Alessandro Eskandar Hatami

If the client is asking for a last minute new feature try to understand the following: 1) Is it a good feature that will add value to your work? 2) How much effort/time/cost will it require from you? 3) Why are they asking for this new feature? If it is a good addition that will enhance your work, you can afford it and have the time for it do it. If you can't afford it tell your client. If it is a poor addition and you feel it will diminish the quality of the work make your perspective clear and refuse to do it. If they insist find out why they are asking for it. There may be a worthwhile reason - if not, do not agree to it. Your reputation is your work, making it clear will improve your standing with the client. Bad work is sticky!

I find that the most effective way to manage a busy work schedule is to use a two by two matrix. Rate every task on the basis of importance and urgency. Do the Urgent-Important tasks first. The do the Urgent-Not Important making sure you do not miss deadlines for the Not Urgent-Important. Do the Not Urgent - Not Important last. Many of us add factors like Fun/Not Fun or Boring/Not Boring. They are powerful distractions so beware.

I would say the basic principles in gaing respect are the folowing: Be dependable - deliver when you can and make it clear upfront when you are not able to. Be trustworthy - Do not have an agenda beyond what you are asked to do and you state as your goals. Look at the big picture - make sure you and your boss are always aware of potential implications of the wider implications of your actions beyond the resolution of the most immediate issue. Know your boundaries - say no to asks that you consider immoral, illegal or wrong. Make sure that the reason for your "non-engagement" is clear to your boss. Be a Team Player - it's good to be a hero, it's better to be the means through which your whole team is a hero.

The most well conceived, intelligent and beneficial strategies will fail without the right buy-in from the organisation they are meant to support. In implementing any new strategy always think about the people it affects and have a plan for each: The Supporters - These will benefit from your new strategy, are willing to support it and have the right amount of "Power" to support it. Find them. The Opposers - know who will not benefit from a new direction. Make sure you have a plan to address their opposition. The Gatekeepers - You need their support to deliver the change. These need to be courted & persuaded. The Implementers - This is the tag team you need to deliver. Woo them. Lastly, Remember that culture eats strategy for breakfast!

Think of yourself as a bridge between the past and the new and build on this. These are some tips: Learn about the New - stay informed about changes in you area, read books, listen to podcasts and take courses. Work with Entrepreneurs - offer you skill for free as a mentor to early stage VCs and incubators. Talking to entrepreneurs building ne businesses gets you to learn new things, spread your knowledge and network. Engage with the Ecosystem - Write opinion pieces on how you area of expertise is changing. Talk about innovation, trends, risks and opportunities. Network - attend conference and if you can speak at them. Make new contacts and use these interaction to understand where you should channel you skills to achieve real results.

In my experience new technology should always be seen as a way to serve customers better while generating measurable benefit for the firm. Saying that it's the right thing to do is not enough. In a large established organisation it is key to identify and engage the key stakeholders: The Champion - They benefits the most from your innovation (ideally someone with a P&L). The more senior the better. The Gatekeepers - They do not necessarily benefit or are damaged by the innovation but support or oppose. They need to be wooed and charmed . The Opposers - They see your proposition as a personal threat to themselves or to their division. They could lose internal clout, headcount, capital etc. Always choose a champion that has sway over them.