Coordinating the It-Project

Why do you think you fit to a position?

Firstly, i have an experience of coordinating the it-project, beeing a key chain between users and developers. Secondly, i' ve learned how to communicate with people, how to behave in tough situations with clients and how to solve the conflicts. I feel i could besuccesful on this position.

What are your areas for development?

I don't have tailored education for this position, but do have engineering education and a strong desire to be succesful in this work.

Why did you move to Moscow?

Two things happened simultaniously: there were more career opportunities inside the company in Moscow and my girlfriend was offered a job in Moscow, so we decided to move together.

Essay on CEO's

If you were to ask me what I wanted to be when I graduate, I would give you an answer that you would not likely expect. It would be something that is impossible to be right out of college, but it is my main goal. That job is that of a CEO. I enjoy being a leader and making an impression with everything I do, but I was unsure if that was material for a future CEO. I found a book that really struck my attention because it is a book about fifty of the nations most successful businessmen. This book is "Lessons from the Top" by Thomas J. Neff and James M. Citrin. It reveals insights and gives you a closer look at their million dollar ideas and what sparked them.

This book profiles fifty of the nations best CEO's and highlights at the end on six principles that all of them more or less share. The six principles to successful management by Neff and Citrin are:

1) Live with Integrity and Lead by Example

2) Develop a winning strategy or "Big Idea

5) Create a Flexible, Responsive Organizations

6) Reinforcing Management and Compensation

These principles are not in a particular order or should not be done one at a time, but these are something that should be implemented in your company around the clock.

Living with integrity and leading by example are two of the essentials to success. It is the voice of right and wrong that directs you through life. Hank Greenberg of AIG thinks integrity coupled with the ability to achieve results is what makes a good leader. Employees spend a lot of time watching the boss to see what he is doing and because of this managers must have a large amount of humility. Many say a persons ego can be their demise. Herb Kelleher makes a good point when he says, "The best leaders must be good followers as well." He says you have to be willing to go for other people's ideas even and especially when you are struggling with your own. Herb Kelleher is quoted " you have to be selfless and take risks for your people, if you don't fight for your people then you can count on you people not fighting for you." The best leaders state that they need to spend a lot of time acting in such a way that makes the company's objectives clear.

The second principle for successful management is trying to develop a winning strategy or a "Big Idea". Larry Bossidy of AlliedSignal said, " I think the most significant challenge that businesses will be facing over the next few years is the acceleration of intensity. Because of that, you need to be in a business where you have a