Wednesday, February 24, 2010

HBR, 3 Tips for Saying Yes to No

Saying no is difficult for almost anyone. For some, it's nearly impossible. But sometimes it's crucial to your success. If you find yourself saying yes too often, use these three tips to prepare to say no:
Set intentions. Often we don't say no because we're not sure what we're working toward. Take the time to write down what you want to achieve and what will help you get there.
Prioritize commitments. Make a list of all your current commitments and prioritize them. Commitments that are low on the list should be "no" items.
Make no your default answer. Assume that you will say no to any new requests that come in, unless they meet a short set of criteria. Will the project help you grow professionally or personally? Does it fit into your intentions for the year?
Today's Management Tip was adapted from "This Year, Say Yes to Saying No" by Alexandra Samuel.

Tuesday, February 23, 2010

HBR, How to Handle the Silent Treatment

We've all had emails or voicemails go unanswered. Whether it's a prospective client, a potential employer, or a colleague from another department, you're left with the same feeling: what did I do wrong? Here are three tips for handling the silence:
Don't take it personally. Often there is a logical explanation for the silence. Perhaps the employer hasn't gotten funding for the position yet, or the colleague has no new information to share. Don't assume you did something wrong, but understand that the person may have other priorities.
Don't pester. In the hectic world of work, sometimes all people can do is respond to crises and top priorities. If you are neither, don't pester with repeated follow-up emails or calls.
Manage your emotions. Once you've sent your follow up, assume you won't hear back. If you do hear back, it will be a nice surprise. If you don't, you won't have wasted your energy stressing about it.
Today's Management Tip was adapted from "When Your Voicemails and Emails Go Unanswered, What Should You Do?" by Peter Bregman.


Monday, February 22, 2010

HBR, How to Battle Job Boredom

It's easy to blame your company, your boss, or your colleagues when you feel bored with your job. But it's up to you to turn things around. Here are three ways to stop the boredom:
Turn off autopilot. Think about new ways of doing work and try new approaches to what may seem like old problems.
See change as possible. When you first started, you likely saw things that needed to change. After a few years, and perhaps a few setbacks, you started to see change as too difficult. Remind yourself that change is possible, even if it's slow, and vow to find ways to make the impossible possible.
Renew your leadership agenda. Think about what you wanted to accomplish during your first 90 days on the job, before you got bored. Renew your energy and commitment to make change happen.
Today's Management Tip was adapted from "Maybe You're the Reason Your Job Is Boring" by Susan Cramm.




Sunday, February 21, 2010

Feels good at last

We had tough weeks after we were not able to explain to CEO that we are doing exactly the samething that he wants and much better.


But today atlast all aspects of safety had been covered :).

User SQL injection: simply by using the available mechanism of DBI.

Developers mistake: now we can say we were able to eliminate it completely:
- roles ( standard way)
- save every single change in audit schema ( implemented by team)
- preventing any SQL command to change more than one row at all ( implemented by team:) )

Hardware/DB data corruption:
- in this level we really detect any change in data cause even by something like bad sectors. This will trigger a shutdown in system what company CEO was looking for and never let us to explain were it is.

This way we have covered all possibilities of data manipulation in any way. We have our strong safe now and we can now move on to other parts of the code that are more visible to CEO and other judges.

It is really frustrating when the one who is judging you does not let you expalin how you are doing exactly the samething that he wants and much more complete.

But atlast it was a very good experience.

Kaveh,

Friday, February 19, 2010

HBR, 3 Ways Focusing on Social Problems Can Help Your Company

There has been a shift in the past few years: companies are addressing societal problems not as charity but as a way to make money and expand opportunities. Here are three ways to improve your company's ability to innovate by contributing to the fight against social problems:
Create a bigger pool of ideas. Don't focus just on your market or function, but think about how solutions in your market can help serve a broader audience. This expanded thinking will put more ideas into your innovation funnel.
Increase partnerships. Committing to helping other people inspires a willingness to reach beyond the company walls and build new partnerships that often lead to new ideas.
Focus on solutions. When employees know that their ideas will help people, they are more likely to feel motivated to focus on innovative solutions.
Today's Management Tip was adapted from "Leadership Yoga: Innovation Advantages from Seeing Disadvantage" by Rosabeth Moss Kanter.



Thursday, February 18, 2010

HBR, Stop Ignoring Growth Opportunities

Chances are that someone inside your organization has a great idea for how to grow your company. Chances are also that leadership is ignoring that idea. Kodak long ignored an engineer's idea for a "filmless camera" (aka a digital camera) because it was in the business of selling film. The largest growth opportunities are often the market-changing ideas that not only represent growth, but a threat to your business as well. Figure out what those threats are before someone else does. Ask your people: what could put us out of business? In the answer to that question may be your biggest source of innovation.
Today's Management Tip was adapted from "Have You Already Killed Your Next Big Thing?" by Mark W. Johnson.




Wednesday, February 17, 2010

Pair assignment instead of pair programming

In many cases you will find it awkward to sit beside another developer and slide your keyboard back and forth. Also from my experiences I have found it hard to keep it in the team for a long time.

We can change the idea by, assigning every task to a team of 2 person.
This way:

- they have one assingment and they can join when they are comfortable ( usually at the first quarter of task life time and at the last quarter.
- they will pratice a team management that for all new more relaxed companies is a value.

In my experience it is sustainable in the team and usually feel mire natural for developer to work in this fashion.

Kaveh,

Monday, February 15, 2010

HBR, The Best Way Get Something? Ask

Studies show that employers are more likely to perceive women who ask for more during a salary negotiation as "pushy." Logic may tell you that women should therefore temper their negotiations. But by that logic, women continue to lose out. The only way to get what you want -- whether you are a man or a woman -- is to ask. Put your needs out there and ask for what you want. You may not be perceived as "nice," but it's the only way you have a chance of getting what you need. Not asking gets you nothing.
Today's Management Tip was adapted from "Can 'Nice Girls' Negotiate?" by Whitney Johnson.





Friday, February 12, 2010

HBR, Trying to Grow? Give Up Control

Leaders who micromanage do a disservice to their companies, their employees, and themselves; worse yet, they are often preventing their companies from growing. If you are struggling to grow your company or unit, one of the smartest things you can do is give up control. Here's how:
Push decision making down. If you're making all the decisions, you're only holding your company back. Push decision making down to the lowest level possible.
Accept that mistakes will happen. Sharing responsibility with others means things don't always go according to plan. Prepare your employees to avoid mistakes by being clear about your expectations and giving them the tools they need to do their jobs well.
Build your bench. Making yourself comfortable with giving up control requires having people you believe in. Invest both your time and resources to develop your star employees.
Today's Management Tip was adapted from "Are You the Bottleneck in Your Organization?" by Brett Martin and Thanos Papadimitriou.





Thursday, February 11, 2010

HBR, 3 Ways to Help Your Team Build Resilience

A brief stroll through world history will show you that humans are very good at enduring hardship. However, the magnitude of the current economic crisis has us all questioning our ability to survive. Use these three tips to help your team remain resilient: Give much-needed perspective. If you and those on your team weren't born before 1945, you simply have nothing to use as comparison. Remind your team that most companies survive financial crises and many more businesses will be born from the recovery. Refocus on what you've got. While layoffs continue and unemployment rises, the reality is that most people still have jobs. If you are one of them, bring your team together to focus on making your company the best it can be. Develop the resolve to ensure it survives the downturn. Tell stories. We all know a story or two about someone who survived adverse events. Encourage your team to share stories both as a means of coping and learning.
Today's Management Tip was adapted from "Help Your Team Build Resilience" by John Baldoni.




HBR, Let Your Employees Succeed by Letting Them Fail

Good management is somewhere between controlling and ignoring; your job as a manager is to figure out the right balance. When you see an employee making a mistake, you may want to intervene. But, people don't learn by being told how to do something right. Stop yourself from interfering. Let your employee make the mistake and then help her adjust to get it right the next time. Of course, you do need to assess the risks and the consequences of failure -- if your employee is about to present a flawed report to the CEO, intervene. But when the risks are lower, be prepared to watch and endure more failing than you might be comfortable with.
Today's Management Tip was adapted from "When Should You Let an Employee Make a Mistake?" by Peter Bregman.





Wednesday, February 10, 2010

HBR, Not Getting What You Need? Take Ownership

If you aren't getting what you want from the people you work with, it's time to take ownership. Ultimately, you are the one responsible for strengthening your skills and developing your career. Ask for direct feedback from your boss. Talk to your teammates about what you can do to make your working relationships better. Find ways to lighten your workload if you are overwhelmed, and seek out new projects if you aren't challenged. Seizing initiative will not only further your own professional development, but will have a positive influence on your boss and teammates, as well.
Today's Management Tip was adapted from "Exert Ownership in Your Workplace" by John Baldoni.


HBR, Say It All in 100 Words or Less


No matter what your role, you undoubtedly have to explain what your organization does several times a week (even if it's just at a cocktail party). This "elevator pitch" can be a critical tool in securing backing for your organization, forging a productive new partnership or winning a new customer. Start by explaining the problem your company aims to solve. Follow with a brief overview of what your company offers to your customers and why it is helpful to them. Share any successes or traction in the market you've had to date. Don't forget to express what you find personally compelling about your company's mission before the elevator reaches your floor.
Today Management Tip was adapted from "How to Write an Elevator Pitch," by Babak Nivi.


Fire Yourself Today

Management shake ups, while disruptive, can be good for a company. They bring in fresh perspectives and require that leaders take a hard look at their own performance. Don't wait for your company to get in trouble. Instead, fire yourself. Not literally, but think about what you would do in your position if you were to start anew. What would you do differently if this was your first day on the job? Taking this step back can help you evaluate the strategies and approaches you are currently using, see things that are too difficult to see when you are entrenched, and reenergize you for the challenges ahead.
Today's Management Tip was adapted from "Why You Should Fire Yourself" by Ron Ashkenas.



Tuesday, February 9, 2010

3 Tips for Handling Work Overload

With layoffs and cut backs, work overload has become the norm. The resulting stress is unhealthy, unproductive, and frankly, unpleasant. Whether you are your own boss or you are working for someone equally demanding, here are three ways to streamline your work life:
Prioritize ruthlessly. Take a strict approach to time management; look closely at where you're spending your time and redirect your energy to the highest priorities. One of your priorities should always be to take time for yourself and recharge.
Eliminate time wasters. Stop working on projects and initiatives that are going nowhere. Ask yourself or your team which projects are the biggest drains on energy with the least return.
Push back. Be sure whoever is in charge (and that may be you) is prioritizing requests for your time; push back before you reach the point of overload and ask for help in figuring out what needs to get done now and what can wait until later.
Today's Management Tip was adapted from "Is Work Taking Over Your Life?" by Gill Corkindale.




How to Give a Better Bonus

How to Give a Better Bonus

Giving better bonuses doesn't necessarily have to involve more money. Bonuses are a form of compensation, but they are a form of recognition as well. When giving out a bonus, whether it is $150 or $150,000, it's critical to convey your gratitude for a job well done. Don't just leave the check on someone's chair -- take the opportunity to give meaningful and specific feedback, offer sincere praise, and recognize the impact of the achievement. It's not the dollar amount on the check that keeps good employees around; it's the sense that they are appreciated for their efforts.


Harvard Management Tips

How to Prepare for a Tough Performance Review
Anticipating a difficult review can be nerve-racking. However, you can minimize the stress by preparing to receive the feedback and setting a positive tone for moving forward. Here are three tips to get ready for that tough conversation:
Know what you've done well. List your accomplishments and what skills and capabilities helped you achieve them. Be ready to share these with your boss so she knows what you are proud of.
Acknowledge areas of weakness. We've all got them and you're better off recognizing yours. Don't be defensive or fight the obvious, but acknowledge your weaknesses and identify ways to improve them.
Demonstrate your willingness to improve. Don't just sit back and listen. Show your boss what you are doing to make things better going forward.
Today's Management Tip was adapted from "How to Sail Through Your Tough Performance Review" by Jodi Glickman Brown.


Harvard Management Tips

Most organizations limit or frown upon the use of social media in the workplace. Understandably, leaders have nightmarish visions of their employees wasting hours on Facebook and Twitter. But reasonable employee use of social media has actually been shown to benefit companies. Here are three reasons to let your employees get connected:
More attractive workplace. Many people, especially younger generations, see social media as a staple of work life and seek out employers who understand and acknowledge the critical role these new technologies play in our world.
Improved productivity. Research has shown that employees who take breaks to surf the internet for fun are ultimately more productive than their surf-adverse colleagues.
More engaged workforce. Employees not only appreciate companies that allow them to check Facebook at work, but they also use social media to connect with colleagues, improve communication, and speed up decision making processes -- all of which helps them engage with their work and the organization.

Test driven programming and dynamic languages

It is interesting, Robert Martin is talking about the language evolution and how dynamic languages lost the war at past but by emerging of test driver programming when you can test you code in a good way using dynamic language goes up again because development time much less that strictly typed languages.

As we are using perl as our development language we much take advantage of this test driven model and by simplifying our code making it more productive.

It is one of the most important things that we must invest on it.

Kaveh,

Afternoon sessions

Afternoon session were so personal oriented and they had almost no value for a professional user. It was strange because every security professional must know content of all the subjects presented in the afternoon.

Again it seems a good exhibition and the presentation in there that are usually free can be much more useful.

Kaveh,

Monday, February 8, 2010

Securing office systems

We must secure the office machines specially windows system brcause any trojan in those computers can open back doors for crakcerd.

Kaveh,

Security monitoring and CSIRT

Monitoring the oranization security from outside of the company and responding to the incidents with a well defined team is probably a good practice.

We must try to secure the platform for running processes on that platform.

Cyber security RSA

It seems to be a usefull seminar the problem is that it is about one group of ideas from an specific comapny.

It maybe more useful for company to send us to computer exhibitions to be introduced to many ideas in the same amount of time.

Kaveh,





Friday, February 5, 2010

KISS

Any intelligent fool can make things bigger and more complex... It takes a touch of genius - and a lot of courage to move in the opposite direction.
Albert Einstein