Networking has become a key to opening a myriad of doors full of professional opportunities in the business world and Allen Woo explains why.

Québec, Canada – WEBWIRE – Monday, June 27, 2022

Having a good network of contacts has always been important for any facet of life. But, in particular, they are especially essential for the development of business activities. Business contacts have become even more important in recent years as the pandemic and COVID-19 have moved many offices into homes with telecommuting. Growing a business is essential, and Allen Woo, an expert in the field, explains why networking plays a critical role in that process. 

“Contacts in the business world are made up of the people we know,” Woo explains. “In the case of the business network, we are talking about those people who are customers, distributors, investors, etc. But, also part of our indirect network are the people who are known to our direct contacts, and who could be our customers, distributors or investors in the future.”

According to the six degrees of separation theory, everyone in the world is connected by only five intermediaries. Therefore, the network of contacts can be infinite, in the sense that it is possible to meet anyone if you follow the thread of contacts. 

Knowing the right people in the market is fundamental for any business because it is the source of business relationships. The key to working a company’s network of contacts is to actively engage in relationships. 

“In recent years, we have witnessed that networking is the most effective way to build business relationships,” Woo points out. “There is no doubt that networking events are the biggest generator of business opportunities currently available to entrepreneurs in the province.”

It should be clear that business networking is like a living organism. An organism that needs the food that new relationships give it to be properly nourished. That is why it is important to attend these events where meeting other entrepreneurs is the main objective.

Investing time and resources in taking care of the relationships that have been established through social events will be the key to going from being “just another contact card” to a business relationship with a future. If you only think about what the contacts are capable of or how they can benefit a company, the relationships will not last long. You need to contribute to making those relationships fruitful in a reciprocal way. 

Woo suggests, “In addition to nurturing the contacts we already have with time, resources, and value, we need to keep growing our list. One effective way is to increase our circle by adding acquaintances of our acquaintances to our business network.” 

In addition to networking, the best way to increase business contacts is to stand out, and the best way to do that is by enhancing brand reputation and visibility. In some companies, there is a service dedicated to improving the visibility and notoriety of the partners. With this reputation booster, entrepreneurs can stand out. The result is a call effect for new clients and collaborators, and a clear increase in the network of business contacts of the partners.

Another reason why networking is so important is that you never know where you will end up professionally and with whom. More contacts guarantee better relationships in the future. 

Relationships change and it is not possible to know what position a person will occupy in the future. “Maybe we are the bridge of contacts that have supported us in our professional beginnings,” adds the expert. 

Likewise, creating a network of contacts is important for anyone who wants to find a job or get a better one than the one they already have. It is clear that it is not the same to be one of the hundreds or even thousands of candidates who send their résumés to companies, as it is to meet directly the person who can open the door to that new opportunity.

In addition, there are certain companies that prefer to have employees who are able to relate and create a network of contacts with other workers or customers using networking. Even before forming a network of contacts of your own, it will serve to better understand the world of work and what is the most convenient option.

About Allen Woo

Allen Woo is a self-taught expert in business and personnel management. Originally from Canada, he has spent much of his adult life honing his innate skills in motivation and personal growth. Woo dedicates his time to helping businesses and individuals make significant improvements in their daily interactions, constantly exploring new methods to motivate and enhance teams. When he’s away from responsibilities, he likes to focus on inner growth and enjoys outdoor activities that exercise the body and the mind.

Managing talent properly is a necessary challenge to complete in order for a company to meet its objectives at the end of the day.

Québec, Canada – WEBWIRE – Friday, May 27, 2022

Human talent management is the set of integrated human resource processes that are designed to attract, develop, motivate and retain a company’s employees. It is the mission of human resources in any company to dedicate time and effort to these tasks. As is well known, people are one of the most important assets of a company or organization. Allen Woo, a great expert on the subject of personnel management, explains in detail some strategies for talent management in different companies.

Until recently, companies did not prioritize aspects such as talent management, but the truth is that in recent years it has become a key issue for any organization that seeks to enhance and develop the skills of employees for different purposes: retention, loyalty, and increased productivity. It could be said that the internal talent management policy comes into play in the performance of each company. 

“The companies with the highest productivity tend to be those that offer good conditions and benefits for employees,” says Woo. “Many companies are aware of the risk that the most valuable people in their organization could be poached by competitors, which is why many have created a talent management plan to reduce turnover rates.”

Be sure to set goals and objectives together. The first mistake that managers make and that completely de-motivates the human capital of a company is to treat the staff as just another means to reach the goal. 

An employee who only receives orders, without having the possibility of giving them feedback, will never be satisfied with their work, which will cause indifference to the results obtained. If you offer them the necessary confidence to be part of the decision-making process, they will increase their level of responsibility in order to keep the privilege.

Improve working conditions. No one finds it motivating to work in an oppressive, cramped, or poorly ventilated environment. If you want your staff to respond correctly, you must first provide them with the right working conditions that allow them to do their job properly.

Conflicts among team members, lack of communication, and individualism significantly decrease the performance of an organization. The work environment directly influences the motivation of the personnel and to keep it high. It is necessary to create the exact atmosphere that favors the relations between all the members.

Woo suggests, “From the beginning, implement activities that integrate everyone, whether they are recreational or learning activities. The more optimism there is in the organizational climate, the more willingness to work and the greater the effort for everyone to succeed.

Once you have these things secure, the real work begins.“

Recruiting is one of the main actions in the talent management process. In fact, it is the first, since it consists of the ability to attract and hire talent. ”For recruitment actions to be effective, we have to design a strategy that is based on employer branding,“ Woo explains. 

Onboarding is a process. It enables new employees to become productive members of the organization. The process of developing and implementing strategic plans and talent management policies with the objective of achieving the goals that have been set out in the creation of the company.

Business leadership refers to the set of intentional activities aimed at achieving objectives in order to improve the quality of skills. As well as, the leadership attitudes of each of the components of the organization.

It is the process of establishing goals and designing business plans. These are responsible for linking the objectives with the particular achievements of each of the team members. In short, it is career planning. With this also comes recognition programs. It is a way to identify and motivate the individuals and teams involved. They contribute through their behaviors and actions to the success of the organization.

Finally, retention is the systematic effort to keep the best professionals in the company. The retention of talent in the organization is also oriented toward creating. And fostering a work environment and work climate favorable to the culture of high retention.

”All these points clearly express the precise measures that a company should take into account when starting to work on talent management,“ Woo concludes. ”It is worth mentioning that, for this, it is extremely necessary that the company’s management is committed to the employees”

About Allen Woo 

Allen Woo is a self-taught expert in business and personnel management. Originally from Canada, he has spent much of his adult life honing his innate skills in motivation and personal growth. Woo dedicates his time to helping businesses and individuals make significant improvements in their daily interactions, constantly exploring new methods to motivate and enhance teams. When he’s away from responsibilities, he likes to focus on inner growth and enjoys outdoor activities that exercise the body and the mind.

Allen Woo is sure that giving a transcendent purpose to your team is an ideal tool for the company’s growth and explains how this can be made possible.

Québec, Canada – WEBWIRE – Friday, May 13, 2022

Commitment cannot be achieved through rewards or punishment but can be inspired only through the belief that giving the best to the project will enhance their lives.

Experts recognize that transcendent motivation often goes unnoticed because it is not usually mentioned. This motivation is not for themselves, but for others. People who live with this motivation as a philosophy live to help others, on a daily basis, dedicating the best of themselves to their responsibilities. Allen Woo, an experienced personnel manager, explains how to give a transcendent purpose to the work team. 

Transcendent motivation is that drive that moves employees to act because of the consequences of their actions for others: it is to serve others. In a normal organization, employees are paid not for doing their job but for playing a role. 

The real job, then, is to help their company win, that is, to achieve its mission profitably and ethically. What happens is that, all too often, each individual and each part of the organization pursues its own interests at the expense of the organization as a whole.

Woo observed that: “people with goals and jobs that depended on achieving them are likely to achieve those goals even if they have to tear the company apart to do so.” Organizations often face a dilemma that seems irresolvable as individual incentives create silos on the one hand and collective incentives can destroy productivity on the other. 

Most focus on the known bad thing: individual performance indicators and accept the consequent impact on collaboration. Woo proposes to solve this problem by using purpose, accepting that the type of leadership needed to engage people in meaningful work is more complicated than it may seem.

The expert defines leadership as the process by which a person (the leader) gains the internal commitment of others (the followers) to achieve a mission that is aligned with the values of the group. “Commitment cannot be achieved through rewards or punishment but can be inspired only through the belief that giving the best to the project will enhance their lives,” Woo adds. 

In an organization, you have to be aware that you are part of a team and that you can’t win if the team doesn’t win, so you have to collaborate with your colleagues. To be an inspirational leader, the first thing to do is to understand that this type of leadership has nothing to do with formal authority but is related to moral authority. Hearts and minds cannot be bought or forced but can only be deserved and earned and therefore only granted to worthwhile missions and deserving leaders.

“As leaders, we should not always want our followers to do what we tell them to do because we cannot know every time what they need to do in every case to help the team win most effectively,” Woo asserts. “And even if we wanted them to obey, we also want them to put in their efforts and expertise to win, for which we want them to act with initiative, intelligence and enthusiasm. These behaviors cannot be forcefully extracted; they must be inspired by love and enthusiasm, so we must make our lives and the lives of the rest of the team meaningful.”

Through transformational leadership and a transcendent purpose, different problems can be addressed more effectively as it relies on the inspirational power of intangible incentives. This can include the individual feeling of collaborating on an important purpose, a sense of achievement and self-esteem, as well as shared values and ethics and a desire to be part of a community.

The transcendent purpose is related to the long term. It is a style that makes employees mobilize over a long horizon, and makes them walk paths to approach life and work from generosity, trust and attitude of service. However, this motivation must be especially driven by the leader. If the leader is not involved in promoting this type of motivation, it is more difficult to carry it out in a team.

About Allen Woo

Allen Woo is a self-taught expert in business and personnel management. Originally from Canada, he has spent much of his adult life honing his innate skills in motivation and personal growth. Woo dedicates his time to helping businesses and individuals make significant improvements in their daily interactions, constantly exploring new methods to motivate and enhance teams. When he’s away from responsibilities, he likes to focus on inner growth and enjoys outdoor activities that exercise the body and the mind.

Many people tend to confuse the terms management and leadership, and Allen Woo clarifies the picture and explains the main differences between the two.

Québec, Canada – WEBWIRE – Sunday, March 20, 2022

However, it is important to know that both are necessary for an organization. As we will see, if an organization is running efficiently, leadership and management exist in tandem.

Today, management and leadership are used interchangeably. However, even when they pursue similar objectives, they are radically different. Allen Woo, a connoisseur of all things related to personnel management and business, explains the main differences between leadership and management. 

Managers are often described as someone who tells people what they should do. Leaders inspire others through their words and actions, but without dictating. “These role portrayals, while semi-accurate, lead us to believe that we are naturally better off being called leaders than managers,” Woo explains. “However, it is important to know that both are necessary for an organization. As we will see, if an organization is running efficiently, leadership and management exist in tandem.”

Leadership and management are necessary competencies that add institutional value. Neither is superior or inferior to the other; they are simply different.

Leadership is about helping and inspiring people to achieve extraordinary results, to generate capabilities for excellence. Leadership is an activity of guiding and directing people to work together to achieve objectives. It requires a good vision and thinking outside the box.

“Leadership is not about titles, seniority, status, or management,” Woo points out. “A leader is someone who makes certain offers, requests, and promises. A leader generates an interpretation of the present, declares the possibility of a different future, and is able to generate trust in other people.”

The authority of the leader is given by the community being led. To be a leader, it is not enough to make a statement. The leader develops from his or her personal commitment to the mission and his or her competence to hold people together. Leadership will become evident when people give the leader the authority to lead the team toward mission success.

Leaders embody leadership mindsets, actions and are different. Leaders are defined by who they are as individuals and how they are perceived by their environment. You are not automatically a leader if you do leadership actions or hold a leadership position.

Management is the process of managing. As a manager, you are responsible for the operation and administration of the company and its workforce. This role ensures that the infrastructure for operations runs smoothly and that everything is exactly where it should be, when it should be, and that work is documented where necessary.

Managers are people who plan, organize and coordinate. They are methodical and always evaluate their process to make sure they are progressing as planned. If not, they adjust to going back to their baseline assessment.

Management is essential to ensure that an organization understands what they need to do and sets clear goals to achieve those objectives. This could be anything, from improving customer feedback to increasing profit margins.

Managers are also responsible for the top-down perspective of companies. Managers are often the eyes and ears for the business, and their influence is felt across the entire company. They work behind-the scenes to make sure that everything runs smoothly.

As you may have gathered, management and leadership overlap. Managers can certainly lead and leaders, in turn, can manage. However, the skills required to be good at either are different. The difference lies in how the two address similar challenges.

“Leadership requires vision, management requires tenacity,” Woo asserts. “A leader must develop a narrative, envision what the company will become, and state a mission. A good manager must be able to take that vision and transform it into reality using the resources that already exist in the company.”

Leadership inspires change; management manages transformation. A leader must set direction and inspire people to follow it. This process of following them often requires a lot of change, and this is where sound management comes in. It is the manager’s job to oversee the work required to implement the necessary changes and realize the organizational transformation set by leadership.

Leadership is more about inspiration, change, motivation, setting purpose and direction, as well as developing enthusiasm, unity and’stay power’ to see the journey through. Management is not about changing, but about stability and making the most of your resources to accomplish your goals.

Management and leadership are not two distinct things. They are often done by the same people. This is not the case of “You are either a manager, or a leader.”

Today it has been proven that it is critical for every organization to be a space for leadership. Every company requires leaders, people who have responsibility for declaring what game the organization will play and defining the roles of individuals within it. 

An organization cannot survive without its own reading of the world, without a declared mission, without making alliances and seducing people to unite and work under a common commitment and background. This leadership space can occur with varying degrees of effectiveness and success. However, an organization always requires leadership.

About Allen Woo 

Allen Woo is a self-taught expert in business and personnel management. Originally from Canada, he has spent much of his adult life honing his innate skills in motivation and personal growth. Woo dedicates his time to helping businesses and individuals make significant improvements in their daily interactions, constantly exploring new methods to motivate and enhance teams. When he’s away from responsibilities, he likes to focus on inner growth and enjoys outdoor activities that exercise the body and the mind.