Yesterday I had the perfect example of Wiio's Laws. Just to provide a little background: Osmo Wiio is a Finnish researcher of human communication and despite the fact that his laws are seem as funny material by most people, I think they are actually very insightful. I've copied them below, so you can have an overview of the concept. I'm also providing a link to Jukka Korpela's website (the place from where I took the English translation of the laws), where you can find a synthetic yet comprehensive explanation of each one.

I've been a tech guy my entire life, but now I'm playing a management role at the company and I know there are lots of things I must learn in order to be worthy of that position. One of the tools I'm using for that is podcasts. I'm listening to a series of shows, every day, to get tips and techniques to improve my soft skills and, I hope, become a better Project Manager and Team Leader.

The habit of listening to podcasts in the way to work (I travel like one hour by bus every morning) has actually turned into an addiction. Besides, it is also inspiring me. I want to be a podcaster myself, but I'm willing to do that inside the company. Yeap. I'm trying to put forward a project to produce an internal podcast, focusing the professional development of our employees under the perspective of our company's mission and goals.

I don't know if this is gonna succeed. Something says me it will, and I'm putting a great deal of faith on that. I'm planning to produce a pilot show at home, then presenting it to my boss (the IT manager), the HR manager, and the company's Communications Assessor. The show has a name already, Project Future, a logo, and also an intro and and extro themes. I'm now trying to gather the tech stuff I'll need to record it.

Let's see what happens. I shall write more on this topic in the future to let you know how it is going.

The primary goal of our team was to regain the internal client’s trust. The company’s systems were running very, very slow, and since that was the major complain of almost everyone, we decided to focus efforts and try to solve that problem first.

The company I’m working for is built upon a rigid hierarchical structure of functional departments where even low budget initiatives must acquire several rows of signatures filled in before going anywhere, including the Chairman’s one.