Начитка уроков на английском

Добрый день!  

Ищем человека, который свободно владеет английским языком для озвучки видео-уроков по ИТ-менеджменту.

Что нужно будет делать?

Озвучить 16 коротких видео от 2 до 9 минут каждое, на английском языке.

Как оплачиваем?

По Вашему желанию. В начале по факту, за каждое видео, далее - как договоримся.

Можем платить в рублях, гривнах, долларах.

С кем хотим сотрудничать?

С тем, кто:

1.  Имеет хотя бы небольшой опыт в озвучке видео на английском.
2.  Готов акцентироваться на наших задачах, а не брать их для количества.
3.  Пришлет:  желаемую оплату за минуту озвучки, 1 пример из портфолио максимально подходящий к нашей тематике, а также озвучит и пришлет текст:

That is why the Management Science recommends regular 1:1 meetings. You won’t like to discuss your weak sides in front of the whole team, right? 1:1 meetings have three main purposes:

1. Sharing the feedback — positive, as well as... constructive. As you know, there is no negative feedback in working with people. Constructive feedback is greatly aided by the constructive principles and the problem solving algorithm.

2. Clarification of the employee's state. People are strongly nonlinear. We feel like working, and the next moment we don't. We are passionate about the task, and the next moment we are bored with it. And the bosses constantly “make ridiculous decisions,” the customer “wants something weird,” colleagues propose some nonsense. We are all constantly changing. 🙂

What should a manager do with it? What level of motivation to expect when planning a project? Which button to press so that employees never leave this ‘blessed’ team?

There are no magic buttons. But the manager can and should understand the state of his/her people. To react and bring the project to the expected result.

3. Clearing up the accumulated problems. Problems always happen. It's good when people talk about them. It's more difficult when they keep problems to themselves, overinterpreting things. At the same time, if an employee has accumulated such unresolved, undiscussed problems, it will be difficult to clarify his/her state. And it will be difficult for him/her to apprehend the constructive feedback: “Really? They are unhappy with me, though they themselves...”

****

1:1 meetings are essential. At each training, we recommend that you ask your boss to conduct a 1:1 meeting. After that many people say: “First my boss seemed bothered, but at the end, I learned a lot of useful things.” In the entire history, we had only one case when a person received a rigid negative feedback from the boss. He finally found out what the boss really thinks about him. He decided to quit, and it’s very, very good! Otherwise, he could work for a long time at a place where people do not believe in him, do not appreciate him, and where he does not generate value, as his bosses think. Nobody benefits from such a situation.

However, if it were that easy, it wouldn’t be interesting, right? 🙂 Life Science says (we conducted a couple of studies) that 70% of managers don’t have 1:1 meetings and those who do, often do it wrong, not with the right frequency, not in the right way, etc., which makes the 1:1 tool inoperative.

Those who manage to use it appropriately are very happy with it. A couple of weeks ago we called up Ivan, the CEO of a pretty large company. Several company managers participated in our annual training program, and we wanted to figure out what it led to, what they started applying in real life.

‘1:1 meetings! That’s what works brilliantly!’ - Ivan said. Managers started conducting them regularly; I started communicating regularly with each of them. As a result, the manageability of the company has improved, now we understand what is actually going on in the teams. Managers started making regular 1:1 calls with the customer, and it brought tremendous benefits.

But I must repeat: 70% of managers don’t do this. To understand which group you belong to, answer two simple questions:

• When was the last time you communicated with your key employees 1:1, expressing your opinion about their work and clarifying the problems and your people’s state?

• When was the last time you communicated with your boss 1:1, asking about his/her evaluation of your work?

If the answer to any of these questions is “More than a month ago,” the situation is already out of your control. Of course, you can hope for the best: that if an employee has any problems, he or she will bring them to your attention. Or you can hope that if your boss isn’t satisfied with your work, he will find the time to tell you so right away. But remember — hope is not the most reliable management tool.

Жду откликов на почту, тут физически не успею отследить. Всем спасибо!