individual's integrity.

Fast Talk Response -

Julie Grealy — Tue, 26 Feb 2008 19:53:19 -0500

Innovation that has profitable outcomes primarily comes from top-down inspiration and drive, and bottom-up practicality and usefulness.

Comment on Node ant

Julie Grealy — Mon, 25 Feb 2008 23:55:38 -0500

Outsourcing - all tasks where specific expertise is required will be handled by third party consultants, and juniors will be employed to fill previously-senior roles.

Comment on Node ant

Julie Grealy — Mon, 25 Feb 2008 20:52:08 -0500

Control-freak management types are usually borne from a lack of confidence in themselves or in others(even if this is historical rather than current).
They usually prefer to have everything in writing (so that they can peruse it in their own time, or send it to their own boss as their work), and to feel that they know everything that is going on in an organisation.

Fast Talk Response -

Julie Grealy — Mon, 25 Feb 2008 20:01:12 -0500

I believe that we need to treat bad bosses like a tumour - first we diagnose, treat and if all else fails we excise.
The diagnosis bit is tricky if this has been a long-running problem. Identify and classify each intolerable set of behaviours or inherent characteristics. From this, then determine if it is detrimental to you, to others or the company. If the answer is 'others or the company', encourage others to go to HR to fight the problem for you.