Archives: March 2009

When project priorities change too often

March 31, 2009
The easy part: The solution -- don't stop projects in the middle. The hard part: Getting everyone to buy in.
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A manager who's a screamer

March 30, 2009
When faced with screaming criticism from a manager, employees still need to figure out if the criticisms themselves are valid.
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Is the Motley Fool right about the cloud?

March 28, 2009
The cloud is overhyped right now, and the Motley Fool's recent piece on the subject was overheated and superficial
investment
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Have I given up on treating employees well?

March 24, 2009
Treating employees well is a strategy that has proven successful in a wide variety of circumstances. That doesn't make it a principle.
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A project team that's concerned about continued employment

March 24, 2009
A project team is concerned about layoffs when the project is over. Even if the concern is valid, Worrying about it wastes energy, and everyone is best off with a successful conclusion, whatever happens next.
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You've been poached. What can you do?

March 20, 2009
If another rep poaches a sale from you and management doesn't seem to care, your options are limited at best. Be careful -- you're surrounded by landmines.
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Stuck in silos

March 17, 2009
Want managers to stop managing silos? Find the factors that motivate them to act this way and get rid of them, and add new factors to their environment that will motivate them to collaborate.
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How can a consultant find work right now?

March 15, 2009
Whether you're a pure consultant or more of a contractor, adapt your offerings to fit a cost-reduction consciousness, and work extra-hard to develop and maintain relationships. This isn't the year to make much money. It is the year to position yourself for the thaw when it happens.
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Does your domain matter in a job search?

March 12, 2009
As is usually the case, the answer is that it depends. In this case the answer also is that usually it doesn't matter very much.
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Another knowledge-loss challenge

March 10, 2009
Even if you've made sure everyone is cross-trained, a layoff can wreck your preparations. Regroup, both in the executive suite by setting expectations and internally, by re-starting the cross-training process.
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