Archivo de la categoría: Notas de Australinos

Seguí tu corazón

Por: Marina Kempny

Quizas ya lo leyeron en alguna parte, o lo vieron por Youtube, es el discurso de Steve Jobs (creador de Apple) a los graduados de la Universidad de Stanford. Yo lo leí hace un tiempo y ayer me lo volví a cruzar, pero en formato de video.

Me parecio especialmente interesante lo de encontrar y hacer lo que amás, seguir tu corazón, estar siempre hambriento y vivir con la pregunta de ¿si te fueras a morir mañana, querrías hacer lo que vas a hacer hoy?

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Archivado bajo Notas de Australinos, Work Life

Campaña y gestión política: nuevo escenario 2.0

La charla de café de hoy es sobre el nuevo escenario 2.0 para diseñar y llevar adelante, hoy, una campaña (y por qué no, gestión) política.
Les paso una presentacion llevada adelante por Lucas Lanza en la Universidad de San Andres (octubre de 2008). Es muy interesante y me parece que tira mucha luz sobre el tema:
http://www.slideshare.net/lucaslanza/nuevos-medios-nuevos-escenarios-para-la-accin-poltica-presentacin-udesa-presentation
 
Luego de ver esta presentacion, me acordé de un video (Did you know) que me pasaron hace poco. En este caso, el enfoque es bastante más general, y creo que puede servir como disparador para el diseño de campañas como las de Obama en el caso del marketing politico, asi como otras campañas de marketing, o estrategias de RRHH, posicionamiento de referentes de opinión, el laburo de periodistas, etc. No nos quedemos sólo con marketing, el paradigma cambió para todos.
 
Volviendo a la presentación de la Universidad de San Andres, me parece que puede ser tambien una muy buena conclusión del video Did you know (desde la mirada de la acción politica lógicamente). Y una invitación a que cada uno en su rubro haga lo mismo y aplique también esta información de modo mas específico, a fin de generar un cambio -con éxito – en la manera de hacer las cosas. Después de todo, “cambio” parece ser la palabra clave para salir adelante en este contexto de crisis.
 

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Archivado bajo Branding, Estrategia, Marketing Político, Notas de Australinos, PR

Reuniones – una alternativa práctica

meetingsad

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Archivado bajo Management, Notas de Australinos

Medición de blogs

Por: Germán Werner

Alianzo tiene un algoritmo bastante bueno para medir cuáles son los blogs más populares de un país: http://www.alianzo.com/es/top-blogs/country/argentina. Pero hay muy pocos blogs de “información general” populares, generalmente son más de nicho. Saludos.-

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Archivado bajo Notas de Australinos

La imagen según el joven Polanski

Por: Marina Kempny

Comparto un corto de 15′ de Roman Polanski. No lo había visto antes, si bien es muy conocido. Mas allá del mensaje, me pareció genial el tratamiento de la imagen… como si se tratara siempre de un álbum de fotos pero de fotos en movimiento. Buenísimo. Creo que para filmarlo contactó a un fotógrafo que nunca había hecho tomas en movimiento.

“Probablemente, el cortometraje más conocido de Roman Polanski… y también el primero en exhibirse públicamente. Lo realizó mientras estudiaba en la Escuela de Cine de Lodz (Polonia) y obtuvo con él cinco importantes premios internacionales, siete años antes de darse a conocer mundialmente por Repulsión”.

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Seis tips para sobrevivir un despido

Por: Marina Kempny

(diciembre de 2008)

Es viernes pre fin de semana largo, así que los dejo con una nota para leer en 5’… Abundan las relacionadas con miss o mister éxito corporativo, o “tengo mi propia empresa y soy feliz”. Así como las notas sobre cómo conseguir trabajo en seis pasos. Pero quizás justamente ahora, en período de crisis (pre, porque dicen que todavía no empezó) no estaría de más leer un poco sobre cómo lidiar con un despido y con el desempleo… no en tono trágico sino ligero, propio de un viernes de cerveza fría, dispuestos a abrazar el por ahora último fin de semana largo que nos regala 2008!!
 
How to Be Fired
Six Simple Tips for Surviving a Layoff
by Martin Bihl

Published: December 02, 2008

They teach you how to design. They teach you how to write. They teach you how to take a client to lunch, and they even teach you how to get a job. But no one ever teaches you how to be fired. So in these perilous times, if you are one of the folks recently employment-free, let me be among the first to welcome you to your new life — or at least, to your new life for a while.

And while I’m not going to pretend that anything I say will make it enjoyable, I can offer some advice on how to survive it with a minimal amount of therapy. So here are six simple tips on how to be fired. Take them for what they’re worth. And tell me if they make sense to you. (Hey, it ain’t like you’ve got anything else to do.)

Step One: Get Fired
You’d be surprised how many people walk around for a couple of weeks acting like they’ve been fired before they are actually let go. Freaking out that they’re going to be laid off, moping around the office, and then it doesn’t happen, and they’ve wasted all that time when they could’ve been, I don’t know, working maybe. Or looking for a new job. Or drinking. Or anything. So don’t sweat being fired until it happens. It won’t do you any good.

Step Two: Freak Out
OK, you’ve been fired. Congratulations. The ax has fallen and it’s got your neck all over it. Well, at least that’s over. And while eventually it may all work out for the best, right now, it sucks. So freak out. Grieve. Scream. Yell. Throw things. Cry. Drink. Whatever. But get it out of your system. You absolutely, positively have to deal with it now, otherwise you’ll carry it around with you for the next 30 years. Which is okay if you don’t mind it rearing its ugly head when you least want it to. And it will.

Step Three: Decide on Your Story
“He who controls the story controls his destiny.” I think C.J. Cregg of “The West Wing” said that. But it’s true, and you have to assume that once you get an interview, the first thing they’re going to ask you (or maybe the second, after “Would you please stop shaking my hand?”) is “Why did you leave your last job?” How you answer this will reveal worlds about you. Do you say, “I got fired and I have no idea why”?

That seems frighteningly uncurious and rather disingenuous — neither of which are qualities anyone wants to hire. Do you say, “I got fired and I hate those bastards and I will spend all my free time hunting them down like the dogs they are”? Hey, at least it shows passion. Either of these are better, however, than just standing there stammering. So come up with something. And then stick to it.

Step Four: Be the Brand
We are in the business of selling brands. Or at the very least, bringing them to life. We — of all people — should know how hard it is to be convincing about something that is ill-defined. So why would you go into the job market without a clear brand for yourself? I don’t know. And yet, everyone does it.

So after you’ve figured out what you’re going to say about why you’re suddenly so darn available, figure out why they should hire you. What’s unique about you? Or said another way, figure out why they should hire you and not the ten thousand other yahoos who’ve recently been sacked because the economy is in the toilet.

Want to be really smart? Take it a step further. Customize your brand to the people you’re talking to. You know, like you always told your clients they should do, for exactly the same reasons.

Step Five: Eliminate What You Hate
There will be a part of being fired that you really hate. (I don’t mean the being broke part. Everyone hates that — everyone with any brains at least.) So figure out what it is and figure out a way to get over it. Maybe you hate not having people to hang out with. Then go to Starbucks. I’m serious. Or maybe you hate not having a routine. Make one — get up, walk the dogs, read your mail, write something, whatever. Or maybe it’s explaining to your nosy neighbors why suddenly you’re wandering around the neighborhood in your pajamas at 11 a.m. I don’t know. But figure it out and get around it. Otherwise you’re going to add another level of stress to the stress of being out of work. And who needs that?

Step Six: Embrace Repetition
Face this fact: You’re going to be saying the same things over and over again. You’re going to have your elevator pitch. Or you’re going to have the thing you tell your neighbor. Or the spiel you make in an interview. Work it, polish it, refine it — but whatever you do, don’t get bored with it.

Usually when we’re presenting to a client, we only have to do it once or twice — maybe three times. We’re just not used to bringing the same enthusiasm the 10th or 15th time that we brought the first two times. And that’s exactly what you’re going to be faced with when you’re interviewing.

Our natural instinct, of course, is to adjust what we’re presenting. Not necessarily make it better, just make it fresher so we can keep the passion in it, because otherwise we’ll feel bored by it. But look — even though this may be the 10th time you’ve said this exact same stuff, it’s probably the first time this particular person has heard it. It’s new to them. Make it sound like it’s new to you, too.

Because the sooner you learn how, the less you may have to.

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Archivado bajo Notas de Australinos, Work Life

Todo empezó con un ratón

Por: Marina Kempny

Un domingo en auto por la calle Congreso, una amiga me contó sobre su método para conseguir algo que quería mucho y no tenía. Escribió el deseo en un papelito (“tener una segunda oportunidad con Charly”) y puso el papelito en una de sus pantuflas… según su profesora de Reiki, la fuerza de pisarlo/caminarlo todos los días iba a hacer que consiguiera lo que buscaba.
Hay distintas maneras de soñar; un compañero de trabajo escribió también un papel (“quiero tener mi casa propia”), pero lo puso dentro de un porta retratos… años después, en el cuarto propio de su casa propia, lo encontró y se sintió más que gratificado por el camino “caminado”.
Podemos tomarnos una cerveza con Calderón de la Barca y concluir borrachos que la vida es una ilusión, que toda la vida es sueño… pero los sueños sueños son… O podemos adherir por un momento a la filosofía yankee, un tanto exitista, de “lo querés lo tenés”. Como Walt Disney, que siempre dijo “no olviden que todo empezó con un ratón”. Según él, el mundo Disney se formó a partir de cuatro pilares: soñar, creer, atreverse y hacer.
 
Hace varios cafés les quiero pasar algunos capítulos del libro The Disney Way (Bill Capodigli y Lynn Jackson) que tengo en casa. Sería una onda management a lo Walt Disney. Tiene partes muy buenas. A falta de pan – que ya vendrá – les envío una entrevista a los autores.
 
Buena semana! Para empezar con Cacho Tirao y su album “Pura Musica”. Tiene un aire a Narciso Yepes y a Joaquín Rodrigo, fantasstico. Lo encontré revolviendo entre unos discos viejos de mi madre (LPs). En especial, recomiendo su interpretación del Vals N°10 en Si menor, op 69 de Chopin… ideal para bailarle a la vida.

Interview: Doing It “The Disney Way”
Jun 1, 1999 12:00 PM, Bill Gillette

        
Bill Capodagli and Lynn Jackson aren’t the only people to describe Disney’s strategies as “management magic.” But in The Disney Way: Harnessing the Management Secrets of Disney in Your Company (1999, McGraw-Hill, N.Y.), the pair has captured the company’s culture as few have before. They published the book in the hope that reading about Disney’s strategies “will allow companies to soar beyond the limits of traditional management techniques.”
Capodagli and Jackson are regular practicioners of “the Disney way,” using Disney-inspired techniques such as “The Gong Show” and “Dream Retreats” in their management consulting practice, with clients such as Bristol-Myers Squibb and Whirlpool.
Corporate Meetings & Incentives recently caught up with them to learn first-hand how Disney uses meetings and training to instill its corporate culture and values, motivate “cast members,” and spark creativity.
CMI: What inspired you to write The Disney Way? Jackson: When we first got into the management consulting business years ago, we naturally looked at companies that had earned a reputation for effective management techniques, and Disney just stood out from the rest in terms of innovation and effectiveness. It’s important to state that in our practice we help other companies apply aspects of the Disney strategy to their own situations.
CMI: Briefly, what is the Disney way, particularly as it applies to managing employees?
Jackson: Disney employees are well-trained and well-compensated, and management makes sure that everyone from executives to summer workers has a proprietary feeling about the company. Employees, called cast members, know their roles in the show–know their scripts, so to speak.
Capodagli: Also, they have the feeling that it’s their show, not somebody else’s. The company provides an atmosphere of trust, gives them the tools to do their job, welcomes their ideas and input, and isn’t looking over everyone’s shoulders all the time.
CMI: How does Disney motivate its cast members to be creative?
Capodagli: Take the regular meeting they hold called The Gong Show, which is based on the old TV amateur-hour show. It’s a concept where, two or three times a year, any Disney employee can present an idea for a full-length feature animation before Michael Eisner,CEO and chairman of the board, and Roy Disney, vice chairman of the board, and other executives. Hercules, the animated film, for example, came about from an animator’s idea that was presented at a Gong Show. The company benefits because they get thousands of good ideas from their employees, some of which are developed into feature films. And the employees benefit because they know they have the freedom to submit ideas that will be listened to. Even if their idea is “gonged,” they celebrate it and learn from it.
Jackson: In our consulting practice, we’ve also come up with a concept we call Dream Retreats, which was inspired by Imagineering, Disney’s creative division. The whole idea of Imagineering is based on Walt Disney’s “Dream, Believe, Dare, Do” philosophy–if you can dream it, you can do it. We encourage our clients to have their executive teams gather off site for a few days to more clearly define goals and values, and also barriers to reaching those goals and how best to overcome them. We also encourage companies to do this with all levels of the organization, including line workers.
CMI: What is the biggest mistake companies make in managing their employees?
Jackson: Many companies make the mistake of thinking that everybody in the company knows what they’re supposed to be doing, and all too often that’s not the case.
CMI: How does Disney keep this kind of thing from happening?
Jackson: One way is their training and orientation program, called Traditions. They immerse new people in the culture of the company over several days, so that all members know exactly what their job is, how to do it, and what’s expected of them. Even 12-week summer employees go through this program. And the training is not done by consultants or professional trainers, it’s done by other cast members. This gives new hires a view of the company through the eyes of its employees, and reinforces the Disney culture in the trainers.
Capodagli: Everyone spends their first days on the job in Traditions. Other companies we’ve spoken to say they don’t do an orientation until after six months because the turnover is too high, and they don’t want to waste the time and money. They’re missing the point. The turnover may be high because people weren’t immediately acquainted with the corporate vision, mission, and philosophy.
CMI: Giving employees a sense of ownership in the company, making sure they understand their jobs and have a thorough knowledge of the corporate values and vision, inspiring them to be creative and share ideas–the Disney way sounds sensible.
Capodagli: Yes, I agree with you. It almost makes too much sense. Like the old saying goes, “simplicity is the ultimate sophistication”.

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