This is a long story. I could write a long post. I don’t assume you’re interested: in that case, feel free to close your browser or skip to the next content proposed by your feed reader. But if you would like to know more about this long story, keep reading.
In a job interview that I recently conducted, the candidate told me to be very meticulous, and that, if he had many things to do, he wouldn’t return to home until he’s done all. This approach demonstrates excellent motivation and a good sacrifice propensity1.
I’m aware that delegating can be tricky. It’s uncomfortable, and it’s often problematic. I heard this from anyone has a managing or team leading role: it’s difficult to find the right person, to choose the appropriate tasks to give him, and to evaluate the proper support to give him. It’s a hard nut to crack. Better to do himself, they said.
Dall’inizio di quest’anno con la società che amministro, che per quattro anni si è occupata in via esclusiva di gestire l’IT per una holding, abbiamo deciso di promuovere gli stessi servizi che abbiamo offerto all’interno del gruppo anche ad aziende esterne, aprendoci al mercato e iniziando a lavorare con nuovi clienti.
The company I’m the CEO of has exclusively managed the IT of a holding for four years, so we decided to propose the same services to external companies. We had many contacts, and we’re working to confirm and to increment this statement. We had many contacts, and we’re working to confirm and to increment this statement. A way that I experimented to creating new relationships, it was LinkedIn.