敬業樂群 (Chinese Translation of Manager Tools’ article “Love What You Do” by David Lowe)

http://www.dreamstime.com/royalty-free-stock-photo-image37913135Note: The following passage is a Chinese translation of the article “Love What You Do” from Manager Tools’ newsletter. You can find the entire newsletter at this link. The author of the article is Ms. Dani Martin, and Manager Tools has been very generous in granting me the permission to translate and publish the article on my blog. My only intention is to share actionable managerial thinking and tips with a broader, like-minded audience. Please feel free to comment or to suggest ways to improve my translation for future articles. Thank you.

敬業樂群

在聖誕假期,我看了 “臥底老闆” 節目之中的一集。在那一集裡該公司的特色是一個零售商店。我記得我當時還在想 “哎。有什麼好看的!“ 我年輕的時候曾在零售業做過幾次,我並不是很喜歡而且我當時做的也不是很勝任。我想這一集對我來說可能不是太感性趣,但它卻出乎意料成為我所見過這節目之中最令人難忘的一集。在節目中一個員工她的表現是多麼讓人賞心悅目。她非常喜歡自己的工作,而且做的很勝任。你可以看出她由衷的關心幫助客戶,甚至很和藹的幫助那臥底的總經理了解如何操作收銀機。她笑容可掬,有時哈哈大笑,讓人感到滿心歡喜。我發現自己也和她一起笑。

我敢肯定,這一般來說,性格開朗的人更能愉快的與他人相處。但我之前並沒有意識到當看到一個人在享受自己的工作能有這麼多樂趣。當我看到那位女士在電視上,我想我也許會很喜歡在那裡和她一起幫客戶收錢!她愛她所做的和她在做的過程之中那份喜悅是如此富有感染力,我居然為我以前操作收銀機的日子感到懷舊!

你想,其他人可不可以看的出你所愛做的事,或者至少是你享受在所做的過程?即使你不這樣想,如果你拿出一個積極的態度,它會蔓延左右。你有這個能力能夠給你自己和你的員工在工作感到更愉快!

Fresh Links Sundae – February 23, 2014 Edition

http://www.dreamstime.com/-image28379626Fresh Links Sundae encapsulates information I have come across during the past week. Often they are from the people whose work I admire or resonate with me. I hope you will find these ideas thought-provoking at the minimum. Even better, I hope these ideas will, over time, help my fellow IT pros make better decisions, be awesome, and kick ass!

While pulling some thoughts together on the future of ITSM and service desk, Stephen Mann outlines his perspectives on what’s to come for those two important areas in IT. What’s the Future of ITSM? (HDIConnect)

As more and more organizations adopt cloud infrastructure, the migration to the cloud is not always a straight path with no obstacles. Phil Whelan outlines common steps IT organizations can take when adopting cloud technologies. 10 Steps To The Cloud (ActiveBlog)

Keeping up with and leveraging the available technology advancement has become one of the top challenges for many organizations and their CIOs. Dion Hinchcliffe recommends the ways a CIO can leverage building a more digitally-aligned business. The new CIO mandate (Enterprise Irregulars)

Migrating to the cloud is not only a technology decision but also a risk management consideration. John Overbaugh recommends four steps a leader can follow to help their companies adopt cloud technologies while minimizing overall risk. Risk changes in the cloud (ISACA Now)

The recent security breach at Target highlights a reality where organizations are much more connected to one another these days. Those close connections, if not managed correctly, also can present potential security loopholes. Bob Lewis suggests two lessons any organization should consider and learn. When they’re good at being bad, learn from the good (IS Survivor Publishing)

Today’s managers often need to exercise the ability to think analytically. Thomas Redman discusses an example of using data to explore cause and effect. How to Explore Cause and Effect Like a Data Scientist (Harvard Business Review)

Many IT organizations work hard to meet their service levels and deliver excellent customer experience. Ryan Ogilvie explains why identifying what makes the service function is critical in the delivery of a consistent customer experience. Service Level Management – The Gap between Delivery and Expectation (Service Management Journey)

When implementing ITSM, some believe that, by improving the IT processes, the IT services will improve as well. Dan Kane cautions IT organizations that improving processes does not always lead to service improvement. Process Improvement is not Service Improvement (Hazy ITSM)

For many organizations, the success often comes down to the quality of leadership and the strength of the culture. Pearl Zhu describes three areas where IT can be a supporting catalyst to the business culture. IT as Business Culture Catalyst (Future of CIO)

Business analysis is a discipline that can effectively promote the success of the projects. Laura Brandenburg outlines eight steps with which a business analyst can follow to perform effectively on the projects. The Business Analysis Process: 8 Steps to Being an Effective Business Analyst (Bridging the Gap)

Something else you might be interested in…

Microsoft has made a free Microsoft System Center e-book available for download. Free ebook: Microsoft System Center: Building a Virtualized Network Solution (Microsoft Press Blog)

你為什麼要這麼做?(Chinese Translation of Manager Tools’ article “Why Do You Do That” by David Lowe)

dreamstime_xs_30773193 (240x160)Note: The following passage is a Chinese translation of the article “Deliberate Practice” from Manager Tools’ newsletter. You can find the entire newsletter at this link. The author of the article is Ms. Wendii Lord, and Manager Tools has been very generous in granting me the permission to translate and publish the article on my blog. My only intention is to share actionable managerial thinking and tips with a broader, like-minded audience. Please feel free to comment or to suggest ways to improve my translation for future articles. Thank you.

你為什麼要這麼做?

我最近買了一本書教你如何在創意寫作上開頭或是寫提示。其中一個開頭的例子是:“把日常生活的某一個方面,像買菜或是給汽車加油,把它刪除。當一個角色停止這樣做會發生什麼?他為什麼要這麼做?“

這是一個有趣的開頭,但它也提醒我有的時候,我會一直在問:“你為什麼要這麼做?”,或是我會想:“為什麼有人會那樣做?”

對我來說,我自己的行為通常是合乎邏輯,合乎理性或是唯一剩下的選擇。馬克和我最近聯手打造了一個有表格的文檔。我把文件投射在我的顯示器上,然後我把我的筆記本電腦放在我的腿上。他告訴我了二十多次,點擊滑鼠右鍵,然後更改單元格。每到這時後,我的手指會自動把鼠標移上到菜單欄,每一次操作會多花幾秒鐘。馬克就會問 “你為什麼要這麼做?”。我實在沒有一個答案,因為我的手指做什麼,我連想都沒想。在他看來,讓我的手指離開鍵盤是太浪費時間了。

在另一方面,我經常也在想,為什麼有人會需要扛一個大的手提箱上飛機。那些箱子明顯大過於規格。如果你要去一個地方好多天需要這麼大的箱子,為什麼不讓那個箱子下艙呢?與你旅遊的時間相比,你下飛機等拿箱子的時間幾乎是微不足道。相反的是,那些人手上拿不了書,當他們在飛機上能做什麼,只能呆坐在那裡好幾個鐘頭?我個人也許可以拿那些時間打坐,但我不想白白的浪費兩個能利用上的小時在飛機上。

有時候一個人做事的原因我們其他人無法捉摸。這就是為什麼在反饋上我們不作太多解釋 (no why in feedback)。為什麼並不是主要,但結果是。無論出於任何種原因,我為什麼做,他們為什麼做,我們必須要看到的是一個好的結果,至少一個我們能接受的結果。如果這結果不是你作為一個管理者想要看到的,這時候你就需要提出反饋 (feedback)。

Fresh Links Sundae – February 9, 2014 Edition

dreamstime_xs_17786066 (240x224)Fresh Links Sundae encapsulates information I have come across during the past week. Often they are from the people whose work I admire or resonate with me. I hope you will find these ideas thought-provoking at the minimum. Even better, I hope these ideas will, over time, help my fellow IT pros make better decisions, be awesome, and kick ass!

Successful problem management process requires KPIs and targets that can be leveraged to improve the effectiveness of the IT services. Rob England gives a list of suggested KPIs that can be incorporated into your problem management effort. Measuring problem management (The IT Skeptic)

Many IT organizations have no formalized way of communicating with the business. Thom Salo explains how instituting a Business Relationship Management (BRM) process can help to strengthen the working relationship between IT and business. ITIL’s BRM: How Business Relationship Management Shows the Love (Plexent Blog)

The speed of business change is accelerating, but IT still needs to continue its effort to transform from a cost center to value creator. Pearl Zhu examines the forces behind the changes and suggests how IT can transform itself. How to Run IT as a ‘Digital Horse’? (Future of CIO)

A majority of Software Asset Management (SAM) managers today spend the bulk of their time on inventory-related activities that should have been automated. Sean Robinson believes that is not the best use of SAM manager’s time and advocates other proactive approaches that SAM managers should consider. How do SAM managers spend their time? (The ITAM Review)

When you try to improve your IT services, regular review of certain activities are critical. Ryan Ogilvie recommends some practical examples which we should be reviewing with some regularity. What Happened? Performing Service Management Reviews (Service Management Journey)

Sometimes, there is a significant difference whether your boss is a micromanager, or is micromanaging you. Bob Lewis explains the difference and suggests approaches that can be taken to deal with the situation. Dealing with a micromanaging boss (IS Survivor Publishing)

When designing your organizational processes around agile, a number of structure-related considerations have to be taken into account. Mike Cottmeyer explains what those structural considerations are and shares his experience. How to Structure Your Agile Enterprise (LeadingAgile)

When use cases are not clear, business stakeholders, developers, and testers cannot do an effective job. Laura Brandenburg outlines the most common use case mistakes that can lead to ambiguity. 7 Use Case Mistakes That Confuse Your Stakeholders (Bridging the Gap)

Marshall Goldsmith believes an incorrect assumption of almost all leadership development programs is “if they understand, they will do.” He explains why that assumption is not valid in leadership development and offers recommendations on what changes a leader should consider making. If They Understand, They Will Do (Marshall Goldsmith Personal Blog)

Many of us set noble goals but often find it difficult to reach them. Jeff Haden suggests that you need to pay more attention to the systems you deploy than simply focusing on the goals themselves. An Almost Foolproof Way to Achieve Every Goal You Set (Inc.com)

刻意的練習 (Chinese Translation of Manager Tools’ article “Deliberate Practice”)

dreamstime_xs_31700681 (240x240)Note: The following passage is a Chinese translation of the article “Deliberate Practice” from Manager Tools’ newsletter. You can find the entire newsletter at this link. The author of the article is Ms. Wendii Lord, and Manager Tools has been very generous in granting me the permission to translate and publish the article on my blog. My only intention is to share actionable managerial thinking and tips with a broader, like-minded audience. Please feel free to comment or to suggest ways to improve my translation for future articles. Thank you.

刻意的練習

我在過去幾個星期一直在閱讀很多關於刻意練習的主題。似乎每一本書我所看到都是說:“沒錯,這一萬個小時的經驗法則是真的。而且它不只是隨便一萬個濫竽充數小時”。

這其實是有道理的。如果你坐進你的車,把引擎發動,然後就只在一個停車場內打轉,即使你花了一萬個小時在車裡,你的駕駛技術也不會提高多少。

相反的是,你需要分解與了解你所需要的每一項技能。然後在每一項的技能上,一遍又一遍的練習。當你學開車的時候,你做了多少次右轉?有成千次對不對?這就是為什麼當你考路試的時候,右轉會變的很容易。

這和尋職面試也是同樣的道理。花一萬個鐘頭光坐在你家裡練習回答在網上找到的面試問題,也不會讓你在面試技術上有多大的提高。

相反的是,你需要了解你所需要的是什麼樣的技能。然後在每一項的技能上,一遍又一遍的練習。你怎麼能知道你需要那些技能?就像教開車的駕駛教練一樣,你需要一個面試教練。這就是 Manager Tools 面試系列的用武之地。

我們最近在面試系列裡增加了一個額外的播客,那就是如何同時與好幾個不同的面試機會的處理。我們同時也給面試系列擁有者所有在 Manager Tools 網站上有關於面試主題的 47 個播客。這全部加起來總共有 63 個播客去教你面試上你所需要了解的一切。

這從如何評估你的技能,如何把技能轉化成面試的答案,如何去練習,穿什麼樣的衣服,什麼時間去到達,需要帶什麼東西,如何處理公司內部的面試,從什麼地方開始,如何處理評估中心,對如何在 Skype 上面試,要怎麼回答一些最常見的問題,如何回答領導能力的問題,以及有關於弱點上的問題,如何回答異乎尋常的問題,怎麼收場,如何事後跟進,如何接受或拒絕聘書。

我們知道面試系列絕對是有幫助。我們有些聽眾還能在面試與聘書的成功比率上增加到百分之百。請到 newsletter 上去看他們的推薦。一百五十美元的投資對你在新工作上能得到的加薪,可能不足為道。你為什麼不考慮今天去購買面試系列?

Fresh Links Sundae – February 2, 2014 Edition

dreamstime_xs_12962601 (240x225)Fresh Links Sundae encapsulates information I have come across during the past week. Often they are from the people whose work I admire or resonate with me. I hope you will find these ideas thought-provoking at the minimum. Even better, I hope these ideas will, over time, help my fellow IT pros make better decisions, be awesome, and kick ass!

IT infrastructure managers need to meet a number of challenges in 2014. Björn Münstermann, Brent Smolinski, Kara Sprague describes 11 practices that will help infrastructure managers navigate a challenging, and sometimes conflicting, set of demands. The enterprise IT infrastructure agenda for 2014 (McKinsey & Company)

IT organizations should periodically exam and evaluate the key metrics they measure. For 2014, Andrew Horne suggests seven measurement priorities recently highlighted in a CEB’s research. 7 New Metrics for 2014 (CEB’s IT Blog)

Many non-IT end users probably are not aware of the  software asset management (SAM) practice in the organization and what it means to them. David Foxen explains why SAM is important to an organization and how IT can collaborate with its end users and effectively communicate its SAM practice to them. Introducing Software Asset Management to end users (The ITAM Review)

Often people will ignore ineffective governance or unenforceable policies. Michael Scarborough suggests that IT organizations can improve their effectiveness by regularly evaluating whether the existing policies and procedures in place are still making sense.  Governance That Makes Sense (Global Knowledge Training Blog)

Big Data, when practiced correctly, can yield a good amount of insights that might not have been possible with human analysis before. Michael Schrage believes those insights can also lead to dilemmas and unwarranted discrimination when improperly used. He further cautions that all Big Data champions and practitioners need to have a better understanding of how they intend to use the insights for making decisions. Big Data’s Dangerous New Era of Discrimination (Harvard Business Review)

With a strong dependence on IT for many businesses, IT organizations have many challenges on their hands to deliver a stable operation while continue to leverage technologies and innovate. Robert Stroud believes IT service delivery managers have many opportunities to add even greater value to the organization in 2014. Long Live Service Delivery! (CA Service Management)

While resolving incidents and putting fires are commendable things to do, Ryan Ogilvie recommends that understanding and addressing the root cause to an incident will be a much more value-added activity. Score a Service Management Touchdown through Incidents (Service Management Journey)

While use cases are an extremely useful requirements tool and one tool that every BA should have handy, Laura Brandenburg suggests that there are situations in which writing use cases would be a big mistake. 3 Signs You Shouldn’t Be Writing a Use Case (Bridging the Gap)

Fostering a successful culture entails hiring employees who buy into the corporate culture, and it also means getting the wrong employees off the organization. Joel Greenwald believes that the best companies use culture as both a sword and a shield, to improve performance and reduce risk. How to Get the Wrong People Off the Bus (strategy+business)

Today’s connected world means many leaders have access to a global mind that represents both opportunities and challenges. Marshall Goldsmith explains the process of e-coaching and how leaders can leverage the process to manage the opportunities and challenges. E-Coaching Roles (Marshall Goldsmith Personal Blog)