get the facts about bullying

The sleeping dragon is waking up! Although bullying at work has always existed, community awareness, media interest, inept management practices and victim injuries are encouraging this dragon to roar. The results are reflected in huge payouts, media outings and the high costs of poor productivity and employee disengagement within organisations.

Two of the key harmful factors are lack of awareness for targets and lack of validation by managers. They are sustained by the myths that create and sustain workplace bullying. Here are some samples....

1. Bullies are bad

How and why teachers should start blogging

By Amy Dominello on August 1, 2011 

Blogging can be a tricky minefield for teachers to navigate.

However, it’s also an outlet for teachers to build awareness about issues, share information and best practices with one another and bring about systemic change in education, panelists said during a session at theNational Board for Professional Teaching Standards Conference.

The Growth and Future of Business Anthropology

From:  http://openanthcoop.ning.com/profiles/blogs/the-growth-and-future-of

     Varieties of surveys have indicated that employers look for the skills that undergraduate training in anthropology provides. The subject matter of anthropology is intrinsically fascinating; as such, it offers valuable preparation for careers in journalism, politics, public relations, or public administration, fields that involve investigative skills and working with diverse groups. Today, many students use anthropology as the liberal arts foundation for professions such as law, education, medicine, social work, and counseling.
     The ever-fast advanced technologies along with the globalization of the world’s economic systems in particular have changed the world we are living.  The new trends of technology advance and globalization have been deeply influenced everything in the world b.  Anthropology as a social science field of study by no means can get rid of the influence of these new trends.  In such a background, when we discuss the future of anthropology in general, and the future of business anthropology in particular, we must think in broader terms of global political economy, local demographic trends, prevailing cultural preferences, and the social and ethnic backgrounds of consumers. After this complex series of considerations we have to rethink, how we might fit if we want this discipline to continue as a practice oriented entity.

Ethnography: Your Guide to Doing it Right

October 27, 2009

Ethnography: Your Guide to Doing it Right

By Gavin Johnston, Chief AnthropologistIntroduction
Over the past decade, ethnography has been embraced by the business community. But the term "ethnography" has been used fairly loosely and expectations about the work and final outcomes vary as much as the people calling themselves ethnographers. Many researchers who feel at ease interviewing people in a "natural" setting claim to be doing ethnography but this is often not the case. Trained ethnographers do more than talk with people - they rely on a set of analytical tools that take experience and specialized training. Before deciding to use an ethnographic approach to answer your research question, it is imperative to know what to expect from a provider.
What to Expect


Ethnography provides a real-world way of looking at a problem or opportunity, applying social and cultural understanding to the topic. What this means is that ethnography provides a wide range of answers that, if analyzed properly, go well beyond the tactical, the sensational, and the superficial. True ethnography includes a rigorous process of data collection and analysis using a scientific method, which ensures that findings are based on a careful examination of the data and not a focus on the most dramatic video clips or quotes.
Analyzing ethnographic data is not simply a matter of compiling anecdotal information. Analysis occurs within a systematic framework and set of theoretical tools. Ethnographers should be able to talk about their analytical process and provide details about how they go about making sense of the data they collect. This isn'™t to say that they should explain the intricacies of conflict theory or semiotics to board members interested in findings, but they should be able to articulate to potential clients how they intend to conduct analysis before they are hired to do a project. A good ethnographer will devote more effort to the analytical process than they do to the fieldwork itself. Because ethnography is more than a set of procedural tools, it means that the analytical processes for each ethnographer may be slightly different. Unlike a statistician who is running numbers through SPSS, the ethnographer is the instrument. And because the analytical and data collection tools are the ethnographers themselves, a good researcher needs professional training.
Full competency in ethnographic research generally requires a graduate degree in anthropology or sociology. This is because the ability to produce rich insights from social and cultural contexts comes from theoretical training and practical experience over multiple engagements. Trained ethnographers are well versed in social theory and in best practices for research design, sampling, data collection and data analysis. As such, ethnographic training requires years of education and practice that involves more than interviewing techniques. This is especially important for ethnographers doing work within corporate contexts, as the timelines for these projects tend to be much narrower. These timelines demand that the ethnographer be well versed in social and cultural theory and human inquiry methodology.
Finally, there are some major differences between ethnography and other qualitative research methods. First, ethnography provides an opportunity to find out what people actually say and do. It isn't that people lie, it's that culturally defined ideals (which they may articulate easily) may not correspond to the realities of daily life. In addition, people often weed out information that they believe is extraneous to the topic at hand. The skilled ethnographer is trained to use observational and interviewing techniques to collect data that will provide a full understanding of the context surrounding the topic at hand. These contextual bits of data are often those overlooked or weeded out by participants. Ethnography aims for holism. Because of this, good ethnographers pay attention to human behavior from many angles, uncovering opportunities that might otherwise be overlooked.
Second, ethnography takes place within a natural setting where relevant events and behaviors occur. This has two major implications. The first is that ethnographic sampling includes contexts as well as people. The second is that the amount of time spent with an individual or group is dependent on the nature of the problem. An ethnographic field session may only last a couple hours, or it may span multiple days, weeks or months. The bottom line is that ethnographers try to plan their fieldwork to include observation of all relevant behaviors and events. Because of this, timelines are generally longer for an ethnographic project than they are for traditional qualitative research.
Third, ethnographic inquiry is participant-driven rather than researcher-driven. Non-ethnographic researchers often have distinct hypotheses and therefore have research designs that tend to drive the encounter. Ethnographic research involves an inductive process of data collection and analysis that turns more traditional market research on its head, by treating the participant as the expert on the topic of interest. An ethnographer allows participants to direct the course of events and conversation, defining what is important to them.
Ethnographic Methods
Ethnography is more than a variety of methods; it is a way of approaching knowledge and understanding the world. This isn't just a poetic turn of phrase. Training and experience combine in such a way that everything becomes potential data and good ethnographers view the world from that angle. However, there are specific techniques that all ethnographers use for designing research, interacting with participants, and gathering and analyzing data.
A core ethnographic technique is participant-observation, where the researcher participates in and observes the behavior under examination, such as preparing an evening meal, going on a shopping excursion, or even observing a physician/patient interaction. When we say that ethnographers don't listen with their answers running, it means that we don't begin with a hypothesis. It is specifically within the unexpected patterns of behavior and meaning that answers lie. Participant observation allows a holistic understanding of events as they unfold and therefore a more complete understanding of what is really important to participants.
Ethnographers use a variety of tools and techniques such as diaries, videography, in-depth interviews and shop-alongs. They collect artifacts, take pictures of important contextual factors, and pay attention to how people move through space, learning how the things in their environment may impact their behavior, thoughts and motivations. All of these tools facilitate an ethnographic understanding. However, analysis is such a large component of the ethnographic process, these tools should not be confused with ethnography itself.
Ethnographic Sampling
Ethnographers sample settings and interactions as much as individual people. The individual is rarely the unit of analysis. The number of individual participants involved depends on the relevant diversity of the target population. A skilled ethnographer may use multiple methods in the recruiting process and not rely on professional recruiters. This different approach to sampling also means that sampling is often built into fieldwork, and refined once a team is on the ground and collecting data. While an ethnographer will no doubt have specific sampling parameters from a client, they should also be able to articulate why sampling may change once the research begins.
Ten Questions (and Answers) to Ask an Ethnographer
Following are a number of questions every ethnographer should be able to answer.
1. Is my project a good fit for ethnography?
Your ethnographic provider should be able to determine whether ethnography is a good fit based on your business objectives, timeline and budget.
2. What methods are utilized during ethnographic fieldwork?
Ethnographers utilize a combination of multiple methodologies, but should always mention participant observation and inductive interviews.
3. How long do ethnographic projects take to complete?
It depends on the scope of your project, but a really fast ethnography will take a few months. If a provider tells you otherwise, they aren't doing ethnography.
4. Do ethnographers have a discussion guide like focus group moderators?
Yes, however each ethnographer has a different style of inquiry, and will not repeat verbatim what is in the field guide.
5. What is the ethnographic analysis process?
Ethnographers should be able to explain their analytical process and this description should include a reference to social and cultural theory.
6. What is the difference between videography and ethnography?
Videography is story telling through video. Videography may capture the moment, but lack the rigor of structured research.
7. Do ethnographers begin with a hypothesis?
An ethnographer may have ideas before entering the field, but isn'™t there to test preconceived notions. Because the goal is generate insights, ethnography is best seen as part of a process. Focus groups, usability tests, etc. are the points at which hypotheses are tested.
8. What qualifications should ethnographic fieldworkers have?
They should have an advanced degree in a social science discipline, such as anthropology or sociology. They should also have a wide range of field experiences.
9. How do ethnographers learn ethnography?
They learn the basics of ethnography in graduate school and through hands-on experience in the field. Becoming a practitioner requires understanding of social science theory, research methods and research design.
10. How can I be sure I can use the results from ethnographic research?
A good ethnographer will work with you to plan a research project that is designed around your business objective. Therefore sampling, data collection and data analysis will all be guided by the end goal. A good ethnographer also understands the difference between interesting and actionable findings.

---

For more information about this study and Two West, please contact:
Gavin Johnston
816.581.8202
gavinj@twowest.com
or
Ryan McNeil
816.581.8263
ryanm@twowest.com
Two West, Inc.
www.twowest.com
816.471.3255
514 W. 26th St.
Kansas City, MO 64108

Three Tips For Successful Product Management Today

March 5, 2010

Three Tips For Successful Product Management Today
By Philip Casini
What happened to the days when product management meant targeting a customer base, identifying specific needs, taking the time to build the right product, and growing marketshare though strong brand and quality satisfaction promotions? They are long gone. Several key dynamics have changed product management forever:


1. The rising complexity for products today to be competitive is escalating the engineering costs. Even outsourcing the development work has a price, and engineering resources in most companies are getting tighter. More and more tough decisions are made on the priorities of new products, most of which are great ideas that never will touch a customer.
2. The revolution of outbound marketing over the internet means virtually any company of any size any where in the world can compete for the attention of the customer. There are no barriers to entry here anymore.
3. Low cost development centers located internationally has shown quality control can vary greatly and production costs can escalate (have you noticed the frequency by which some of the biggest names in the electronics business are experiencing product recalls?)
One of the biggest reasons these changes create havoc in a company is that the product development process has not evolved at the same pace as the outbound marketing. Doing things even remotely the same old way is just not effective anymore. So what steps can companies take to regain product management efficiencies?
1. It starts with a revamped process. There are three critical questions that should be answered in order to justify spending precious resources to develop a product
a. Can a market opportunity be identified where the core competencies of the company has the ability to drive the product innovation enough to become a market leader?
b. Is the market relevant to the corporate goals?
c. Is someone really committed to buy the product?
But wait, these sound like market research questions. Yes they are. However the difference is that today's market requirements change much more quickly. So these questions have to be asked during every step of the process all the way to the final decision to engineer the product. In the past these questions were normally answered early in the process and shelved until the product comes out. This is a source for obsolescence development today.
2. Let product development decisions be made by the people who have to do the work to make the product happen. Because products are so complex, and markets change so quickly, there is no longer enough time nor the right words to communicate clearly to anyone outside of the process all the nuances of a market opportunity. Key strategic decisions still must be made by upper management. But empowering the people executing the process is the most efficient way to ensure your product stays relevant. This includes integration of engineering resource allocations so that the process can continually assess, and reassess, the priorities of the engineering teams.
3. Build quality control into the development process. The days of shipping a new product to a dedicated quality center are long gone. That does not mean this should not be done. However, with the rising complexity of products and the distribution of development tasks across perhaps several engineering groups, a centralized QA team cannot be held responsible for having the knowledge and skills sets to identify and address detailed problems. Quality control has to now be an integral component to the development process. Design with quality in mind and the end result will be much better before it hits the QA team.
The ability to cope with the dynamism built into today's market opportunities are the difference between successful products and lost leaders. An acute awareness and willingness to embrace the dynamics is the next evolution step after the tactical tasks that many companies have been undertaken (such as developing lower cost engineering centers world-wide, reducing the number of products being built, re-focusing core competencies, right sizing....)..
The changes suggested here are not necessarily expensive or require massive shifts in resources or skills sets, or even the acquisition of new capital or skills. Simple but effective steps can make a big difference.
Advance Tech Marketing (ATM). is a marketing consulting firm specializing in individual skills training for marketing professionals. For more information, see http://www.advancetechmarketing.com
Article Source: http://EzineArticles.com/?expert=Philip_Casini

What Can Marketers Borrow From the Anthropologist's Toolbox?

August 13, 2009

What Can Marketers Borrow From the Anthropologist's Toolbox?
by Paula Gray, AIPMM
Anthropology's toolbox can offer much to assist business practices, especially marketing. Anthropology answers the question of what it means to be human. It is the scientific study of humankind, human origins and human variation, wherever and whenever humans have been found. This can include humans in shopping malls, boardrooms and offices. What marketers can do is to use anthropological methodologies to help inform business activities, tasks, and decisions because customers are humans, too.
Anthropology, as the study of humans, uses a particular methodology as a way of studying humans, called ethnography. Ethnography gathers data through the following methods: participant observation, interviews, life histories, photos and film, surveys, and historical artifacts. What makes anthropology more relevant than the other social sciences alone is that it encompasses much more. Anthropology encompasses sociology by addressing social institutions and relationships. It encompasses biology by addressing the environment within which humans live and how humans interact with that environment. It encompasses physiology by recognizing the limits and unique attributes that the human body has including aging, health, disease and physical characteristics. Anthropology also encompasses psychology by addressing human mental and behavioral characteristics including their beliefs, values and fears. According to the anthropologists at Palomar College,

The word culture has many different meanings. For some it refers to an appreciation of good literature, music, art, and food. For a biologist, it is likely to be a colony of bacteria or other microorganisms growing in a nutrient medium in a laboratory Petri dish. However, for anthropologists and other behavioral scientists, culture is the full range of learned human behavior patterns. (O'Neil)

Anthropologists already consult with or are employed by many of the Fortune 500 companies. Several examples of anthropologists who are using their expertise in the corporate world include Susan Squires who worked for General Mills on the Go-Gurt product. She conducted an ethnography on families and determined that mothers wanted their kids to eat healthy and kids wanted highly flavored foods and fun, easy ways to eat. What came out of that ethnography was a yogurt that was healthy while being tasty to kids and was in a unique packaging allowing kids to squeeze the product out of a tube. Squires also worked with Canon when they initially launched their color printers for home use. Consumers did not know how to utilize the technology so they sat idle. Squires conducted an ethnography and observed the surfaces of the home covered in printed artwork that families create and exchange. Her insights helped Canon create their Canon Creative software which utilizes their printer to created those posters, t-shirts and greeting cards similar to those she observed. Squires said then 'sales of the printers took off.' (Hafner)
Donna Romeo is an anthropologist with the PepsiCo company on the Frito-Lay line. She works in 'consumer insights' by studying people to understand what they want in snacks and how snack fit into their lives. Todd Harple is an anthropologist who works in product design and innovation with Intel, a computer chip company.
Ethnographies usually require a significant commitment of time, labor and money. Traditionally they have been immersive studies requiring an anthropologist to live with the group of people being studied, usually for a period of nine months to a year. As ethnographies and anthropologists have moved out of the jungles and into the corporate world, there has been a shift to condense, simplify, streamline and generally modify the process to fit in at the office. While modifications are essential to the process in order to make it relevant for use in business, the process should not be cut so short that it loses its value.
Ethnography consists of several methods of gathering data. Participant observation is the hallmark of ethnography. It involves the researcher sharing, as much as possible, in the experience of those being studied. Within the participation continuum there are two extremes: detached observer on one end, and complete participant on the other end. Detached observation involves a more distant approach while still being within the group studied. Complete participation involves a risk of losing the observer perspective altogether as the researcher converts to being a group member. Somewhere in-between is a level of participation that works for both the group and the researcher. It is in observing unexpected meaning and behavior that real insights are found.
A second method of gathering data involves interviewing members of the group. Often they are in-depth, one-on-one interviews with the researcher. The interviews may also include other members of the group who influence each other. The purpose is to explore meaning, values and beliefs by asking open-ended questions. An important factor in successful interviewing is the interviewer's lack of opinion or judgment. The goal is to simply gather the information without adding input or making the interviewee feel that they are being interrogated.
In addition to the process of ethnography, anthropology offers marketers three key tools. The first tool is the way an anthropologist looks at people, through a holistic view. Anthropologists look at the culture of a group of people and can better understand what their needs and motivations are. A culture is a set of learned beliefs, values and ideals that a group of people share. A culture also includes the behavior patters and material objects such as tools and artifacts that a group of people share. A culture is what 'flavors' or 'colors' a humans view of the world. It is a framework that a person uses to determine what is proper, correct, normal, ordinary, or standard.
A second tool that marketer's can borrow from the anthropologist's toolbox is an attitude that is relatively free from ethnocentricity. Ethnocentricity is the belief that your own culture is the true or correct one. This is often subtle and translates into believing that one's own culture is the standard to use for all people. In marketing, that translates into product messaging which does not take into consideration the cultural differences between the marketer and the target market. By being open to the idea that other cultures have different frameworks, a marketer can guide messaging and product decisions targeted to different cultural groups rather than the marketer's own.
A third tool that marketer's can borrow from the anthropologist's toolbox is the ability to switch between the etic (outsider) and emic (insider) perspective of a group. Unfortunately when marketers pre-determine what holds meaning for people, they miss the real truth. By recognizing that they have their own cultural framework and knowing how to separate that out from their observations of other people, a marketer can gain valuable customer insight. When marketers can see and describe their target market with culturally neutral descriptions they can offer a non-judgmental picture of the customer.
In the global marketing environment, and at home, marketers can do well by having a better understanding of their customers. Ignorance of cultures often leads to misunderstandings which can result in ineffective marketing strategies and at worst can actually offend or repel the very customers that the marketer is attempting to attract.
In the age of relationship marketing when the focus has moved from the goal of simply moving or selling product to actually creating and maintaining a relationship with a customer, using the tools of anthropology will help marketers achieve those new goals.

Works Cited

Genzuk, PH.D., Michael. 'A Synthesis of Ethnographic Research.' Occasional Papers Series Fall (2003)
Hafner, Katie. 'Coming of Age in Palo Alto.' The New York Times 10 June 1999
Harris, Marvin, and Orna Johnson. Cultural Anthropology. 7 ed. Boston: Allyn & Bacon, 2007.
Kane, Kate A. 'Anthropologists Go Native in the Corporate Village.' Fast Company Magazine Oct. 1996.
Kotler, Philip, and Gary Armstrong. Principles of Marketing. 12 ed. Upper Saddle River, New Jersey: Pearson Prentice Hall, 2008.
Miner, Horace. 'Body Ritual Among the Nacirema.' American Anthropologist 58:3, June (1956).
Nanda, Serena, and Richard L. Warms. Cultural Anthropology. 9^th ed. Cincinnati: Wadsworth, 2006.
O'Neil, Dr. Dennis. "Culture". Palomar College Department of Behavioral Sciences. April 2, 2009 http://anthro.palomar.edu/culture/culture_1.htm.
Podolefsky, Aaron, and Peter J. Brown. Applying Cultural Anthropology. 7 ed. New York: McGraw Hill, 2007

4 Tips for Understanding and Interpreting Nonverbal Communication

4 Tips for Understanding and Interpreting Nonverbal Communication
by Paula Gray, AIPMM
Recognizing that an ethnography respondent, focus group participant or interviewee may be offering much more information nonverbally than they are with words, is crucial to gathering a deeper level of information. Here are 4 key insights to understanding what they aren't saying.

• Facial expressions are, surprisingly, universal. Watch for contradictions between the facial expression and the words the individual is saying. The face can reveal conflicted emotions or the true belief, opinion, or feeling that the individual holds.
• How individuals place themselves within the room space and in relation to each other can be very informative. How a group arranges itself around a conference table can reveal a hierarchy within the group. Observe if some people intrude on other's personal space, creating discomfort.
• The sound of an individual's communication can reveal far more than the content. Variances in the pitch, volume or intonation can offer insight into the true underlying feelings. Very slow speech can indicate thoughtfulness or possibly deceit. Very fast speech that sounds as if they are trying to get through an answer quickly can indicate self-doubt or even deceit. When the pitch increases it may indicate the individual is nervous, tense or is lying. When the speech volume lowers it may mean the individual is insecure or doubtful.
• Body movements can also reveal information about how an individual really feels. These clues differ between cultures so it is best to have an understanding of the shared culture of the group. If an individual presents their open palms to a listener it often shows honesty and openness. Arms and legs that are tightly crossed is indicative of defensiveness and may mean the individual is uncomfortable or is attempting to hide their real feelings. Breaking eye contact can be an attempt to hide a feeling of doubt, deceit or exaggeration.

This is a very brief touch on the extensive field of non-verbal communication. For further information you can access the webpage maintained by Professor Scott Plous at Wesleyan University, the Social Psychology Network http://www.socialpsychology.org/. Dr. Plous features extensive links to books, journals, articles and other areas of research. One noted behavioral science researcher you may be somewhat familiar with is Dr. Paul Ekman. FOX TV actually created a show, called Lie To Me, based on his research.

7 warning signs of problem employees

Thanks to recent economic woes, many people are struggling to keep their heads above water -- both personally and professionally. At work, they're likely doing the job of two or three people as employers seek productivity gains. Or maybe they’re worried about another round of layoffs. On the home front, concerns about foreclosures or even putting enough food on the table may be very real.

Such stressors may be bumping up problems in the workplace. Although many warning signs go unchecked amid the hectic pace of business, owners who keep a sympathetic eye on employees will be better prepared to manage issues that come up or even prevent them entirely.

Here are seven warning signs of problem employees and what to do about them:

top 10 learning tools

t’s time to update my top 10 learning tools and techniques list. This time I’ll try to focus more on tools and services. You can view my previous lists of Aug 08 and Jan 08.

Top 10 learning tools 

10 Things the HR Department Won't Tell You

Discover shocking reasons why you might not get a callback—or a promotion

By Kimberly Fusaro 

Photo: © Thinkstock

If everything’s going smoothly, you probably won’t interact with the folks in human resources much between the day you’re hired and your last day with the company. But every day in between, it’s their responsibility to make sure you’re doing your job well. Which means they know a lot more than you might think. We checked in with human resources experts to see what your current employer is keeping tabs on—and how your next employer could be judging you based on a whole lot more than the résumé you submitted.

1. Background checks have gone beyond Google.
Before calling in applicants for a job interview, HR will snoop around online to make sure there are no virtual red flags. “Social media ‘stalking’ has become the norm—especially at larger companies,” says Mary Hladio, who worked in human resources for more than 15 years and is currently CEO of leadership group Ember Carriers. “Beyond typing names into asearch engine, companies will also employ sophisticated online monitoring platforms that dig even deeper. If there’s something on the Internet you wouldn’t want your boss to see, it’s probably in your best interest to take it down.”

10 Ways to get ahead in your job

By Tori Rodriguez

Even if you love your job, you’ll likely find yourself stuck in a rut at some point in your career. You may have gotten so good at what you do that it has become automatic (and perhaps a bit boring), or maybe you’d like to ask for a raise but don’t know how to broach the subject. Whatever your goal, we spoke to career experts to learn what techniques will help you gain momentum at work.

1. Take on diverse assignments.

8 Ways to Get Ahead at Work

If it seems like the only thing that ever changes about your job is the day of the week, it’s time to ask your boss for “stretch assignments” to enhance your growth, says Jodi Glickman, president of a communication training firm and author of Great on the Job. Offer to help with new projects, even ones that fall outside your department. Or, if you have a particular skill that isn’t part of your job description, be on the lookout for opportunities to indulge your other areas of expertise. For instance, say you’re a teacher who also has a flair for writing. “If your team is redesigning the curriculum or applying for a grant, offer to help write, edit or review the proposal,” suggests Glickman. “By showcasing your natural talents, you’ll give people a chance to see another side of you, and you may open doors to new opportunities you never even considered,” she explains. If there are no projects on the horizon, let it be known that you're available when one does come along. “People will appreciate your initiative and will often find a way to make new assignments come your way over the long term,” Glickman adds.

Top CEO Blogs

1. Bill Marriott, Chairman & CEO of Marriott International – well written and connects with customers and employees. I quite like this one.
2. Tom Glocer, CEO of Thomson Reuters – As per Tom, in his blog he is going to “write about what interests me, which is often my work at Thomson Reuters, as well as wider issues like technology and media - two areas that I am fascinated by.” Seems like a genuine attempt to connect with employees and make the leader in Tom more human.
3. Scott Ragsdale, Chairman and Chief Executive Officer, naseba – Very un-CEO type blog, written from the heart, couldn’t care less about what people might think. As per Scott, “the main purpose of this blog is to communicate with my 300+ employees, my future employees and leaders of naseba, my clients, future clients, and investors – at the same time helping me stay focused on my climb — to build naseba into a multi-hundred million euro company.”
4. Jonathan Schwartz, CEO Sun Microsystems Inc. – writes mostly with customers as intended audience. Seems more like the Sun website and less like a blog.
5. Kevin Lynch, Chief Technology Officer, Adobe – software development is Kevin’s passion that has led to great products from him and his team.
6. John Dragoon, Chief Marketing Office for Novell – a nice mix of company specific and generic content. Has good content for marketing folks.
7. Sanjeev Bikhchandani, CEO, Naukri.com – a personal blog, unfortunately not updated frequently
8. David Neeleman, Founder and Chairman of JetBlue Airways – “Each week I fly on JetBlue flights and talk to customers so I can find out how we can improve our airline. This is my flight log”, one post a month, however unfortunately last updated in Oct 2007.

The Best 25 Management & Leadership Blogs 0f 2011

The modern leadership movement is based upon the principle that leaders aren’t born, they’re made. The arts of leadership and management, like all arts and skills, are learned and honed by practice over time. And one only learns how to practice from others who are farther along than oneself. That’s where blogs can be helpful. Hundreds of experienced leadership coaches and management experts publish their thoughts online. While not everyone can afford to pay hundreds or thousands of dollars for a management seminar, anyone with a computer and an internet connection can access high quality leadership advice for free. To help you get started we’ve compiled a list of what we think are the 25 best blogs on leadership and management of 2011.

Because The Best Colleges is a website that focuses on learning, our list of the 25 best leadership and management blogs puts special emphasis on education: blogs that genuinely help the reader understand leadership concepts and how to be a better manager. Only blogs active in 2011 were considered for our list, which is presented in alphabetical order.

Top 12 Development Goals for Leaders

Another post by Dan McCarthy

I help a lot of leaders create individual development plans using some variation of this process. This time of year (January) is always especially busy.

Although every leader I work with is unique, it seems like the development goals end up being somewhat common from year to year.

To help you get a head start on your 2010 leadership development plan, here’s a list of development goals that may apply to you too. I’d recommend picking no more than one and really working at it for at least 6 months. Do not attempt to work on all 12, just because there are 12 months in a year. (-:

 I’d like to improve my: