- Ты веришь в Бога?
- Я его не видел…
Как можно верить в то, что не видал?
Ты извини, что я тебя обидел,
Ведь ты такой ответ не ожидал…
Я верю в деньги, их я видел точно…
Я верю в план, в прогноз, в карьерный рост…
Я верю в дом, что был построен прочным…
- Конечно… Твой ответ довольно прост…
Ты веришь в Счастье? Ты его не видел…
Но видела его Душа твоя…
Прости, наверно, я тебя обидел…
Тогда у нас один - один… Ничья…
Every entrepreneur knows that the success of their business ultimately rests on their shoulders. Yes, the product you build and the team you hire are important, but your ability to lead is what carries your company.
With that kind of pressure, it’s easy to feel stressed, lonely and overwhelmed at times. Every great leader has faced a challenge that defined their greatness, which is why we often turn to their advice when needed.
Whether you’re an entrepreneur, business owner, or team leader, here are 50 inspirational quotes on leadership for when you need a little pep talk.
1. "A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be." –Rosalynn Carter
2. “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” - Lao Tzu
3. "It's hard to lead a cavalry charge if you think you look funny on a horse." - Adlai E. Stevenson II
4. "Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand." – Colin Powell
5. “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” - Max DePree
6. "If your actions inspire others to dream more, learn more, do more and become more, you are a leader." – John Quincy Adams
7. “A leader is a dealer in hope.” -
The most productive time of the day is not early morning. Work productivity has absolutely nothing to do with your daily rituals or habits. And the truth is, your success probably has little to do with productivity in the first place.
Productivity is about efficiency and output. That may count for something if you make cars or semiconductor chips, but for the overwhelming majority of you, productivity doesn’t mean a damn thing.
If being creative matters to you, and it should, it might surprise you to know that you’re probably most innovative when you’re tired. I often have epiphanies when I’m half asleep, during an exhausting workout, or in the shower … not a weird shower, mind you, just a normal one. But that’s neither here nor there.
The thing is, we’re all different. And if you listen to your own body and instincts you’ll do fine. Unfortunately, most of you are much too busy binging on all sorts of online nonsense and distraction to pay any attention to what your body and your gut are telling you.
The great irony is, cavemen had all that figured out. They awoke with the sun, ate when there was food, and slept when they got tired. They somehow managed to accomplish all that with a brain about a third of the size of yours. And everything worked out fine ... as long as they avoided those saber-toothed tigers.
Related: The Truth About 'Fake It 'Til You Make It'
You know, the only thing that distinguishes modern man from caveman is our highly evolved neocortex. Honestly folks, do you really think humans developed the capacity for complex reasoning so we can sit on our butts and ponder stuff that a caveman or even a frog does without even thinking? Of course not.
A great mind is a terrible thing to waste. So quit wasting yours. And quit wasting the precious time you have to build your career and business worrying about stupid nonsense like what time you get up, how you eat breakfast, your sleep habits, and what kind of showers you take.
Look, you’re supposed to be an entrepreneur, right? And that’s all about business, right? So what do you say we take a step back and look at this logically. When it comes to business, the only important time of day is the time you spend actually working. And the only habits that matter are your work habits.
That’s right, nothing else matters … unless, of course,
Given LinkedIn's more than 200 million members, a company page on the popular professional networking site can provide a valuable venue for recruiting talent and promoting your products and services. But while setting up a LinkedIn company page is relatively common, some business owners have questions and wind up making potentially costly mistakes.
To generate the kind of results you're looking for, it's important to consider many details when setting up a company page on LinkedIn. Cambridge, Mass.-based business-to-business marketing software firm HubSpot, for instance, found LinkedIn to be nearly 300 percent more effective for visitor-to-lead generation than Facebook and Twitter, says Kipp Bodnar, HubSpot marketing director and co-author of The B2B Social Media Book (Wiley, 2012).
To help you create a standout LinkedIn company page, here are 10 essential questions to ask:
1. Who should set up and maintain my company page?
If you're a startup with only a handful of employees, consider assigning the task to someone on your team who is an active LinkedIn member, preferably with some digital marketing knowledge and experience. At a larger company, a qualified employee in the marketing department would likely be up to the task.
If you're creating the page yourself, begin by going to LinkedIn's Create a Company Page section and selecting "Start Now." Next, enter your name and company email address. Then, follow the prompts to enter a description of your company and its products and services.
2. How should I describe my company?
Every LinkedIn company page features a brief explanatory About section. This is your chance to tell potential customers and employees about the number one thing that you want them to know about your business, says Lana Khavinson, senior product marketing manager at LinkedIn.
Describe exactly what your company does and what your overall mission is. You can also provide some basic information such as headquarters location, website address, the industry you're in, the company's public or private status, founding date and number of employees.
By encouraging employees to both seek and provide help, rewarding givers, and screening out takers, companies can reap significant and lasting benefits.
byAdam Grant
After the tragic events of 9/11, a team of Harvard psychologists quietly “invaded” the US intelligence system. The team, led by Richard Hackman, wanted to determine what makes intelligence units effective. By surveying, interviewing, and observing hundreds of analysts across 64 different intelligence groups, the researchers ranked those units from best to worst.
Then they identified what they thought was a comprehensive list of factors that drive a unit’s effectiveness—only to discover, after parsing the data, that the most important factor wasn’t on their list. The critical factor wasn’t having stable team membership and the right number of people. It wasn’t having a vision that is clear, challenging, and meaningful. Nor was it well-defined roles and responsibilities; appropriate rewards, recognition, and resources; or strong leadership.
Rather, the single strongest predictor of group effectiveness was the amount of help that analysts gave to each other. In the highest-performing teams, analysts invested extensive time and energy in coaching, teaching, and consulting with their colleagues. These contributions helped analysts question their own assumptions, fill gaps in their knowledge, gain access to novel perspectives, and recognize patterns in seemingly disconnected threads of information. In the lowest-rated units, analysts exchanged little help and struggled to make sense of tangled webs of data. Just knowing the amount of help-giving that occurred allowed the Harvard researchers to predict the effectiveness rank of nearly every unit accurately.
The importance of helping-behavior for organizational effectiveness stretches far beyond intelligence work. Evidence from studies led by Indiana University’s Philip Podsakoff demonstrates that the frequency with which employees help one another predicts sales revenues in pharmaceutical units and retail stores; profits, costs, and customer service in banks; creativity in consulting and engineering firms; productivity in paper mills; and revenues, operating efficiency, customer satisfaction, and performance quality in restaurants.
Across these diverse contexts, organizations benefit when employees freely contribute their knowledge and skills to others. Podsakoff’s research suggests that this helping-behavior facilitates organizational effectiveness by:
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enabling employees to solve problems and get work done
It leaves no room for doubt that social media can play a vital role in every content marketing strategy. Social networks attract different audiences and allow marketers to share their content, promoting it to achieve specific goals. It takes experience to fully realize the potential of social media for content marketing. Here are 5 tips to help you make the most of your content through social networks.
1. Share your content more than once
If you think you risk your audience getting bored with what you've got to offer, think twice. Sharing the same content more than once isn't dangerous at all – it will maximize its visibility and drive more traffic. Remember, to your new followers, a piece posted 3 months ago will seem new.
Another thing to consider is the fact that your audience might be spread across different time zones – posting several times, you'll make sure that your content reaches people in all geographical locations and with different social media habits.
Here's how a social media editorial calendar worked on Twitter alone to get 3,150% more traffic.
You've heard of the "dead fish" handshake and you likely try to avoid giving (and getting!) it like the plague, but what's in a voice? When it comes to finding the right recruit for your sales team, it's everything. A candidate's voice is like his calling card--it gives you crucial insight into his personality, his professionalism, and his ability to work well with others. What you hear in his voice is the same thing your customers will hear. Keep these voices in the back of your head when you next interview and avoid picking the wrong hire.
Mousy Mary.
You know exactly who I mean. She's got that weak, tentative sounding voice, the one that you want to either be impatient with or run away from fast. Just a few words from Mousy Mary and you imagine the worst--she lacks authority, has no gumption, and comes across like she is perpetually unsure. Most of her phrases end on an upward note, causing her statements to sound like questions. The way her voice wavers gives away both how uncomfortable she is with herself and the fact that she has difficulty interacting with others. Put her on sales calls and she will get hung up on, put her in an important negotiation and she'll get walked on.
Mr. Mumbles.
by Kris
Recently I have ran several tests for a specific team where we’ve seen double digit improvements in a goal we were measuring and testing against. The method I used to find the “What to test?” question was not that difficult. Over time, I believe it may be more difficult to find more wins, but here are some ideas which I think you can apply in your work to start with.
A lot of times, when you go to conferences people will tell you things like “use analytics”, but I know you folks want to know a little more than that. Here we go.
1. Find the top potential areas of issues or opportunity for high impact results
Best way to start the conversation with your business partner is to understand their business and what is important to them. They are the experts in their field. As an analytics expert you have to be a great listener.
In my case and I’m sure this applies to many of you, a lot of times the analytics may not be set up perfectly to track the key outcomes for the business users. So first typical thing to check is, rather the analytics tools are capturing the key end action data. Example, PDF downloads, contact sales form submit, order checkout complete, etc. That said, you have to understand what your business partner’s key end action they want the web site to accomplish.
The evolution of language is something that is dynamic and ongoing. Language itself evolves from using it regularly. From this we generate colloquialisms and slang that are particular to certain demographics and locales. (Good example: a "newbie" is seen as a derogatory term by gamers, whereas it simply describes a newcomer to many tech-savvy professionals.)
In the realm of marketing professionals we have our own set of jargon and wordplay that we use often. Within these hallowed walls of linguistic prose there are a few outliers that look as though they've been through hell and back. These words have been around for a long time in general usage, but content marketing professionals have adapted them to their own use and put them through the wringer.
The following are eight of some of the most overused words that content marketing needs to give up.
1) Killer: A great strategy can be described as a "killer" one. The 80's called, they want their slang back. "Killer" was a great buzzword when it came out. It was imperious, demanding and just the right amount of intriguing to get a reader to click on your title. Now, it's been overdone to the extent that it's likely the "Killer" headlines might see areal victim sometime soon through boredom. Unless your headline is likely to reach out and strangle the reader, I'd like to advise you leave off on the "Killer" lead ins.
2) Revolutionary: There's a quote by note statesman and author Henry George that states, "A crank is a little thing that makes revolutions." Is your content a crank? If it isn't then it probably doesn't make revolutions and shouldn't be described as such. Unless your content is overthrowing a fascist government somewhere in the world, you would be better off (and probably safer) with something less...revolutionary.
3) Advanced: Once upon a time, not so long ago, advanced meant something that was far ahead of its time in innovation and quality. It was an impactful word that spoke to a consumer about technology and science that the reader either couldn't grasp, or wouldn't know how to understand. We've used it so much that it has lost its ability to attract an audience. Now, if a reader sees the word "advanced" before a product, they usually expect it there. In a world where technology and science provide so many amenities to us, the only thing our products are really advanced to is those of the 1950's. There are a plethora of synonyms for this word such as "innovative". Be creative about your discussion of cutting-edge developments.
As the economy boomed in the late 1990s, corporations went on an innovation binge. They poured money into programs for generating fresh ideas, pioneering new technologies, and promoting entrepreneurship and creativity among employees. They launched venture capital arms and new-business incubators. They recruited freethinking executives who weren’t afraid to rock the corporate boat. They brought in creativity consultants to spur out-of-the-box thinking.
And where are those efforts today? Many of them have been scaled back, mothballed, or disbanded altogether. As the economy cooled at the start of this decade, companies quickly cut off the flow of funds into innovation efforts. What seemed like a mandatory expense just months before suddenly seemed discretionary. Even the rhetoric of business took a turn: Executives began to speak less about “creating the future” and more about “protecting the core.”
What happened over the last few years is not an anomaly. It’s business as usual. In most companies, investments in innovation follow a boom-bust cycle. For a time, the cash flows. Then, as companies rethink their priorities, the taps go dry. Annual surveys conducted by the Industrial Research Institute confirm the cyclicality of corporate innovation. In the early 1980s, surveyed executives said that innovation was their foremost priority. By the late 1980s, most executives reported little interest in innovation. Similarly, in the early 1990s, innovation didn’t rate among the top five corporate priorities, but it was back at the top of the list by the late 1990s. Harvard Business School professor Henry Chesbrough has identified a similar pattern in the 1960s.
Of course, no business initiative should be immune to changes in market conditions or company strategies. Corporate innovation programs should be subject to careful, hard-nosed evaluation, and those that don’t promise adequate returns should be curtailed or refocused. But that is not what is going on here. Rather, the way corporations invest in innovation is fundamentally unreliable. When innovation budgets are slashed, strong projects are abandoned along with the weak. The consequences can be devastating. Promising initiatives are cut off just when they are about to bear fruit. Highly touted training programs are discontinued with little explanation, stirring employee cynicism. Expensive labs are closed, and talented researchers and designers are reassigned or laid off. Partnership agreements costing millions in legal fees are thrown away. Worst of all, the perceived failure of the investments often creates organizational skepticism about and resistance to future innovation initiatives. Consequently, when disruptive changes in the competitive landscape come, companies are caught flat-footed.
Innovation is always a risky pursuit, with an uncertain and often distant payoff. But must that fact doom it to erratic investment? Or can innovation become a staple corporate priority as, for example, quality has become? My belief is that stability can be brought to corporate innovation and that the result will be much greater strategic gains and much stronger returns on investment. But sustainable innovation requires an entirely new approach. Instead of being a largely isolated process—carried out often with considerable secrecy—innovation needs to become more open. Initiatives must gain access to and leverage from the insights, capabilities, and support of other companies without compromising legitimate corporate secrets. As counterintuitive as this may sound, innovation must become part of the ongoing commerce that takes place among companies. Only then will it be protected from both the
Парк Jeju Loveland, открывшийся в Южной Корее более 10 лет назад, весьма необычен. Здесь находятся 140 скульптур, отражающих все возможные варианты интимной жизни. Цель существования парка – разрушение табу, бытующих в сфере секса.
Идея создать такой парк родилась у руководства одного из сеульских университетов более 10 лет назад.
Но поскольку долгое время браки в Корее заключались по указанию родителей, познания молодых корейцев в вопросах интимной жизни были мизерны. Исправить это был призван центр сексуального образования, открытый на острове. На основе этого центра в дальнейшем и возник парк Jeju Loveland.
Парк Jeju Loveland находится на живописном острове, который после корейской войны стал излюбленным местом для проведения свадебных церемоний. Сегодня парк занимает территорию более двух футбольных полей. Здесь находится 140 скульптур, которые посетители обходят примерно за час.
Ну что, товарищи, идём дальше по этапу: номер 3.
Продолжительность экзамена: 45 минут. Может и меньше, если сразу что-то пойдет не так.
Стоимость экзамена: от 200€, из них около 85€ — комиссия TÜV, остальное — услуги школы (стоимость может меняться в зависимости от школы вождения и земли).
Как собственно все проходит?
Инструктор собирает всех его сдающих учеников в школе вождения и привозит в TÜV. Нас было двое человек, один ждёт в зале ожидания. Ваш преподаватель садится справа, как всегда. Сзади садится экзаменатор. Экзаменатору нужно будет дать ваш eAT и на всякий случай еще берите с собой загранпаспорт. Экзаменатор был вполне доброжелательный. Я переживал за то, что смогу ли я со своим немецким понять всё, что говорит экзаменатор.
Прочитав мою фамилию, мы обсудили, что я не очень хорошо говорю по-немецки 
[показать] В целом набор слов примерно всегда будет одинаковый, говорил все четко, иногда уточнял, понял ли я, что от меня требуется. У
Процедуру подготовки и сбора документов для подтверждения российских водительских прав в Германии мы начали описывать в прошлом посту.
Письмо из Ordnungsamt мы ждали ровно 1 месяц. Нам написали, что мы можем идти сдавать теоретический экзамен и практику, а также адрес ближайшего отделения TÜV, где мы можем сдать теорию.
В Saarland и еще нескольких других землях Германии за принятие экзаменов для водительских прав отвечает TÜV, у них же как я понимаю потом нужно будет проходить тех.осмотр, но об этом пока рано говорить.
Подготовка к теоретическому экзамену
Мы нашли несколько сайтов, предлагающих билеты online. В итоге воспользовались услугами . Билеты естественно все те же, что встретятся вам на экзамене, билеты на сайте выглядят также как на мониторе во время экзамена.
Билеты есть и на русском языке. Правда переводы эти… Ну смысл их иногда даже был не совсем ясен =) Были и ошибки в переводах. С 1 октября должны будут появиться новые вопросы, может будет все лучше сделано.
Важно: пояснения к вопросам доступны только на немецком языке.
Стоимость билетов на сайте 19,99€ за один месяц, 39,99€ за
У нас с Игорем водительские права, выданные в России в 2009 и в 2007 гг. соответственно. Подтверждение иностранных водительских прав, если это вообще подтверждением назвать можно, называется здесь Umschreibung ausländischer Führerscheine.
Наши права действительны в Германии только первые 6 месяцев после переезда (первого пересечения границы с визой для поиска работы, с визой с целью получения Blaue Karte или с др. национальной визой). После этого срока нужно получать немецкие водительские права. Необходимо снова сдавать теоретический экзамен (можно на русском языке) и практический экзамен (здесь нет понятия «площадка», только «город», но могут попросить припарковаться и пр.).
Практический экзамен сдается на немецком языке, но здесь вроде может помочь инструктор, если вдруг вы общались с ним на английском или русском, т.к. во время практического экзамена он сидит рядом с вами, а инспектор сидит позади вас и дает задания. Ну нам это еще все предстоит, пока расскажу о первом этапе.
«Какое же это подтверждение, если снова надо все сдавать?» — спросите вы. Основной целью этой процедуры является экономия вашего времени и экономия средств на практических занятиях.
Я уже писал о регистрации частного предпринимателя в Аргентине [Об организации малого бизнеса в Аргентине] и думаю теперь пора написать о создании Общества с Ограниченной Ответственностью.
И отдельно коснусь темы участия иностранца в таком Обществе.
[400x]
Итак ООО или SRL.
Начну с того, что до этой формы в Аргентине нужно, что называется "дорасти", поскольку здесь к созданию фирмы относятся довольно серьезно. На регистрацию учредительного договора уйдет примерно пара месяцев, так регистр занимается еще и проверкой соответствия положений договора законодательству Аргентины. Сразу нужно понимать, что такие структуры не штампуются пачками как в России и нельзя указать целью создания Общества "получение прибыли". Каждое предприятие это изначально направленная структура на конкретный вид деятельности.
Такой подход к организации сразу определяет критерии формирования уставного капитала, а именно хотя закон и устанавливает минимальный размер в сумме 50 000 песо, но с учетом того, что вид деятельности декларируется уже при регистрации и уставный капитал должен быть достаточным для начала такой деятельности.
Как пример приведу транспортную компанию размер капитала которой должен быть не меньше стоимости как минимум одного грузовика.
Milan, Italy
A revitalized city welcomes the world.
Sure, Italy is rich with romantic cities like Florence, Venice and Rome — but its most vibrant might just be Milan. And this is the year for tourists to explore its charms, as it hosts the 2015 World Expo.
Twenty million visitors are expected to visit the city for the Expo, a mammoth event that runs from May through October and involves more than 130 participating nations and organizations sponsoring more than 60 pavilions. The Expo’s theme focuses on food, nutrition and sustainability practices — a fitting choice for a city steeped in Italian culinary traditions. Highlights will include the Future Food District, a space to explore technological advances affecting the global food chain, and the Lake Arena, an Expo centerpiece with a mirrorlike pond and fountain fed by water from the city’s canals.
The Expo coincides with the completion of a number of urban renewal projects that are infusing new life into overlooked quarters, like La Darsena, a formerly dilapidated harbor that will feature tree-lined promenades, bike paths and piazzas. Historical attractions have also been spruced up, from the gleaming facade of the majesticDuomo to the restored canals of the charming Navigli district.
And Milanese restaurants are earning acclaim for their increased focus on diverse regional cuisines from across the Italian peninsula. You can sample everything from farinata and pesto-slathered Genovese specialties at U Barba to traditional Neapolitan pizza at Lievito Madre al Duomo, an outpost of Gino Sorbillo’s famouspizzeria that opened here last fall. New luxury hotels, like the Mandarin Oriental Milan slated to open this year, promise to dress up an already fashionable city that may just have it all.
Всем привет! В течение последних пяти лет я (Андрей Терехов) периодически писал на Хабре (и в общие блоги, и с недавних пор в блог проекта Ruward) различные материалы про маркетинг, продажи и клиентский сервис в веб-студиях и агентствах. Как правило, эти статьи получали положительный отклик от пользователей. Мы решили пойти дальше и составили самый полный курс из всех, которые я когда-либо читал (включая оффлайн), по данной тематике.
Мы записали более 8 часов видео, разбитых на 11 лекций, подготовили презентации, кейсы, материалы по теме, кучу разного рода примеров, образцов и шаблонов, которые могут пригодится в жизни веб-студии. Это все превратилось в большой спецпроект, который мы и анонсируем сегодня – www.megaplan.ru/digital.
Итак, какие темы вошли в наш курс из 11 лекций (заодно дам ссылки на мои материалы с хабра по этим же темам там, где они есть):
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Структура интернет-агентства. Принципы проектного управления. Треугольник sales-pm-account. (по мотивам http://habrahabr.ru/post/66033/)
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Ценообразование в веб-студии. Формирование расчетной сметы. Оправдание цены. Виды демпинга и способы борьбы с ним. (по мотивам http://habrahabr.ru/company/ruward/blog/169559/)
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Функции службы маркетинга, основные каналы привлечения клиентов. Работа по разным сегментам ЦА.
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Позиционирование — ищем ключевые точки. Собственный сайт студии/агентства — типовые ошибки. (по мотивам http://habrahabr.ru/post/121053/)
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Привлечение – ищем ключевые точки концентрации ЦА (b2b-ходовки).
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Организация эффективной службы продаж. Мотивация сотрудников, KPI.
В предыдущей статье мы рассказали историю нашего стартапа, рассмотрев три ключевых составляющих: “Идею”, “Реализацию” и “Продажи”. Из-за большого объема статьи вопрос реализации формально описать не хватило места. Исправлять это будем в данной публикации.
Управление командой начинается с планирования и проектирования. Существуют десятки, если не сотни, методологий управления проектами: от “Разработки по ReadMe” до громоздкого, зато на все случаи жизниPMBOK. Как программисты, бывает, изобретают велосипеды, так и проект-менеджеры могут этим грешить. Если с методологией мы могли позволить себе некоторые вольности, то инструмент подбирался уже без “велосипедостроения”…
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Что такое “pivot” стартапа
Pivot (от англ. — вертеться, поворачиваться вокруг своей оси) в контексте стартапа — это отказ от текущей бизнес-модели, программного продукта и перезапуск всех работ по новой концепции. Объяснение, почему так происходит, почему так произошло у нас, выходит за рамки статьи. Поясню лишь то, что в нашем случае обозначал “pivot”:
- ограниченные