Secret to Success: Do More, and Do It Better

Instead of trying to get comfortable in your job, try to get constantly uncomfortable. Seek out problems, look for potentially painful experiences, approach the scariest people, juggle more balls than most people handle, and put an extra percentage of “umph” into everything you do.

You will likely find that you can do what you never thought you could. Here are some CEOs’ versions of doing more early on in their careers:

“I specifically looked for work in areas where there was no competition—or slothful, stupid competition.”

“To stand out from my competitors, I always offered to work for a month for free, and at the end of it, if I liked the organization and they liked my work, it was a win-win situation for both.”

“I discovered that standing out from the crowd is not about putting in an extraordinary effort on a single task, or a single job, or on a single day. It is simply doing the little things that others aren’t willing to do . . . and not just when you feel like doing them but the whole time.”

“It’s trite, but I try to be more informed, work harder, quicker, and hopefully smarter than my peers . . . and with no higher priority than to solve problems.”

If you are in sales, sell more, to more people while spending less on expenses, and help your fellow salespeople do the same. If you are in finance, figure out ways to save the company money as well as increase revenues and worth. Share what you’re doing with colleagues to assist them in doing the same. If you are in IT, make information more accessible, usable, and faster across the board, and lend a hand to the non-techie types to make the technology easier for them. If you are in marketing, creatively get more positive exposure for the organization to support sales, and be inclusive of other departments’ goals too. And if you are in human resources, resolve issues quicker, get processes in place, and communicate among all levels more efficiently and effectively so all have buy-in.

When TJ Walker’s book came out, TJ Walker’s Secret to Fullproof Presentations (Greenleaf Book Group Press, 2009), he wanted to do more to promote it. He set a goal to conduct a record number of talk show interviews in a 24-hour period. With massive behind-the-scenes organization culminating in the daylong event, he succeeded in getting 112 talk show interviews scheduled. It literally qualified him for the Guinness Book of Records, which brought another wave of publicity. He said it was physically grueling to stay awake for 24 hours, but his book ended up at number one on the bestseller lists for USA Today, Businessweek, and the Wall Street Journal.

If work opportunities aren’t coming fast enough, go find them. If you risk and fail, you’re still further ahead in learning than those who didn’t try.

Source: B2C

Tips For Starting Product Owners

In this blog, we’ll cover some tips and tools for starting Product Owners, to help you in your new role. The Product Owner role is a brand new role in many organizations and it’s a role which can’t be compared to traditional roles, such as project managers or business analysts.

A Product Owner in it’s most beneficial form acts like an Entrepreneur, like a ‘mini-CEO’. The Product Owner is someone who really ‘owns’ the product. This is something quite different from a project manager (PM) or business analyst (BA) role, where ‘the business’ typically ‘owns’ the product and where the PM or BA act more like a proxy between the (project) sponsor and the supplier (IT for example). The Product Owner as an Entrepreneur owns the Product, the Product Vision, the Product Roadmap and the Products’ budget. So ideally, the Product Owner is profit-and-loss accountable for the Product.

What I see in many organizations, however, is that the Product Owner role is implemented on a ‘lower’ level of the Product Owner Maturity model. So, most Product Owners I encounter are actually Scribes, Proxy’s or Business Representatives. In this blog, we’ll cover some tips for the starting Product Owner. In another blog (which will follow soon) we’ll cover tips for more advanced Product Owners (on the Entrepreneurial level).

Okay, so you just started as a Product Owner, what should be your first steps? Below I’ve defined some important steps you should take as a Product Owner.

Important remark:
Beware that these steps aren’t necessarily sequential. Although I found it helpful to perform the following steps in this order, you might want to change some stuff around of course. Don’t misuse these steps to prevent you from getting started! The purpose of these steps is not to perform them all, before you ever start your first Sprint. You’ll want to start your first Sprint as soon as possible, deliver a done increment and work on these steps as you’re learning new things.

Step 1: Form the Scrum Team & collaborate with them.

As a Scrum Product Owner, you only need one thing in order to get started, which is your Scrum Team! You’ll need someone to help you guide the process, coach you and your team and to solve impediments, which is your Scrum Master. And of course, you’ll need some people to develop and maintain the product, which are the people in your Development Team. Your first step as a Product Owner should therefore be to get you yourself a Scrum Team. In all the following steps, make sure you collaborate with them to increase your chances for success, but also to get the team enthusiastic, motivated, involved and to use their knowledge and experiences.

Step 2: Get clarity on the (product) vision.

Many Product Owners start as scribes, proxy’s or business representatives on the Product Owner maturity model. Ideally, you’d be the person who defines the vision, but what I see typically is that starting Product Owners are appointed in their role by the organization and typically do not have the mandate to decide on the (product) vision yet. So therefore, you should get clarity on the (product) vision, by talking to your stakeholders (and your Scrum Team).

There are many tools/techniques that could help you in defining the product vision, take a look at some of these techniques (business model canvas, product vision board, product canvas, value proposition design) and collaborate with your stakeholders, Scrum Master and Development Team to create them. Mind yourself, it would require a perfect and non-changing world to get your first vision board right. Besides that, since the world is changing continuously, you’ll probably have to pivot or change things around over time anyway. So, don’t try to get it perfect! Try to create an inspiring vision, that helps people to focus. That’s an important part of your job as a Product Owner, create focus.

Step 3: Get clarity on your stakeholders and how to engage them.

One of your responsibilities as a Product Owner, is to manage (or engage with) your stakeholders (including customers). You should make sure that the right people are sitting together with you as a Product Owner, to decide on the product vision, product roadmap, value for the product and to make choices together. As a Product Owner, you should involve the right stakeholders to maximize value delivered to your customers.

A tool I’ve used very often is the ‘stakeholder map’. It’s a nice tool to gain insight in the stakeholder field and to decide how to manage them / engage with them. In the stakeholder map, you can plot your stakeholders on two axes; 1) their (formal/informal) power and 2) their interest in the product. Based on their power and interest, you can define how to engage with the different groups of stakeholders. So what I often did, was that I designed a stakeholder map and based on the mapping, I designed my communication strategy for the different groups of stakeholders. Although I may not have to mention this, you would of course like spend most of your time on your most important stakeholders! So design your communication strategy based on this principle.

Step 4: Get clarity on your mandate (including your team and budget).

So, now that you know your most important stakeholders, involve them to define your mandate. Maybe you’ve been appointed by a sponsor, management or the business as a Product Owner, but what does this mean for them? What are your responsibilities? And what is the mandate that comes with these responsibilities?

Something I’ve used often to get clarity on the Product Owners’ mandate, is Jurgen Appelo’s (author of Management 3.0) Delegation Poker. There are quite some examples of Delegation Boards / Delegation Poker that can be found on the internet, also see the following example. There are some aspects that I always like to get clarity on (amongst lots of others), which are:

• Who is needed to define, change or pivot the product vision?


• Who is needed to define, change, pivot or remove business goals?


• Who is needed to add, define, change or remove items from the Product roadmap?


• Who is needed to add, define, change or remove items from the Product Backlog?


• Who is needed to add, change or remove people from the Scrum Team?

Step 5: Determine what ‘value’ is/means for your product.

How to define and measure value is something that is context-dependent. This may be totally different depending on your product, branche, type of product, product lifecycle phase, etc, etc. Therefore, you should define together with your (most important) stakeholders, what you consider as ‘value’. What is ‘valuable’ for the product? What is valuable for your customers? What is valuable for the processes you’re supporting? Based on how you define value for your product, you can also decide how you will measure value for the product.

Please remember, what value is for your product is context dependent. However, what value is, is also time-dependent! What value is for your product and how to measure it, may change over time.

Step 6: Create a (goal-oriented) (product) roadmap.

Now that you’ve defined what value is for your product and how to measure value, it’s a good time to translate this into a goal-oriented product roadmap (also see this blog for some tips about roadmaps). I like the goal-oriented roadmap a lot, since it is focussed on value (goals) first and features later. A lot of Product Owners fall into the trap of maximizing the teams’ output. Your goal should however be to maximize outcome. So, start by focussing on goals first! Define a couple of goals for the shorter term (next Sprint, this month, next month) and for the longer term (this quarter, next quarter, this year). Ordering and managing your Product Backlog will become much easier if you are clear on your goals.

Step 7: Create a story map for the product.

The next step would be to create a story map, together with some of your stakeholders and your Development Team. The story mapping technique is an awesome way to brainstorm, gain insights and get a picture of the product you are creating.

Step 8: Co-create the Sprint Goal & the Sprints’ plan.

Now that you’ve created your roadmap and story map, it’s time to design a Sprint Goal. The Sprint Goal has been very helpful for me in the past, because it provides the Scrum Team with a lot more focus. Focus is not only one of the core values of the Scrum Framework, it also makes a huge difference for the performance of the Development Team, and herewith also for the amount of business and customer value you can deliver for your product.

What I used to do as a Product Owner, was to create a ‘concept’ Sprint Goal before the Sprint Planning, with which the Scrum Master assisted me by asking lots of questions and by brainstorming together. The reason I’m calling it a ‘concept’ is because the Sprint Goal is being created during the Sprint Planning, together with the whole Scrum Team. Personally, I always liked to start the Sprint Planning with a goal in mind, to reshape that goal with the Development Team and then to move on to the other aspects of the Sprint Planning meeting.

Step 9: Keep collaborating with your Scrum Team and stakeholders.

While Sprinting, and while regularly delivering done product increments, the most important thing for you to do as a Product Owner, is to keep collaborating with your Scrum Team and your stakeholders. Support the Development Team by hosting refinement sessions, explaining the product vision, goals, roadmap and Product Backlog items. Support them by making items small, clear and valuable. Support them in gathering feedback from customers and users, etc.

Also keep collaborating with your stakeholders. Make sure to spend the most amount of your time on your most important stakeholders. Update your stakeholder map once in a while. Evaluate if your communication strategy is still working. And most important, make sure you get feedback early and often, so that you can maximize the value delivered every Sprint, again and again!

So that’s it! 9 Tips for starting Product Owners. I hope this was useful for you!

Source: B2C

Tips For Starting Product Owners

In this blog, we’ll cover some tips and tools for starting Product Owners, to help you in your new role. The Product Owner role is a brand new role in many organizations and it’s a role which can’t be compared to traditional roles, such as project managers or business analysts.

A Product Owner in it’s most beneficial form acts like an Entrepreneur, like a ‘mini-CEO’. The Product Owner is someone who really ‘owns’ the product. This is something quite different from a project manager (PM) or business analyst (BA) role, where ‘the business’ typically ‘owns’ the product and where the PM or BA act more like a proxy between the (project) sponsor and the supplier (IT for example). The Product Owner as an Entrepreneur owns the Product, the Product Vision, the Product Roadmap and the Products’ budget. So ideally, the Product Owner is profit-and-loss accountable for the Product.

What I see in many organizations, however, is that the Product Owner role is implemented on a ‘lower’ level of the Product Owner Maturity model. So, most Product Owners I encounter are actually Scribes, Proxy’s or Business Representatives. In this blog, we’ll cover some tips for the starting Product Owner. In another blog (which will follow soon) we’ll cover tips for more advanced Product Owners (on the Entrepreneurial level).

Okay, so you just started as a Product Owner, what should be your first steps? Below I’ve defined some important steps you should take as a Product Owner.

Important remark:
Beware that these steps aren’t necessarily sequential. Although I found it helpful to perform the following steps in this order, you might want to change some stuff around of course. Don’t misuse these steps to prevent you from getting started! The purpose of these steps is not to perform them all, before you ever start your first Sprint. You’ll want to start your first Sprint as soon as possible, deliver a done increment and work on these steps as you’re learning new things.

Step 1: Form the Scrum Team & collaborate with them.

As a Scrum Product Owner, you only need one thing in order to get started, which is your Scrum Team! You’ll need someone to help you guide the process, coach you and your team and to solve impediments, which is your Scrum Master. And of course, you’ll need some people to develop and maintain the product, which are the people in your Development Team. Your first step as a Product Owner should therefore be to get you yourself a Scrum Team. In all the following steps, make sure you collaborate with them to increase your chances for success, but also to get the team enthusiastic, motivated, involved and to use their knowledge and experiences.

Step 2: Get clarity on the (product) vision.

Many Product Owners start as scribes, proxy’s or business representatives on the Product Owner maturity model. Ideally, you’d be the person who defines the vision, but what I see typically is that starting Product Owners are appointed in their role by the organization and typically do not have the mandate to decide on the (product) vision yet. So therefore, you should get clarity on the (product) vision, by talking to your stakeholders (and your Scrum Team).

There are many tools/techniques that could help you in defining the product vision, take a look at some of these techniques (business model canvas, product vision board, product canvas, value proposition design) and collaborate with your stakeholders, Scrum Master and Development Team to create them. Mind yourself, it would require a perfect and non-changing world to get your first vision board right. Besides that, since the world is changing continuously, you’ll probably have to pivot or change things around over time anyway. So, don’t try to get it perfect! Try to create an inspiring vision, that helps people to focus. That’s an important part of your job as a Product Owner, create focus.

Step 3: Get clarity on your stakeholders and how to engage them.

One of your responsibilities as a Product Owner, is to manage (or engage with) your stakeholders (including customers). You should make sure that the right people are sitting together with you as a Product Owner, to decide on the product vision, product roadmap, value for the product and to make choices together. As a Product Owner, you should involve the right stakeholders to maximize value delivered to your customers.

A tool I’ve used very often is the ‘stakeholder map’. It’s a nice tool to gain insight in the stakeholder field and to decide how to manage them / engage with them. In the stakeholder map, you can plot your stakeholders on two axes; 1) their (formal/informal) power and 2) their interest in the product. Based on their power and interest, you can define how to engage with the different groups of stakeholders. So what I often did, was that I designed a stakeholder map and based on the mapping, I designed my communication strategy for the different groups of stakeholders. Although I may not have to mention this, you would of course like spend most of your time on your most important stakeholders! So design your communication strategy based on this principle.

Step 4: Get clarity on your mandate (including your team and budget).

So, now that you know your most important stakeholders, involve them to define your mandate. Maybe you’ve been appointed by a sponsor, management or the business as a Product Owner, but what does this mean for them? What are your responsibilities? And what is the mandate that comes with these responsibilities?

Something I’ve used often to get clarity on the Product Owners’ mandate, is Jurgen Appelo’s (author of Management 3.0) Delegation Poker. There are quite some examples of Delegation Boards / Delegation Poker that can be found on the internet, also see the following example. There are some aspects that I always like to get clarity on (amongst lots of others), which are:

• Who is needed to define, change or pivot the product vision?


• Who is needed to define, change, pivot or remove business goals?


• Who is needed to add, define, change or remove items from the Product roadmap?


• Who is needed to add, define, change or remove items from the Product Backlog?


• Who is needed to add, change or remove people from the Scrum Team?

Step 5: Determine what ‘value’ is/means for your product.

How to define and measure value is something that is context-dependent. This may be totally different depending on your product, branche, type of product, product lifecycle phase, etc, etc. Therefore, you should define together with your (most important) stakeholders, what you consider as ‘value’. What is ‘valuable’ for the product? What is valuable for your customers? What is valuable for the processes you’re supporting? Based on how you define value for your product, you can also decide how you will measure value for the product.

Please remember, what value is for your product is context dependent. However, what value is, is also time-dependent! What value is for your product and how to measure it, may change over time.

Step 6: Create a (goal-oriented) (product) roadmap.

Now that you’ve defined what value is for your product and how to measure value, it’s a good time to translate this into a goal-oriented product roadmap (also see this blog for some tips about roadmaps). I like the goal-oriented roadmap a lot, since it is focussed on value (goals) first and features later. A lot of Product Owners fall into the trap of maximizing the teams’ output. Your goal should however be to maximize outcome. So, start by focussing on goals first! Define a couple of goals for the shorter term (next Sprint, this month, next month) and for the longer term (this quarter, next quarter, this year). Ordering and managing your Product Backlog will become much easier if you are clear on your goals.

Step 7: Create a story map for the product.

The next step would be to create a story map, together with some of your stakeholders and your Development Team. The story mapping technique is an awesome way to brainstorm, gain insights and get a picture of the product you are creating.

Step 8: Co-create the Sprint Goal & the Sprints’ plan.

Now that you’ve created your roadmap and story map, it’s time to design a Sprint Goal. The Sprint Goal has been very helpful for me in the past, because it provides the Scrum Team with a lot more focus. Focus is not only one of the core values of the Scrum Framework, it also makes a huge difference for the performance of the Development Team, and herewith also for the amount of business and customer value you can deliver for your product.

What I used to do as a Product Owner, was to create a ‘concept’ Sprint Goal before the Sprint Planning, with which the Scrum Master assisted me by asking lots of questions and by brainstorming together. The reason I’m calling it a ‘concept’ is because the Sprint Goal is being created during the Sprint Planning, together with the whole Scrum Team. Personally, I always liked to start the Sprint Planning with a goal in mind, to reshape that goal with the Development Team and then to move on to the other aspects of the Sprint Planning meeting.

Step 9: Keep collaborating with your Scrum Team and stakeholders.

While Sprinting, and while regularly delivering done product increments, the most important thing for you to do as a Product Owner, is to keep collaborating with your Scrum Team and your stakeholders. Support the Development Team by hosting refinement sessions, explaining the product vision, goals, roadmap and Product Backlog items. Support them by making items small, clear and valuable. Support them in gathering feedback from customers and users, etc.

Also keep collaborating with your stakeholders. Make sure to spend the most amount of your time on your most important stakeholders. Update your stakeholder map once in a while. Evaluate if your communication strategy is still working. And most important, make sure you get feedback early and often, so that you can maximize the value delivered every Sprint, again and again!

So that’s it! 9 Tips for starting Product Owners. I hope this was useful for you!

Source: B2C

Knock Knock, Who’s There? Augmented Reality in Door-to-Door Sales

3dman_eu / Pixabay

At Base, we are always on the lookout for the latest and greatest trends and thinking about how they can be applied to sales. Lately, we’ve been thinking a lot about augmented reality.

Augmented reality (AR), not to be confused with its sister technology virtual reality (VR), refers to the insertion of virtual elements into real-world scenarios through mobile devices, screens and even eyeglasses.

Who’s Using It

AR is quickly finding its way beyond Snapchat filters and into business. Retailers have already been using AR for quite some time to create more convenient and personalized shopping experiences for consumers. And now, B2B companies are catching on:

Google: Simply point your phone at text using the Google Translate app to receive a real-time translation into one of 29 (yes, 29!) available languages.
Oracle: At its Modern Customer Experience Conference, Oracle demonstrated how AR could be used in field service management to repair a slot machine.
Boeing: By superimposing parts over actual products, Boeing is making manufacturing and maintenance easier for airplane technicians.

Why It Matters

According to Beechum Research, the AR market, minus consumer components, could reach $800 million by 2020. This forecast is made more likely by the recent release of Apple’s ARKit, a solution to help developers more easily create AR apps for iOS.

When applied to door-to-door sales specifically, AR has the potential to drive unprecedented productivity by allowing reps to interact in real-time with their territories. Of course, let’s not forget that AR is just plain awesome – and there’s a lot to be said for making work fun.

Even Apple’s CEO Tim Cook could hardly contain himself when chatting with Bloomberg about AR: “I am so excited about it, I just want to yell and scream!” See what we mean?

How It Could Work

Field sales teams, picture this: no more plotting out your route before leaving the office. No more digging through your CRM to find your next hot lead from the car, or fumbling with your smartphone to enter visit outcomes between knocks.

Instead, imagine standing in the middle of the street, holding up your phone and knowing that “green” buildings contain hot leads that you should visit ASAP, while “red” buildings should be left for another day. As you approach your “green” building, the company’s name, contact title, last touch and other key data points appear before your very eyes.

Are you in the solar industry? Take your prospect outside, point your tablet or phone at their home or business and show them what it would look like with solar panels, along with a breakdown of monthly cost savings. In the medical device space? Show customers the inner-workings of prototypes and how they differ from competitive offerings.

When you leave (after closing the sale, of course), simply give your phone a thumbs up to be provided with a touch screen list of positive visit outcomes to choose from.

What Do You Think?

While examples like the above are not yet an actuality, door-to-door sales is getting closer every day with solutions like geolocation. Do you think augmented reality is the next big thing in mobile CRM technology? Would you use AR as a field sales rep? Join the conversation and let us know what you think in the comments below.

Source: B2C

Why Does Your WiFi Speed Stink? [Infographic]

WiFi is that individual friend that comforts us after work, allowing us to surf the Netflix in bed, and permitting us to work from anywhere, anytime we wish to do so.

Thus, to sum up, I should say that WiFi has become nothing short of a necessity these days, especially with the steeply rising curve of mobile device usage. But at the same time, when speed issues arise you feel like throwing your mobile device right out of the window.

Fortunately, most of these speed issues can be solved in a jiffy. We will discuss all these things in greater detail in this article (cum infographic). So pay attention as closely as possible.

Causes of poor WiFi speed

1. Poor router positioning

Most people don’t pay much heed to the importance of picking a decent spot for their respective WiFi routers.

Now, this is a mistake. Remember, even a small shift in positioning can make all the differences in the world. Poor router positioning can bog down your network and can bring its speed down well below a notch or two.

2. WiFi thieves

One of the best things about owning a personal wireless network is the easy access it provides to the internet. But sometimes this access becomes too easy such that anyone can get on it without your permission.

Always remember that the more people you have on your network, the slower it’s going to be. Hence, this vulnerability of your network must be removed (or checked) at all possible cost to boost your WiFi in the best possible manner.

3. Too far

Yes, distance does count as an issue.

The farther you are away from your router, the weaker its signal going to be.

4. Interferences

Interference from other devices such as microwave ovens, wireless speakers, direct satellite services, cordless telephones, and other similar devices can seriously bog down your network connection for bad.

Try to keep your router away from these interfering devices to get the best possible results in the long run.

A few notable mentions:

• Network congestion


• Noise


• Bluetooth interference


• Christmas lights


• Outdated equipment

So that takes care of the causes then. Let’s move on the cure now. This infographic can help.

How to give your router a boost in the right direction

Infographic:

Source- Inspire WiFi

So that’s it then. Hope you had a good and enlightening read. Happy fixing!

Source: B2C

Marvel’s Agents of S.H.I.E.L.D. Has Show Go Into Space After Earth’s Destruction Caused By Daisy

(ABC/Jennifer Clasen)

Marvel’s Agents of S.H.I.E.L.D. saw the team head into space because a cataclysmic event caused by Daisy caused the destruction of Earth. It was certainly a huge change for the show and establishes possible new events for the films. After those events, the Kree restored order by subjugating the rest of humanity on a nearby space station, where they experiment on humans and use them as slaves.

Phil Coulson (Clark Gregg) and the team desperately tried to send a message back to Fitz on Earth but that failed upon the news of what happened to Earth. Executive producers Jed Whedon and Jeff Bell spoke to EW about the shocking reveal and what that means for the show and the Marvel universe.

On how Daisy will handle knowing she caused the cataclysmic event:

BELL: “I didn’t do it, I would remember it if I had done it,” but he’ll say, “Yeah, but that’s because you came to the future, what if you hadn’t? The you that didn’t, or whatever, could’ve done that.” Also, she’d say, “I’m not nearly powerful enough to do that, so that couldn’t be right.” So she’s going to push back, but at the same time, she has to start paying attention to what’s happening around her.

WHEDON: She’s someone who blames herself already for every death that occurs around her, so that’s a natural inclination for her, just magnified at a grand scale

On the show connecting with the Marvel universe:

BELL: The literalness of it is logistically impossible. Last year, because of Doctor Strange, that allowed us to expand our universe to include Ghost Rider, and other dimensions, and the Darkhold.

WHEDON: And more magical aspects.

BELL: The Guardians movies have also now allowed us to expand into worlds that we really couldn’t before. So having aliens, having ships, having these other aspects does resonate with the movies, but the next movie doesn’t come out until May, which is after we’re done.

On the overall theme of the season:

WHEDON: This year, as with every year, we’re exploring the nature of humanity. Is humanity something that can be saved? Is there an innate evil or goodness to mankind? That’s reflected in our characters.

BELL: The other thing we talked about is legacy. Coulson is so closely associated with S.H.I.E.L.D. and here they’ve shown up in the future and these people are expecting S.H.I.E.L.D. to be their savior. Meanwhile, Daisy, who is supposed to be the next generation of S.H.I.E.L.D., is also possibly a destroyer of worlds. May shows up and the first thing that happens to her is she gets a pipe through her leg, so she’s struggling a little bit. Back on Earth, S.H.I.E.L.D. has been demonized, so what is the meaning of your life’s work? What is the meaning of keeping those things going? What matters in terms of the work you do? How do you treat people? Those are a lot of the things we keep coming back to.

Coulson (Clark Gregg, reprising his role from “The Avengers” and “Iron Man” ) heads an elite team of fellow agents with the worldwide law-enforcement organization known as SHIELD (Strategic Homeland Intervention Enforcement and Logistics Division), as they investigate strange occurrences around the globe. Its members — each of whom brings a specialty to the group — work with Coulson to protect those who cannot protect themselves from extraordinary and inconceivable threats, including a formidable group known as Hydra. Gregg, Ming-Na Wen, Chloe Bennet, Henry Simmons, Ian De Caestecker, Natalia Cordova-Buckley, Elizabeth Henstridge, Nick Blood, Jeff Ward, Eve Harlow, Pruitt Taylor Vince, and Coy Stewart star in the new episodes.

Marvel Agents of S.H.I.E.L.D. airs Fridays at 9 p.m. ET on ABC.

Source: B2C

Why Does Your WiFi Speed Stink? [Infographic]

WiFi is that individual friend that comforts us after work, allowing us to surf the Netflix in bed, and permitting us to work from anywhere, anytime we wish to do so.

Thus, to sum up, I should say that WiFi has become nothing short of a necessity these days, especially with the steeply rising curve of mobile device usage. But at the same time, when speed issues arise you feel like throwing your mobile device right out of the window.

Fortunately, most of these speed issues can be solved in a jiffy. We will discuss all these things in greater detail in this article (cum infographic). So pay attention as closely as possible.

Causes of poor WiFi speed

1. Poor router positioning

Most people don’t pay much heed to the importance of picking a decent spot for their respective WiFi routers.

Now, this is a mistake. Remember, even a small shift in positioning can make all the differences in the world. Poor router positioning can bog down your network and can bring its speed down well below a notch or two.

2. WiFi thieves

One of the best things about owning a personal wireless network is the easy access it provides to the internet. But sometimes this access becomes too easy such that anyone can get on it without your permission.

Always remember that the more people you have on your network, the slower it’s going to be. Hence, this vulnerability of your network must be removed (or checked) at all possible cost to boost your WiFi in the best possible manner.

3. Too far

Yes, distance does count as an issue.

The farther you are away from your router, the weaker its signal going to be.

4. Interferences

Interference from other devices such as microwave ovens, wireless speakers, direct satellite services, cordless telephones, and other similar devices can seriously bog down your network connection for bad.

Try to keep your router away from these interfering devices to get the best possible results in the long run.

A few notable mentions:

• Network congestion


• Noise


• Bluetooth interference


• Christmas lights


• Outdated equipment

So that takes care of the causes then. Let’s move on the cure now. This infographic can help.

How to give your router a boost in the right direction

Infographic:

Source- Inspire WiFi

So that’s it then. Hope you had a good and enlightening read. Happy fixing!

Source: B2C