QualityHU

A point of view of a freelance localizer and translator Who was the stakeholder and what was their role? For this discussion, I am going to use my freelancing experiences and use my clients as stakeholders. These clients are mainly LSPs and within that, primarily need to deal with translation project managers or project coordinators. In some cases they are more on the junior side, meaning they are not involved that much in the entire project but only in the coordination between linguists, and in some cases, they are senior project managers who have more interests in the project outcome because they need to manage them from beginning to end and they also need to deal with their clients. In some cases, depending also on the client and the size of the company, the project manager can be the owner or the president of the organization at the same time. As I mainly had pleasant experiences with these stakeholders, I am going to explain how I learned to deal with them in general going into de

While preserving the necessary anonymity, please share the dysfunction you encountered. What were the difficulties and how did they impact the team? This situation happened a few years ago. I was part of a team working on some high-profile projects for a Fortune 100 company through an LSP. The LSP's leadership - somewhat inexperienced and young - wanted to create high-functioning teams based on languages where team members help each other. The projects were assessed individually but the team’s collective quality score decided how well the LSP performed.  How did you or your team leader (or anyone else in the team, for that matter) try to address the problem? What strategy(ies) did you or they use? The problem is that while they had a theoretical idea about creating a positive team, they did not have any strategy in hand. Naturally, the team started out positively but after a while because of miscommunication, misunderstandings, lack of instructions, and training fear started to cre

    Designing for i18n and Culture - Books on Design By Annamaria Szvoboda, 2021 Books: #1: Susan M. Weinschenk: 100 Thing Every Designer Needs To Know About People #2: Don Norman: The Design of Everyday Things #3: Don Norman: Emotional Design View Points I read and reviewed the above-mentioned books following these guidelines while working on the presentation: A brief summary of the main points in each book. How are the books similar? Where do they diverge? How can I apply the concepts in these books to my professional life, specifically in localization and internationalization? What concepts were new? What did I learn from each of the books and how will that help you moving forward? Were there any concepts or ideas that I disagreed with or that did not resonate with me? Overview of book #1 Today most people use digital interfaces on a daily basis. This book focuses on the creation of an intuitive interface design with the help of neuroscience discoveries. The way human beings perceiv

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  We live in a world where success is a matter of solving problems and coming up with the next big idea. It’s not enough anymore to be smart and hardworking. Organizations need their employees to collaborate, experiment and respond to their business needs that are constantly changing. But in many workplaces, people lack the confidence to do this silenced by fear and failure, judgmental colleagues, or unapproachable bosses. When leaders use fear to motivate, people can turn to extremes and dangerous methods to get the job done. And when fear gets in the way of people speaking up at work, it’s not only the individuals who miss out. No one wakes up in the morning saying and thinking that as soon as they arrive at the office, they want to look ignorant, incompetent, intrusive or negative. Well, it’s easy to manage that: if you don’t want to look ignorant, don’t ask questions. If you don’t want to look incompetent, don’t admit your mistakes and failures. If you don’t want to appear incompet

Growing as a Leader Creating Change in My Leadership Last week I did a SWOT analysis about my leadership skills and characteristics and I came to the conclusion that the weaknesses I identified can be changed if I work hard on them and create a plan of how to change my leadership. The following weaknesses were identified: I am not a good public speaker and I tend to become shy if I need to speak up. I tend to become impatient when things are too slow and what I realized is that compared to other people almost everything is too slow for me. I sometimes tend to judge people too quickly based on obvious signs. I don’t ask enough questions. I am not strong at defining my expectations or establishing my rules to others. They also say 80% of the people tend to have optimistic bias but I can see both the optimistic and pessimistic tendencies in me when I look at myself and my prospect of becoming a successful leader. It’s somewhat the same with this assignment; I don’t entirely believe that t