Developing your management style

Written by Anthony Harrison

Continued from page 1

When you have been managed inrepparttar past there may well have been occasions when you were not managed effectively. This may have led to a drop in self confidence or reduced motivation to complete certain tasks.

In extreme cases this can lead to requests for a transfer or even resignation.The cost of managing with an ineffective style can be high from a personal as well as a company point of view.

So,repparttar 119472 next time you organise your diary appointments, make sure there is a window in there which says

"Thinking time - what can I do better"

Anthony Harrison is a salesman. He is Head of Sales for the UK division of a US investment bank. He also lectures on sales development and management theory. To find out more visit him at

Got an idea worth working for? A case study.

Written by Mike Hayden

Continued from page 1

"Wow! Of course! But, I don't see how..."

"Let's not worry about how now, but let's set this as a goal: 'A system so simple that even a doctor can use it!'"

"Wait," he said, "I'm not convinced you'rerepparttar one to do this job. Truthfully, we're looking for a radiologist who's familiar with ultrasound technology, someone that has worked with doctors, hospitals, and clinics. "I feel that only a radiologist could write documentation for our exotic new system. We'll keep you in mind..."

============================================================ 4. But, will I lose this client? ============================================================

I say, "I understand your concern. May I speak frankly?


"Carole mentioned that you have many radiologists working here. Yet, your company delivers documentation that doesn't serve your customers.

"Your 800# is ringing offrepparttar 119471 hook with needless questions and complaints... You don't need a radiologist to write your documentation; you need an expert high-tech writer.

"As I've told Carole, I have experience in biomedical applications. Tell you what. Let me show you what I can do in just two weeks. If you're not satisfied with what I produce, it won't cost you a penny."

"But, but I don't see how..."

"Let me worry about how. Do we have a deal?"

I stand there silently waiting for his response. I'm thinking I've really blown it! I've insulted his employee-radiologists and doctors in general.

I watch him agonize over his decision. I can't standrepparttar 119472 silence, but I keep my mouth shut. Carole smiles, but I'm sure she's wondering now...

...Finally, he says, "OK, I'll give you two weeks. I guess we have nothing to lose."

============================================================ 5. Did we do what customers wanted? ============================================================

I began interviewing designers, radiologists, and a few of their customers. I discovered nothing "wrong" withrepparttar 119473 old system. It did what it was designed to do.

But, intricate complexities required users to endure extensive training. Plus, THE DOCUMENTATION HELPED ONLY EXPERTS!

Thus, customers were totally dependent on service engineers and expensive customer training.

To marketing, I promotedrepparttar 119474 idea thatrepparttar 119475 new system should be designed fromrepparttar 119476 outside-in by USERS -- not fromrepparttar 119477 inside-out by engineers.

This was a switch. Formerly, they had to market whatever engineers created.

We immediately conducted brainstorming sessions with customers andpotential customers. We quickly discovered what USERS wanted, which had a positive impact on design standards.

I was surprised when they decided to userepparttar 119478 motto, "So simple that even a doctor can use it!" Of course, we used our motto only in-house. But, it gave us all an "idea worth working for."

Everyone knew that most doctors would seldom operaterepparttar 119479 system because they employ radiologists to do that. All doctors want isrepparttar 119480 data (images) for analysis. However, we knew that doctors had strong buying influence... and if they could get a "hands-on" demo duringrepparttar 119481 "shoot-out," they would be more likely to buy it.

Plus, we found that doctors lovedrepparttar 119482 fact that we were thinking of them.

In 2 weeks, we developed tremendous inertia and excitement.

Overrepparttar 119483 next several months, we had frequent meetings with product designers and medical professionals. We brainstormed ideas forrepparttar 119484 user interface, and howrepparttar 119485 documentation might streamline user learning.

As I documentedrepparttar 119486 system, I tried allrepparttar 119487 emerging features as a "dumb user." Hence, I found many bugs and discovered ways to streamline and simplifyrepparttar 119488 user interface.

Sure,repparttar 119489 programmers and engineers resisted changing repparttar 119490 hardware and software. Yes, we worked long hours. Yes,repparttar 119491 Configuration Control Board had to approve repparttar 119492 system and my documentation. And finally, everything had to be FDA approved. But, we metrepparttar 119493 delivery date with a system "so simple that even a doctor can use it."

It all began with that idea worth working for.

Businesses don't work by themselves; people work. Andrepparttar 119494 thing that makes people work is AN IDEA WORTH WORKING FOR.

Best Regards, Mike Hayden Principal/Consultant Your partner in streamlining business. 2004 Mike Hayden

Mike Hayden is Founder/CEO of Senior Management Services and the Documentation Express in Silicon Valley, California. Mr Hayden is the author of "7 Easy Steps to your Raise and Promotion in 30-60 Days! The book that smart bosses want their employees to read." ISBN 0-9723725-1-2. More articles at

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