Saturday, August 23, 2014

Nails in the fence

There once was a little boy who had a bad temper.

His father gave him a bag of nails and told him that every time he lost his temper, he must hammer a nail into the back of the fence.
The first day the boy had  driven 37 nails into the fence. Over the next few weeks, as he learned to control his anger, the number of nails hammered daily gradually dwindled down. He discovered it was easier to hold his temper than to drive those nails into the fence.
Finally the day came when the boy didn't lose his temper at all. He told his father about it and the father suggested that the boy now pull out one nail for each day that he was able to hold his temper. The days passed and the young boy was finally able to tell his father that all the nails were gone.
The father took his son by the hand and led him to the fence He said, "You have done well, my son, but look at the holes in the fence. The fence will never be the same. When you say things in anger, they leave a scar just like this one. You can put a knife in a man and draw it out. It won't matter how many times you say I'm sorry, the wound is still there.” A verbal wound is as bad as a physical one.

So remember that friends are very rare jewels indeed. They make you smile and encourage you to succeed. They lend an ear, they share words of praise and they always want to open their hearts to us. In other words, think before you speak and be king to one another.

Author Unknown

Le garçon et les clous

C’est l’histoire d’un petit garçon qui avait mauvais caractère.

Son père lui donna un sac de clous et lui dit qu’à chaque fois qu’il perdrait patience, il devrait planter un clou derrière la clôture.
Le premier jour, le jeune garçon planta 37 clous derrière la clôture.
Les semaines qui suivirent, à mesure qu’il apprenait à contrôler son humeur, il plantait de moins en moins de clous derrière la clôture... Il découvrit qu’il était plus facile de contrôler son humeur que d’aller planter des clous derrière la clôture...

Le jour vint où il contrôla son humeur toute la journée. Après en avoir informé son père, ce dernier lui suggéra de retirer un clou à chaque jour où il contrôlerait son humeur.

Les jours passèrent et le jeune homme pût finalement annoncer à son père qu’il ne restait plus aucun clou à retirer de la clôture. Son père le prit par la main et l’amena à la clôture.
Il lui dit : "Tu as travaillé fort, mon fils, mais regarde tous ces trous dans la clôture. Elle ne sera plus jamais la même. À chaque fois que tu perds patience, cela laisse des cicatrices exactement comme celles-ci."

Tu peux enfoncer un couteau dans un homme et le retirer, peu importe combien de fois tu lui diras être désolé, la cicatrice demeurera pour toujours.

Une offense verbale est aussi néfaste qu’une offense physique.

Les amis sont des joyaux précieux. Ils nous font rire et nous encouragent à réussir. Ils nous prêtent une oreille attentive, nous louangent et sont toujours prêts à nous ouvrir leur Coeur.

Ecrivain inconnu

Los Clavos en la Valla

Un padre un día le dio a su hijo, un chico con mal carácter, un paquete de clavos y le dijo:
-Toma hijo, cada vez que hieras a alguien o que te enfades con alguien clava un clavo en la valla del jardín.

El primer día el muchacho clavó 37 clavos, pasaron las semanas y cada día que pasaba clavaba menos clavos en la valla hasta que un día consiguió no clavar ninguno, había descubierto por fin que no herir ni enfadarse con alguien era más bonito y más fácil que clavar clavos en una valla.

Y fue a su padre a contárselo. Papá hoy por primera vez he conseguido no clavar ni un solo clavo en la valla.

El padre le dijo: -Pues bien, es entonces el momento de que cada día que pase sin enfadarte y sin herir a alguien quites un clavo de la valla.
Pasaron los días y por fin un día no quedaba ningún clavo en la valla.

-¡Papá! He quitado todos los clavos de la valla ¡no queda ninguno!

El padre condujo a su hijo a la verja y le dijo:
- Muy bien hijo, te has comportado muy bien pero mira esto, mira como está la valla de agujeros que has dejado al sacar los clavos.

Cada vez que hieres a alguien le dejas una herida como esta que hay en la madera. Una herida que ya nunca curará. Ya nada será como antes.

Es como si le clavas un cuchillo a alguien y se lo sacas le dejarás esa herida de por vida. Por muchas veces que le pidas perdón la herida permanecerá. Una herida provocada con la palabra es como una herida física, siempre permanecerá y nunca se podrá borrar.

Autor desconocido

"No claves un clavo en la valla, aunque lo saques, dejará una llaga en quien te quiere que nunca podrá curar."

Saturday, April 12, 2014

The Art of the War - Sun Tzu - Business Strategy

The Art of War is an ancient Chinese military treatise attributed to Sun Tzu, a high-ranking military general, strategist and tactician. The text is composed of 13 chapters, each of which is devoted to one aspect of warfare. It is commonly known to be the definitive work on military strategy and tactics of its time. It has had an influence on Eastern and Western military thinking, business tactics, legal strategy and beyond.

It is in my opinion a book that every Chief Executive Officer (CEO) or manager of any company should know about in order to help and take business strategic decisions.
After all this time, the ’Sun Tsu’ principles are still applicable for business with some interpretation.
Definitely, also an excellent useful tool in the toolbox for leaders to manage people and processes.

An example from the 'Art of the War':

"When you engage in actual fighting, if victory is long in coming, then men's weapons will grow dull and their ardor will be damped. If you lay siege to a town, you will exhaust your strength."

Interpretation to the business:
This is a concept that is repeated several times. When a project or initiative takes too long, people get tired or bored, the competition knows too much about it, it gets outdated, and other companies or people take advantage.

About the picture: The beginning of The Art of War in a classical bamboo book from the reign of the Qianlong Emperor (source wikipedia)

Read more about other principles here (BusinessInsider).

Sunday, February 2, 2014

The quieter you become, the more you are able to hear

Kali Linux is a Debian-derived Linux distribution designed for digital forensics and penetration testing. It is maintained and funded by Offensive Security Ltd. It was developed by Mati Aharoni and Devon Kearns of Offensive Security through the rewriting BackTrack, their previous forensics Linux distribution.
Kali Linux is preinstalled with numerous penetration-testing programs, including nmap (a port scanner), Wireshark (a packet analyzer), John the Ripper (a password cracker), and Aircrack-ng (a software suite for penetration-testing wireless LANs). Users may run Kali Linux from a hard disk, live CD, or live USB. It is a supported platform of the Metasploit Project's Metasploit Framework, a tool for developing and executing security exploits.
Kali Linux is distributed in 32- and 64-bit images for use on hosts based on the x86 instruction set, as well as an image for the ARM architecture for use on the Raspberry Pi computer and on Samsung's ARM Chromebook.

After all this nice reading today, I just prepared a Kali Linux machine by using Virtual Box. It works like a charm!

Kali Linux (Wikipedia)

Thursday, December 26, 2013

IT Management Models

This is a collection conveying 26 different IT governance, management and delivery excellence models.

Models/frameworks include the following:
1. IT Infrastructure Library (ITIL) Model
2. ISO/IEC 20000 IT Service Management Model
3. ISO/IEC 27000 Information Security Management Systems Model
4. COBIT 5 Model
5. Capability Maturity Model Integration (CMMI)
6. People Capability Maturity Model (PCMM)
7. ISO/IEC 15504 (SPICE)
8. Organizational Project Management Maturity Model (OPM3)
9. Portfolio, Programme, Project Management Maturity Model (P3M3)
10. Portfolio, Programme, Project Office Model (P3O)
11. PRINCE2 Project Management Model
12. IDEAL Model
13. Waterfall Model
14. Agile Model
15. Scrum Model
16. COPC-2000 Model
17. Lean Levers for IT Outsourcing
18. Cause & Effect Diagram
19. DMAIC Process Improvement Model (Six Sigma)
20. ISO 9001 Quality Management Model
21. Baldrige Performance Excellence Model
22. EFQM Business Excellence Model
23. Balanced Scorecard
24. Benchmarking Model
25. SERVQUAL Model
26. Change Management Model 

Saturday, November 16, 2013

Challenges needing emotional intelligence (EQ)

Only the most emotionally intelligent leaders can manage the many challenges in business today.
Restructuring organizations and reducing staff to make them more productive means that there is a strong need to identify,
retain and motivate truly exceptional employees who can work effectively in teams.
EQ enhances teamwork.

Rapid technological and business changes require people to be able and willing to accept and implement change.
EQ enhances flexibility.

Globalization creates political and cultural challenges for leaders and employees.
EQ enhances problem solving!

In the mid-1990's Daniel Goleman, a psychologist and author did a lot of influential and pioneering work on EQ. Goleman believes that outstanding leadership requires a combination of self-mastery and social intelligence, which have two competency areas: perception and skills.

Leaders with high emotional intelligence can enhance the motivation and optimism in a workplace. It is also important because often because how often results are obtained can be as important as the results themselves.