donderdag 24 november 2011
Profielfoto
"Als je met jouw foto enthousiasme, vlotheid, jeugdigheid, etc. wil communiceren, dan zijn die elementen duidelijk aanwezig. Technisch is er wel verbetering mogelijk. Plaatsing binnen het kader kan sterker, de rode baan boven je schouders leidt wat af, het licht is nogal hard en jouw ogen zijn (daardoor) minder prominent, de shawl maakt je iets minder toegankelijk. Kortom wel wat "room for inprovement" voor meer impact. " Aldus Willem van der Vlies. Willem is expert! Hij spreekt en adviseert over sterke profielfoto's en het belang er van op Internet & als je social media gebruikt voor business opportunities ..... Ik ken nog wel wat foto's die beter kunnen!!! Doe er je voordeel dus mee. O ja, beoordeel je foto niet zelf, laar dat maar aan anderen over: je bent niet objectief!
woensdag 23 november 2011
The future generation
Just read this on Twitter. The article raised a lot of questions. Questions I worked with in the Netherlands at de Baak. Can current management meet future challenges? Can current management be trained to meet future challenges? And ... can current management, with the values and believes they have, work with the new generation on career management?
"Our research past and present has shown that many managers believe young people lack the necessary workplace skills and employability traits required by organizations today".
Wow, that is a tricky one if you believe this is true. Are you a manager who thinks like this? May I suggest that you try to see it differently? After all, what has formed this belief that you have? How do you then interact with the new generation if you think this is true?
Your way is the only way?
Be aware of the threats. You are not the future! They are!
And with their skills they will invent new school leadership! They will have to, because the challenges they have to deal with can't be dealt with by old school management. Young people will be pushed in the 'old school management' way of thinking if you, being a manager, are not aware. Maybe it will be easier to manage that on the short term, but it won't help your organisation to meet future challenges.
I believe young people have all the skills and traits they need! Creating another future means doing things differently than you did before. Young people bring those "different things" into your organisation. Embrace it!
"Our research past and present has shown that many managers believe young people lack the necessary workplace skills and employability traits required by organizations today".
Wow, that is a tricky one if you believe this is true. Are you a manager who thinks like this? May I suggest that you try to see it differently? After all, what has formed this belief that you have? How do you then interact with the new generation if you think this is true?
Your way is the only way?
Be aware of the threats. You are not the future! They are!
And with their skills they will invent new school leadership! They will have to, because the challenges they have to deal with can't be dealt with by old school management. Young people will be pushed in the 'old school management' way of thinking if you, being a manager, are not aware. Maybe it will be easier to manage that on the short term, but it won't help your organisation to meet future challenges.
I believe young people have all the skills and traits they need! Creating another future means doing things differently than you did before. Young people bring those "different things" into your organisation. Embrace it!
donderdag 17 november 2011
Wat doe je er mee?
Mijn artikel over Female Leadership is 227x gelezen zie ik .... benieuwd hoor! Wat hebben deze 227 mensen gedaan met wat ze gelezen hebben? Heeft het gerendeerd? Doen en/of denken ze nu misschien anders dan voordat ze het artikel lazen? Helaas hoor je daar weinig over en dat is toch wel jammer hoor .... Dus, kruip zelf eens in de pen en reageer! Met dank.
Ondernemen in Engeland
Blog geschreven voor Talent voor Ondernemen. Lees maar eens!
Ik verkondig altijd dat ik een ondernemer ben. Niet dat ik
het echt was hoor, want ik werkte in loondienst, maar in mijn werk stond ik
bekend als ‘ondernemend’. En daar was ik het grondig mee eens! Daarnaast werkte
ik met groepen op dit onderwerp, dus alles klopte. En ik wist dat het er eens
van zou komen: ZZP’er worden. Al jaren hing het ergens in de lucht. Alleen waar
die lucht zou zijn, dat had ik nooit kunnen bedenken. En dat die lucht ook
zwart, donker, gestippeld kan zijn, was ook niet in me opgekomen. Want wat wil
het geval? Sinds augustus woon ik in Engeland. En ik ga hier mijn business
opzetten ….. Oeps, dat is even iets anders dan in Nederland. Niet alleen dat
veel hier ook echt Anders is en werkt, maar ook IK ben anders … Ik ontdek even
niet zo veel ondernemerschap meer in mijzelf. Alsof ik niet meer weet hoe het
werkt. Kan me soms niet eens verstaanbaar maken. Dat is een raar fenomeen.
Schijnbaar heb je jezelf echt compleet opnieuw uit te vinden in een nieuwe
context. Wel ondernemerschap optima forma eigenlijk …. vanuit niks beginnen.
Als ik er zo naar kijk, dan begint de lucht al wat lichter te worden.
Ondernemerschap kent een fasering: ik start in fase -4, een fase die weinig
mensen meemaken misschien. Wauw … wat een kans! He, gelukkig, ik heb weer iets
gevonden van de ondernemende Marianne!
woensdag 9 november 2011
Flexible Working (FW)
my first blog in English ... let's say it is different :-)
In Holland we call it "Het Nieuwe Werken" or HNW. And it is hot! I was curious about it in the UK, so when I attended my NLP training last week, I asked my colleague trainers about this Flexible Working phenomenon in England. It took a while to understand each other. That was a signal.
Without jumping to conclusions, I sense that the mental part of Flexible Working needs attention. In Holland and in England. Maybe the physical/technical part as well, but that is not what I'm interested in. I am passionate about the attitude towards Flexible Working, the changes in behaviour, beliefs and values. For the employees as well as for the employer. The type of leadership it requires.
FW needs new ways of thinking, new ways of organizing. It doesn't know traditional subordination, power and hierarchy models. Fewer rules and procedures are necessary .... oops, if you look at it that way, many companies must deal with great human capital issues before making Flexible Working work. Freedom, responsibility, results and trust are key words!
But what to do with this knowledge? Where to start?
Maybe we can start by sharing our experiences! Nobody knows as much as we all. 'Crowd-sourcing' is what I call it.
So, let me start. My experience is that, as an employer, you have to know WHY flexible working will be Necessary for you with a capital N! Introducing FW comes with huge cultural, organization changes; do you need to put your organisation in this stormy weather? And as an employee, an important question to ask yourself is: WHAT do I need (support, leadership, connection, etc) to work flexible? You will have to stand up, take the lead in making it work for yourself and your company.
This employee part is an important one, therefore: I suggest coaching will help. Why? Because you will have to look inside yourself and be honest. To yourself, your manager, your collegues. FW is all about trust. Am I trustworthy while working at home? Do I trust my manager? FW is all about freedom. Do I feel comfortable having so much freedom? What about the feeling of guilt? How to deal with that? Guilt always comes together with freedom, that I know for sure. Flexible Working: how do I have to behave different, what are my beliefs and values towards working, etc.?
Looking forward to your experiences!
In Holland we call it "Het Nieuwe Werken" or HNW. And it is hot! I was curious about it in the UK, so when I attended my NLP training last week, I asked my colleague trainers about this Flexible Working phenomenon in England. It took a while to understand each other. That was a signal.
Without jumping to conclusions, I sense that the mental part of Flexible Working needs attention. In Holland and in England. Maybe the physical/technical part as well, but that is not what I'm interested in. I am passionate about the attitude towards Flexible Working, the changes in behaviour, beliefs and values. For the employees as well as for the employer. The type of leadership it requires.
FW needs new ways of thinking, new ways of organizing. It doesn't know traditional subordination, power and hierarchy models. Fewer rules and procedures are necessary .... oops, if you look at it that way, many companies must deal with great human capital issues before making Flexible Working work. Freedom, responsibility, results and trust are key words!
But what to do with this knowledge? Where to start?
Maybe we can start by sharing our experiences! Nobody knows as much as we all. 'Crowd-sourcing' is what I call it.
So, let me start. My experience is that, as an employer, you have to know WHY flexible working will be Necessary for you with a capital N! Introducing FW comes with huge cultural, organization changes; do you need to put your organisation in this stormy weather? And as an employee, an important question to ask yourself is: WHAT do I need (support, leadership, connection, etc) to work flexible? You will have to stand up, take the lead in making it work for yourself and your company.
This employee part is an important one, therefore: I suggest coaching will help. Why? Because you will have to look inside yourself and be honest. To yourself, your manager, your collegues. FW is all about trust. Am I trustworthy while working at home? Do I trust my manager? FW is all about freedom. Do I feel comfortable having so much freedom? What about the feeling of guilt? How to deal with that? Guilt always comes together with freedom, that I know for sure. Flexible Working: how do I have to behave different, what are my beliefs and values towards working, etc.?
Looking forward to your experiences!
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