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I know when business leaders dispense the best advice they ever got, it's supposed to come from other titans of industry. But mine came from a food-splattered, sex-crazed short-order cook at a Bellevue Red Robin. I worked there as a dishwasher before college, in a space barely largely enough to turn around in, called The Pit. It had a hose dangling above a sink. To the left was a steam-sanitizer that heated dishes to 300 degrees in 30 seconds, and to the right a 20-foot steel table that wave after wave of busboys loaded with dirty dishes. The garbage disposal button below the table occasionally electrocuted people; this once included Dan, our skeptical kitchen manager. When Dan could stand again, he didn‘t promise to fix the disposal; he just told me to ―wear rubber boots and go f*** yourself.‖ The other dishwasher also went to my high school. It was a relief to see him there because he was cooler than I was. When the dishes piled up, he‘d vomit into the sink from the stress, sigh, then hit the garbage disposal button to suck it down. He quit a month after I started.
I was to be the restaurant‘s only dishwasher until we found someone new. That whole summer, we never did. Some of the prep cooks took a turn in the mornings before I got there, but mostly let the cookware pile up. While asleep, I dreamed about those dishes. And all my other time that summer was spent cleaning them. I liked it when Dan told me, ―Without you, this whole place goes down.‖ It was the first time a job had consumed me, and I found I didn't mind being consumed. But I didn't have a natural dish-washing gift. I was dainty and uncertain, hosing off a few plates before pausing to contemplate a blackened fajita skillet. E very night, I got ―into the weeds.‖ In business, this means you've strayed into unnecessary detail. But I heard it first in restaurants, where it means you've fallen terribly, terribly behind. It also means despair. When I got into the weeds, no one would save me. I'd just have to work later, until 3 or 4 a.m. It was hard to feel that everyone else closing the restaurant was waiting for me without helping me. It was hard to stand for so long. When I crept into the house, the family dogs rushed me because I didn't even smell like a person anymore; I‘d become a hamburger. It was the first problem I‘d faced that wasn't defined like a homework assignment, measured out by a teacher or manager to the exact degree that I could manage. Instead, what I could manage just had to be re-defined to be whatever it took to conquer the problem. The next time this happened was a decade later, when I began a startup. I‘d have never made it if a line cook named Steven Livestead hadn't taken pity on me. He worked to the accelerated rhythms of our Saturday-night soundtrack, which got diners to eat faster. When dropped patties and melted ice cream piled up at his feet, Steven would call out, ―I NEED A LINE SWEEP, I NEED A LINE SWEEP!‖ And then before anyone could possibly respond, he‘d wield two brooms as if they were lashed together, bumping into people and yelling like a kamikaze in a movie, distraught and doomed, but kind of happy too. Steven was the one who brought out a box of Dove Bars, telling each of us to eat two so that Dan never knew the box existed. He sexually harassed waitresses using a long pair of tongs to increase his range. After drinks in the parking lot, he drove them around on his Ninja 1000. My first night alone on the job, I got so far in the weeds that the line cooks ran out of dishes. While the tickets piled up, Steven came back to the dishpit to find out ―what the f*** is wrong with you?‖ It was a question I had already begun, with genuine curiosity, to ask myself. To Steven, the answer was obvious after a second. He watched how I reacted to a particularly intractable blob of mystery shit -- a frozen pond of hamburger grease, a frieze of gristle -- and screamed, ―ATTACK, ATTACK.‖
He told me the dish sanitizer had to be running continuously, which meant I had to clean a tray of dishes every thirty seconds. He made me take the time to organize The Pit -- shoving aside all those intractable fajita pans so we could bang out 100 plates fast. And when he saw that I scoured the bottom of each plate, he said:
―WHEN IN THE HISTORY OF THIS RESTAURANT HAS ANYONE EATEN FROM THE BOTTOM OF THESE PLATES?
I was an eager pupil. The only thing that made me sufficient for the job was that I felt insufficient: it had never occurred to me that the problem was we needed a second dishwasher, or to accept the conclusion that I was a bad dishwasher, saying with a shrug that I was cut out for better things. I learned instead to hit the dishes as if my life depended on it, blasting the ladles and ashtrays until my face was covered in teriyaki and drenched ashes. Seeing that, Steven would yell out his highest praise,
YOU‘RE AN ANIMAL! YOU‘RE AN ANIMAL!‖
And that was it, the best advice I ever got, repeated every night for 70 nights. As a former chess-team captain and late-adolescent D&D player, I desperately needed to hear it. It wasn't nuanced or intellectual in the way I would have preferred; it was reptilian. But from that moment on, my whole professional future became the slow process of not being such a weenie. I still haven‘t forgotten what I learned that summer. I learned the best way to sort silverware, dumping it out on the counter with each hand independently grabbing for knives, then forks, then spoons. I learned that I could work my way out of despair. I learned to value speed in everything I do. I learned how other people lived; I learned how to be alone. I learned, even when all hell is breaking loose, first to take time to make my environment productive. I learned that people love to be good at things, even the silliest things. But mostly I learned how to be hard on myself, which let me mow down the other students when I went off to college at the end of that summer, and into a wider world where hardly anyone else had ever washed dishes for a living.
Best Advice: Work Hard, Get Lucky
luck is the fortune which occurs beyond one‘s control. forget your opponents and play against par). It applies to several aspects of life: careers. sports. I think about this concept a lot like my friend Lane Becker does who describes it in his new book Get Lucky: How to Put Planned Serendipity to Work for You and Your Business. relationships. you can't control a bad break. manage the highs and the lows. the luckier you get There's some debate about who first made this statement. Lane‘s idea of planned serendipity fits with my approach in that it‘s possible to put yo urself in a position to benefit from an unexpected occurrence if you work hard and make the right choices. What some . The idea that the harder you work the luckier you get has always appealed to me even though it seems like an inherent contradiction – after all. That's probably how it was eventually passed along to me. The harder you work. Ben Franklin apparently once said ―Diligence is the mother of good luck. health and wellness.The best advice I ever received was not really advice but more of an approach to living. as my Dad started teaching me golf and its many truisms at an early age (there are conveniently plenty of great life lessons learned by analogy on the golf course – one shot at a time. and probably many others." although more recently people think of legendary South African golfer Gary Player as the person who coined the phrase.
You still need all the pieces to come together – the wind needs to be exactly right and you need a soft bounce when the ball hits the green. and you can increase your chances of being a part of that minority. exhausting travel for in-person meetings or the relentless pursuit of new ideas and opportunities can often lead to serendipitous breakthroughs or connections that can change the course of an organization. outgoing and personable people are typically exposed to a greater number of potential friends or partners than those who make minimal efforts to socialize. you're putting yourself in a much better position to make a hole-in-one. however. laid the groundwork for that person‘s "lucky" outcome. when conditions are perfect you're in the ideal situation to be able to capitalize. . This approach. When it comes to relationships. with that person having made no preparation nor done any work to increase the probability of something great happening. It's easy to look from the outside to see another person‘s extraordinary success in life. more often than not. dedication and hard work that. when you dig in to a successful person‘s past. does not presume you can guarantee great things will happen – you obviously can‘t cause an undefined or unexpected thing to occur.people call luck others call preparation. and label it plain luck. the higher the probability of serendipitously meeting someone that makes you feel like the ―luckiest person in the world‖ (how often have you heard people say that?). Yet you can increase the chances that good fortune will find its way to you if you work hard to put yourself in prime position. but those who do find themselves in a place filled with opportunities. for example. work) you put into meeting people and exploring different opportunities. I‘ve never been a fan of counting on blind faith or strokes of pure luck to help me achieve my goals. The more effort (i. there's usually a rich story of perseverance. I believe that the probability of landing that "lucky break" goes up in direct proportion to the amount of hard work contributed to the cause. And. for example. at the very least. When those opportunities convert into realities. persistence and dedication to increasing your chances of being at the right place at the right time. Few people are actually willing to travel the sparsely populated extra mile. The world often works in weird and unexpected ways. and there are no guarantees in life. having not seen the behind-the-scenes climb. but because you're skilled enough to repeatedly hit accurate shots over and over. yet insiders know it was made possible by out-hustling everyone else. however defined. are really just improving their odds of being at the right place at the right time. proactive networking. However. When you work hard on your golf game and improve from a 20 handicap to a 3 handicap. outsiders call it luck.e. The idea that the harder you work the luckier you get doesn‘t guarantee good fortune. but it undoubtedly puts those who make the extra effort in the best position. of course. When it comes to business. To be lucky is to be in the minority of good fortune. People who make an exceptional effort at something. which by definition puts them in the minority. there will always be cases in which a person is in fact the beneficiary of a completely random event.
and others from around the country who want to be just like them. Lazy dreamers. If you‘re pursuing something big or important in your life. Silicon Valley is also full of even bigger piles of money to hyperloop those dreams into tomorrow‘s reality. trekked down to a small resort outside Los Angeles to dream big at D: All Things Digital. I suggest you do the same! The Dreamer’s Dilemma: Prevent Your Dreams from Turning into Nightmares Silicon Valley is full of dreamers. the Valley‘s leading dreamers and their backers. This week. pepper CEOs with questions as their targets do their best to stick to talking points and avoid sweating out. Walt Mossberg and Kara Swisher. I‘ll follow this approach and work as hard as I can to put planned serendipity to work for me.If there‘s a positive outcome I‘m striving for. the ringmasters. During the day. Brilliant dreamers. Crazy dreamers. The format is simple. .
and the goals I‘ve tried to achieve. the founder of LeWeb and a longtime Silicon Valley leader. . Walt and Kara‘s discussion with the CEO of Tesla Motors and SpaceX and cofounder of Paypal simultaneously inspired me to dream bigger and reach for my baby blanket. technology and the world. I questioned the importance and relevance of the projects and companies I‘ve spent my working life working on. journalists – and even a few bankers – talk about the future of the internet.At night. dinners and drinks move to poker and pizza upstairs. Watch it here and I imagine you may feel the same way as many in the room shared the same feeling. But one session – Elon Musk – captured my imagination and still has it in solitary confinement two days later. Tim Cook (Apple). where billionaires. Elon made dreamers feel like first graders held back for another year. This year‘s interviews featured Sheryl Sandberg (Facebook). I‘m not going to even try to put the session into words. Dropouts of the game of ―change the world‖ we all signed up to play. John Chambers (Cisco). Jeff Zucker (CNN). tweeted: A whopping 82 others agreed by retweeting or favoriting his sentiment. Jeffrey Immelt (GE) and Kazuo Hirai (Sony). founders. Dick Costolo (Twitter). Or 10. Milli Vanilli winning a Grammy Award. knowing we‘d have to give it back after we were ousted for being phonies. Ben Silbermann (Pinterest). Loic LeMeur. Barry Diller (IAC).
SpaceX. For Elon. That‘s nuts! These historic companies rely on Elon to make their cars more efficient! Most of us are driven by the laws of reason. He is focused on transportation that will get us from Los Angeles to San Francisco in less than 30 minutes so we can spend more time with people we love. The other CEOs refused to talk about specific news while Elon announced that by the end of the year you‘ll be able to drive from Los Angeles to New York solely on electric power. He painted a vivid picture showing why we needed to make cars THAT PEOPLE WILL ACTUALLY BUY that are better for the collective us. new ways to get theme park visitors to spend more money. For an hour Wednesday night. That‘s cool. the company‘s mobile strategies and what it‘s like working with Mark Zuckerberg. For any other entrepreneur. shined. and sad. Elon helped us all dream about why multiplanetary life would be so cool. The contrast between Elon‘s presence and every other CEO was stark. The only laws Elon holds sacred are the laws of physics.") The others talked about smaller versions of their current products. This would seem like mere science fiction if it weren‘t for the fact that he has already done the ―impossible‖ on multiple occasions.‖ he said. and an air hockey table. Sickening. yes. arcane tax strategies and alternative ways to distribute today‘s content. for the record. it‘s a sidenote.‖ Elon says so matter-of-factly. But just as the crowd and Twitter was jamming to her inspiration. we awoke yesterday to news that Elon may be dating Cameron Diaz. But also power marketing for why our youth should become scientists. Her insight into gender issues in the workplace was awesome and human and important. ―It‘s difficult but achievable. entrepreneurs and creators. it felt as if Steve Jobs had returned to the D conferece. before adding that it would be kind of cool to die on Mars. . this would be the accomplishment of a lifetime. Facebook's Sheryl Sandberg. a rail gun. billions to haul stuff back and forth from the space station. as Shervin Pishevar so eloquently pointed out as he asked Elon about his hyperloop project ("a cross between a Concorde. Elon. ―It‘s a fixer-upper of a planet but we could make it work.And to make matters worse for our collective egos. on the other hand. and I think we should really try our hardest to make it happen. she was asked about hate speech on Facebook. Elon mentioned matter of factly that he has cut deals with both Toyota and Mercedes to supply electric car technology to the companies to power their own fuel-efficient vehicles. discussed our existential need to create more fuel-efficient transport. Elon announced that the US government is now paying his company.
. mocking me like the impenetrable bastard it is? I bet Elon knows every one of those elements by name . do we need any of the above? Who knows? But what really scares me are the bigger questions. That scares me.and dated at least a dozen of them. And makes me feel so stupid. What if our kids continue to drop out of the sciences. I pee my proverbial bed dreaming my cute little dreams while Elon combines a few Hs and Os from the chemistry set that is his life. They‘ll want to create the next Minecraft. explore new planets and leave the world better than when we entered it. like I did? What if our kids are like me and can‘t remember 4 of the elements on that table that hung on the wall of my high school s cience class. what if we‘r e no longer capable of doing better? What if we don‘t want to do better? My kids won‘t want to create new technologies that help us live better. And then flip it for a few pairs of Google Glass and free food. problems? Do we need another photo-sharing application? Do we need another social marketing platform? Do we need another site to let strangers rent our houses? Do we need another dating app that takes the friction out of meeting new people. or even non-existent.Elon talked about doing the impossible while just hours later I found myself in a hotel suite engaged in a heated debate about whether or not a young entrepreneur should turn his social software company into an ad network. are we in a giant A-B test whose sole outcome is to help us optimize the monetization of the time we have left on the depreciating asset we call our planet? What if Kara and Loic are correct? What if our biggest minds are actually focused on the smallest. or finding someone to have an affair with? Actually. [He thinks he should yet refuses to actually call it an ad network as ad networks are out of favor.] What the fuck is going on here? Or for those in Silicon Valley. Like.
And it's the only way you and everyone in that room this week can live. I‘m focused on Elon‘s dreams and not my own. he‘s ripped and would probably beat the crap out of me. My dreams are black and white and released direct to DVD. Because in addition to being a multibillionaire. His are directed by Jerry Bruckheimer and shown on massive IMAX 3D screens. And you don‘t either. I need to stop. and a sick Tony Stark-like inventor/entrepreneur who owns companies that makes space ships and rocket ships and having a model/actress lady friend who was in There ‘s Something About Mary. Because it‘s hard enough to accomplish my own dreams that it makes my brain melt trying to comprehend Elon‘s. awesome dreams makes me want to eat a pint of Ben & Jerry‘s Phish Food and punch the guy in the face. They work for me. I can only focus on my own reality. And my dreams aren‘t just business related. But what I do know is that I can‘t keep writing like this and thinking like this. They put me in the best position to succeed and make the most use of my time on this planet. What if we continue to create the world‘s best engineers at our world‘s best universities and continue to send them home to another country to create the next generation of the world‘s best companies? What if we are so far removed from our roots in creating stuff that matters that we don‘t even know where to start? What if we create political organizations to do good but mess it up so royally that people pull out right away? What if Elon pulls out first? What does that say for the rest of us? What if I'm not invited back to D? What if I'm ousted as the phony entrepreneur I am who just got lucky building stuff that wasn‘t important? What if? What if? What if? What if? Man. It‘s the only way to live the life I want to live.I fret about which mobile phone to carry while he builds his dream home on Mars. which isn‘t a good idea. Focusing on Elon‘s big. And that‘s about all I know. fat. I know a few things about the internet and marketing and starting companies. hairy. . So my dreams fit me. how do I start answering those questions? I have no fucking idea.
This is my Mars dream. doing this seems harder for me to do than building a vacation home on Mars like Elon. You can dream with me here. you have a 50-50 chance. And even then. But it‘s hard to turn those dreams into reality. A dad that doesn‘t roll his eyes or shake his head too many times. And I dream that one day I‘ll be part of the large movement that kicks cancer once and for all. Dream about the person you want to become.I dream about being a great husband. Sometimes. And never stop dreaming. and he had a dream that we could have cars that are better for us. This isn‘t something that comes easy for me and I want to continue to try to be better. So here's the deal with the dreamer's dilemma. Success can only happen if your skills and drive are equal to or greater than the scope of your dreams. Who are we to worry about. Elon didn't get into the electric car business because he wanted to. Dream about how you can help make the world a whole lot better tomorrow than it was today. . two things that have been easier said than done over the last few years. And that puts on the kids in their own rocket ships that take them on their own journies to dream their own big or small or weird dreams. of getting there. I dream about being a great friend. at best. He got into it because no one else would. or could. But that shouldn‘t be an excuse stop me from trying. A dad that is trusted. Dream about the world you want to create. And he was smart enough to see that he had the innate skills and drive to make it happen. and all you can do. others‘ dreams when we can‘t even execute on our own? So all I can do. They need to have their own. is dream what you dream. And that means being present both physically and mentally for Kass. I dream about being a great dad. This intersection of dreams and execution is where the magic happens for Elon. and all of us. A dad that is patient and doesn‘t lose his cool. I‘ve had my dreams. or compare ourselves to. It‘s easy to dream big. Do I think I‘ll see 100% of all cancers cured by the time I die? Not really. A friend that is present and dependable.
turn those critics into the electric power to fuel your dreams. And you will have fewer doubters if you also tune into your dreams. whatever they are. give you the inspiration you need to dream in your own way and. so many people called bullshit on the Model S it was ridiculous.‖ Elon said Wednesday last night. ― I imagine Elon will have fewer doubters in the future. But all of these dreams are important. Or better yet. as Elon did. Some will be great for just your own little world. I hereby declare my two days of being completely depressed about Elon‘s inspiring work over. Then they said you‘ll never make a profit. Some of that change will be great for the world. and then we did that. Magic Lessons for Retailers . Tune out the critics. ―They had written off the Tesla Roadster as a niche product for techno-geeks (another shout-out to the audience) but we‘ve moved beyond that. and everyone else who have made some of their dreams come true. And with that. So I hope they will observe there is a trend here. as Gandhi said so eloquently. Let Elon. and bring them to life. be the change you want to see in the world. but then we brought it to market.And don‘t let ANYONE or ANYTHING get in the way of your dreams. Congrats. ―After the Roadster. and thanks for making all of us dream a little bigger. go for it. Most will be somewhere in between. If you think your dream should come true and you‘re not violating any rules of physics (or basic human ethics). Elon.
It doesn't know whether different types of guests route differently through the parks. guests are likely to be suprised in delightful ways that add to the magic of a park visit! In addition to enhancing the park experience. It doesn't have a link between avid online users of Disney sites and games and the people who show up in parks. Disney has no idea whether the visitor walking in the gate is a first time guest or a lifelong visitor. Disney is now able to address a challenge most physical businesses face. find pictures snapped by Disney photographers and much more. customize their trip. Guests opt-in to any of the features they wish to activate and parents have full control over the ways bands worn by their kids can be used. interact with characters. Although millions of visitors come to the parks over and over again. Data is being used in ways that are obviously of value to guests.Disney World will roll out MagicBands. reducing wait times and learning far more about how people spend their time. In addition to the "magical" experiences that Disney technologists envisioned. the bands interact with park features and act as a link to a much broader MyDisney experience. share plans with fellow travelers and ensure that they can access all of the logistics involved with a park visit from their mobile phone. Guests can create a Disney profile that can be used to track their history of Disney visits. make meal reservations. sign up for fast passes. The new Disney experience will provide park managers with the data to know their guests and to be even more effective at managing lines and the flow of people through the park. . bracelets that park guests can use to access the park. purchase items. and when not obvious. so privacy concerns are avoided.
they could have prevented the entire industry from going bankrupt as the trucking industry took over. you‘re in a better position to identify where you are now. He knew his business was about creating an experience. Most important. what business is Starbucks in? Most people would say the coffee business. first ask yourself “What business am I in?” And then drill a little deeper. if railroad companies in the U.S. and what it will take to get to where you want to be. realized that they were really in the transportation business. not just delivering coffee. Knowing what business you‘re really in means having a deep and thorough understanding of your customer and the value they gain from you. He saw the promise of a transitional meeting place between home and work. where he saw people eagerly meeting in cafes before and after work. For instance. You‘ll have more certainty about what your business needs to grow now. Having a business map really means framing your business in terms that enable you to see opportunities (and threats) that you might otherwise overlook. The next two questions are: “What business am I really in?” and “How is business?” How is this useful? Back in the early 1900s. and he will likely tell you about his trip to Italy. But ask Starbucks CEO Howard Schultz.To create an effective business map. Cutting Your Frontline Sales Force Could Be a Huge Mistake . and that was the seed that grew into Starbucks. not the railroad business. Once you really understand how to consistently offer more value than anyone else in your market. you‘ll understand what business you need to be in to become the dominant force in your market. and you‘ll be better able to steer your organization in accordance with that vision.
At one self-help apparel company. now is the time for retailers to be reinvesting in the quality of talent on the frontline with techniques to close the sale in the store. With an average selling price of $200 and an average gross margin of 10 percent. suggests that most retailers are hiring the wrong people to do this and not providing the right training or incentives to drive in-store selling. despite undertaking extensive product research. Our research into the frontline of retail staff.In the last few years. This could be one of the biggest mistakes retailers can make and will likely accelerate the threat of ―showrooming‖ – the practice of checking out products in a store then buying them online. Many retailers assume that customers walk into stores for purely transactional purposes: they know what they want and just need to buy it. however. When the profit margin from up-selling or cross-selling accessories is added. just one additional sale every two hours is needed. retailers have been cutting back on frontline sales as volume has shifted online. or $20 per sale. reading online reviews. adding salespeople offers one of the more attractive payback opportunities in retail. Consider the case of home electronics sold through discount stores. Bolster your sales staff When done correctly. With tax equivalency approaching. the cost of hiring a good salesperson is recouped by selling just one additional product per hour on the floor. Find the right frontline talent . and comparing prices on their own. Retailers without knowledgeable staff on hand to help customers make decisions are losing sale after potential sale. But McKinsey research indicates that as many as 40 percent of customers remain open to persuasion once they enter a store. recouping the cost of the extra human help within an average of 10 to 15 minutes during normal selling hours. providing extra sales assistance during select hours led to a conversion rate increase of 9%. for example.
How are you helping your frontline sales team drive retail growth? The Content Marketing Mix June 02. 45 percent of frontline employees across multiple retailing sectors have the personality and attributes to be effective sellers. it's time to plan out your content mix. Retailers need to redesign the way they hire and deploy staff into selling roles to attract employees with the personality and attributes required to succeed. we found that few retailers provide training with the specificity and quality to effectively support sales associates in their mission to sell more. Understanding the content mix that works for your audience is incredibly important and many companies get this very wrong. at most. and you understand your audience and what kind of content may appeal. I break content down to four very general categories: . more than 75 percent appear in the store having done extensive independent research).Having staff that understand and enjoy the sales process is critical. That leaves even natural salespeople often unable to answer basic questions about their products from potential customers who are increasingly informed (in some categories. Our research indicates that. In addition. 2013 767 5 1 inShare42 So now that you've been inspired to try your hand at social content marketing.
These types of posts are essential for communicating what it is you are selling. If you are doing content for a rockband. where people can buy it. PRODUCT Product type content is the stuff that most people understand as self-promotional. If you are doing content for a cosmetic company. comment to let us know how you would wear this. like to get a coupon. Product posts are the "me. These are posts about your product itself: the features. which I'll explain next) and why people should buy your product. However. If you are doing content for your consulting business. etc). it's posting the specials on cleaning and whitening. it's posting the concert dates and new singles. the comparisons and the contrasts. when it is available or goes on special. the benefits. what. If you are doing content for a dental office. it's posting where you are featured as an expert in the Washington Post. It's the who. me" posts. . a content schedule made up of too many of these posts will not be interesting to anyone other than already devoted fans . They are the ones that most resemble the traditional marketing one-way message. me. liking or commenting incentive (share to enter a contest. who is behind the product (slightly crosses over to brand. how they enjoy/use your product. though many companies are trying to create interaction with these by adding a sharing. it's the scientific study that shows a 25% reduction in crows feet.A. where and how of what you are selling. when.and even they will be less and less interested as time goes on.
C. It didn't say. Brand type posts are still product related. This is where the content gets social. they talk more about the customer and how they serve the customer's needs. BRAND Brand type posts still relate to your product. less alienating. but the biggest was that they took a risk. leading to a wide number of supporters and detractors discussing and sharing the ad. the image went viral because of many factors. providing tools to help them show their team colors. more meaningful and better. this is where you can connect with the audience's competitive instincts. less confusing. The image itself was fairly innocuous with the rainbow colored filling between the iconic chocolate wafers and the word 'PRIDE'. more efficient. current events and pop culture. Brand posts answer the question. These posts connect to your audience by recognizing what else is going on in their minds and show that your company gets the audience. but focus more on the "why" by empathizing with your audience and connecting with them on a more emotional level. but they do speak to your audience. They are posts that recognize memes. LIFESTYLE Lifestyle type posts don't directly relate to your product. Oreo took a risk with a holiday that divides many (as gay rights is widely contested). less alienating. Brand type posts are answering how you are making your customers‘ lives simpler. holidays.B. When Oreo posted the gay pride cookie. this is where you focus on the outcomes of looking and feeling great wearing the clothes (quite often done visually and in a fantasy setting). "Why would YOU give a damn about my product?" but they don't list the features and benefits. less confusing. These posts evolve over time as you interact with the audience and understand what makes their lives simpler. If you are doing content for a sports team. more efficient. It listens and learns and evolves with the needs of the audience. but they speak to how the customer connects to the product rather than the awesomeness of the product itself. They can even help you improve your product. If you are doing content for a fashion retailer. but a family focused company giving any recognition to the gay . This will give your audience a feeling of personal investment in the product. "support gay rights" or stand up for anything in particular. this is where you showcase the issues and ideologies that people can connect with in order to support that person. more meaningful and just plain better. If you are doing content for a public figure. which will lead to a deeper relationship and long-term loyalty.
However. Lifestyle type posts are simple to fall back on. . a cute. We used these stories in a post. sleeper campaign turned into national news and Oreo cookies were top of mind for people again. posting them to the blog. When doing the Justin Trudeau leadership campaign. These content posts highlight customer stories. Unless you can be creative about it like Oreo (without looking like a copy cat). These posts weren't the most shared or liked. They tend to get shared quite widely as people can use them to communicate their endorsement of the holiday or meme by simply posting to their own walls. A 'yesterdays' meme will make you look out of date (posting a Harlem Shake video today. Mac did a wonderful 'Face Off' campaign for Halloween in 2012 where they posted some amazing Halloween makeup tutorials and invited budding makeup artists to submit their own. feedback and lifestyles. Many brands do well aligning to pop culture. Occasional Lifestyle type content posts will pack a good amount of punch if you post them sparingly. we collected supporter stories on how people came to meet and support Justin. for example) and a too obscure meme may go over the heads of your audience and may offend. or Best Friends Day on June 8) that could tie back to your product easily or creatively or speak to your particular audiences. There are several sites online that list all sorts of fun holidays (i. which led to setting the left wing audience off to counteract the ire. The next thing you know. and interviewed and highlighted the really unique ones. but don't get too complex. The results were incredible and some of their most popular posts (good example of using lifestyle . Memes can be a clever way to connect with your audience.and combining it with community). it's probably best you keep these posts a small percentage of your content. Facebook and Twitter. don't overdo these as they could start to look like desperate attempts at content ideas and pandering. ideas. COMMUNITY Community type posts focus on your customers and audience. Talk Like a Pirate Day on September 19.e. but make sure the memes are known enough and current. but they were meaningful and encouraged more people to share their own stories. D. Many cosmetic brands will hold contests for their audience to do makeup tutorials. An example of a community post for a fashion retailer would be street style photographs where their customers talk about what they bought and what they are wearing.Halloween . One of my clients was asking for their audience to submit a big design project. but be careful with the rights to images. Community type posts are very good at involving your customers in the future of your brand.community was enough to set the right wing audience off.
they got many more submissions. for instance. loving audience spread the word for you. do almost exclusively lifestyle posts (that have a brand bend) and people love them. Ultimately. Community posts can also be brand. etc. we look at the type of post and the type of content of each post to determine how to adjust and balance going forward. get feedback to improve your product. A product post can have lifestyle and brand type elements. THE CONTENT MIX These four classifications aren't black and white. laborious task to a fun and learning experience.which required too much work. When they reduced that ask to a before and after photo. Design Style Overviews. The mix also varies depending on your audience and your own goals. From there. Color Inspiration. which is important for relationship building. but have broken these posts down to: DIY projects. The overall purpose of content marketing is to build and connect with your audience. Currently people love the DIY projects the most. but this approach wouldn't work for everyone. But I recognize that sitting down in front of a blank calendar to create engaging content can be daunting and I've found the four types of content to be a good exercise to get started. Decotheca. Design Terminology. Oreo Cookies. Accessories.454 276 141 inShare3. Community type posts most likely won't be your most shared or liked post. 2013 39. but they empower your customers to be involved with your brand. As your content evolves. this leads to you being top of mind and increasing your sales or supporters. have focused most of their energy on brand type posts. Your content planning will move from a daunting. but overdoing these would reduce their effectiveness. you should let your audience and their engagement and feedback determine how it evolves. you will break down types of posts even more finitely. And remember. these four classifications I've outlined are very top level and only to be used as a guideline for your initial content planning. "Are You Mad at Me?" June 02. bringing in a larger audience.298 . a client of mine who provides design inspiration and guidelines for Canadians who are designing or redesigning their rooms and homes. grow loyalty though involving your customers in your evolution and then help your loyal. When assessing content.
wondering what was up. who was startled enough by my body language to later pull me into a conference room to wonder if the air needed to be cleared between us. I‘m guessing I was thinking hard about some story as I walked through the newsroom one day -probably furrowing my brow. and the question came out of the blue: ―Are you mad at me?‖ Of course not.when I briefly locked eyes with my colleague. but I realized later what was going on.That surprising question packed a powerful lesson. I responded immediately. my mind a million miles away -. I was puzzled. We sat down. . and I would often have just a short window to get a story into shape for the next day‘s paper. since I had to no reason to be. As an editor. A colleague I had worked with over the years came up to me in the hallway and asked if we could talk in a conference room. I faced a lot of tight deadlines. I said. Sure.
That colleague did me a huge favor. Here‘s a smart tip that Jeffrey Swartz. then you have to be serious all the time. the tone I set. ‗Pick a face. ―That was a lesson I have never forgotten — that as a leader. the president of BAE Systems. If you want to be serious. people will be confused. ―I was the first female president of the General Dynamics Corporation. told me he learned from his father: ―I remember him saying. in effect. how confident I was — all those kinds of things. and often unintended. And I didn‘t see that nearly as profoundly when I was leading a functional organization or a smaller enterprise. which comes from my interview with her a few years ago. Do they look concerned? Is something up? The leader who best crystallized this notion for me was Linda Hudson. and it was the first job where I was truly responsible for the performance of a company. and I went out and bought my new fancy suits to wear to work and so on. I had asked her about important leadership lessons she had learned. They won‘ t be able to figure out where you‘re coming from and that‘ll be threatening. But to this day. And I go to work and wear my suit. It really was now about me and the context of setting the tone for the organization.‖ It‘s a challenge that every leader faces. I‘ll let her tell the story. and I run into no fewer than a dozen women in the organization who have on scarves tied exactly like mine. and I have my first day at work. ―And that‘s when I realized that life was never going to be the way it had been before. And I‘m at work on my very first day. confidence and optimism. I had mastered the day-to-day mechanics of running organizations. It was about my behavior. the example I set. I found myself making much more of an effort to be aware of my body language. but the responsibility that goes along with it. particularly with the team of reporters I was leading. that people were watching everything I did.‘‖ . Because if you‘re serious one day and happy the next. constantly under the bright lights of a stage. cues. people are looking at you in a way that you could not have imagined in other roles. the way I carried myself. because I learned a memorable lesson that day about how people can read so much into subtle. And it wasn‘t just going to be about how I dressed. From that moment on. and to always show energy. is something that I think about virtually every day. Many CEOs have told me similar stories about moments when they realized how much they were. and a lady at Nordstrom‘s had showed me how to tie a scarf in a very unusual kind of way for my new suit. intensely scrutinized by employees who often pay more attention to the non-verbal cues than what their leaders are saying. not only the awareness of that. But I don‘t think the leadership part of it had settled in quite as profoundly as it did when I took over a company. the f ormer CEO of Timberland. Here was one of them: ―It was when I first became a company president. And then I come back to work the next day. even if I was on a tight deadline and wrestling with a difficult problem.
and I feel like if someone is just kind of showing up. he described the new cultural values that he helped develop after he was brought in to help turn the company around. the CEO of YouSendit.‖ – and it‘s memorable. Be Bold. say. In last week‘s interview with Brad Garlinghouse. 2013 77. then their employees can spend more time focusing on their work. Be Real. I‘ll let him explain what they mean: ―‗Be in‘ is all about passion. your organization‘s values or strategic goals – and distill them into a short list that everyone can remember? And just how short should the list be? I would suggest no more than three. Ever since that colleague asked me the surprising question about whether I was angry. Life is short.Pick a face. If leaders are consistent. it‘s not worth it for them or for us. at the most.852 It is a key test for leaders: Can you take complex tasks – like working through countless variables for. . There are so many interesting things we can do in our life. and less time searching for clues in the boss‘s body language. The CEOs I interview each week for my Corner Office series offer regular reminders of the power of simplicity. The Power of Simplicity May 28. I‘ve tried to pick a face – no more furrowed brows – and be consistent.325 606 279 inShare3. It‘s a short and punchy list – ―Be in.
as a company.‘ There was a lot of friction. and helping others is about being reflective and understanding that we‘re in a community here. where our research offices are. if we‘re not failing a little bit. but so does the fact that there are only three values. The first day people were like: ‗I don‘t know what‘s going on here. We were in small groups of 20.‖ and it‘s one of the five qualities that I've identified in . and I provided context to the whole thing. It‘s a little Kumbaya-ish.‘ is really about being authentic in our communication. And now we are going to move forward. we‘re not trying hard enough. and we need to design a different environment. To me. If you don‘t do that. I have seen different cultures in my career that I felt had atrophied and needed revitalization. can the employees really be expected to remember them all? Think about a time you had to make a quick run to the grocery store – if you have to pick up eight things. I remember some people said: ‗I don‘t want to come. ―And the last one‘s about being bold. and they were the ones where you just didn‘t feel like people were being real in terms of their communication. ‗be real. and we sat in circles. on the second day.‖ This skill – to create simplicity out of complexity – is one that separates people as they move up in an organization. I think great cultures encourage risk and are tolerant of failure. driving the business. customer first. As some companies grow and develop. You‘d sit in a meeting and work through something and think you got somewhere. more than 300 of them. Be an owner is about us being owners as individuals. This is kind of crazy. We eventually got to two core values: be an owner and help others. We should be very proud. and then you walk out of the room and someone‘s putting the parking brake on and you don‘t even know they‘re doing that. This is dumb. We went from $20 million to $100 million in five years. all the typical ones and then a bunch of other ones. we started to get more reflective about what all this meant.―The second value. that instinct is almost beaten out of the system. We can‘t be selfish. I remember that I had an all-company call and said: ‗You know what? We‘ve done amazing things. and we spent three days doing this cultural evaluation. All the employees. I call it a ―Simple Mindset. And so that‘s where we ended up with our core values. Then. you‘re going to end up with a culture that is stagnant and not thinking about the next generation of products and experiences.‘ ―And we ended up all going to Israel. If a company has eight values. I t seems to be the sweet spot for what our brain can remember day-to-day. What‘s better than three? How about two? Robert LoCascio of LivePerson. and it was a really fascinating process. it‘s a good bet you‘ll be reaching for a scrap of paper to make a list before you head out the door. shared the story with me of how he worked with his employees to boil his company‘s values down to just two.‘ ―We had 40 core values at that point — innovation. So let‘s acknowledge that we‘re going to do that as a team. and we should congratulate ourselves. a different company. ―I invited everyone into the process.‖ The repetition of ―be‖ helps make it stick. came. But everyone came.
Or haven't ever tried. crafts. Have you seen examples of leaders putting their ―simple mindset‖ into action? Don't sell your time for a living June 01. Stop selling your time There's a better way . Then Do It On Nights And Weekends For The Rest Of Your Life. and meet them.―The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed. table. YouTube channel.an important source of these anxieties come from the fact that a "sell your time" model of work means you've set your personal time (and goals) in direct conflict with the time you have to sell for work. and to find another business model instead. in their article Find The Thing You're Most Passionate About. The key is to find a way to stop selling your time. finding what you love. All the hand-wringing about work/life balance. It always shocks me when people don't really know how to make anything. stalk them. 2013 3. At least the traditional version of a job. etc. and study them. in which you do something you sorta hate.238 33 3 inShare264 If there's one thing I could tell every graduating student. etc. all the way to the top of an organization. . blog. Anything.‖ – to help explain why some people get promoted over others. There's so much conflict stemming from the fact that this is the predominant mode of work in our society.though it might not be the easiest way. I think it's important to learn to make something. . Then study the people who have become successful enough to support themselves in this craft. this is what I'd say: Jobs suck.my book -. First and foremost.but somehow a very large number of professional workers find themselves in a state where they only know how to repackage other peoples' work rather than doing anything themselves. . Let's call this the "sell your time" version of a personal business model: You sell your time to an employer. from 9-5p. Turns out this personal business model sucks. It's something we've all done as kids . kids versus work. or anything else. video tutorial. and they pay you for that time. Weird. It could be an app. And the important aspect of this personal business model is that you'll be able to make money even if you are sleeping.drawings. copy them. and are paid for your time to just grit your teeth and do it. Even The Onion agrees. 1) Learn to make something. Anything.
. We all go through this. but it takes years of solid practice to be any good at anything. There's a great quote from Ira Glass (of This American Life) about the difficulty of getting good at anything. It'll also be an opportunity to find small wins in what you do. it has potential. Put yourself on a deadline so that every week you will finish one story.sometimes you may be picking up early skills that will help you on your own . you'll want to learn how to make stuff that people actually want. It‘s trying to be good. This means you need to create a feedback loop between you and your customers. Most people I know who do interesting. And then 10. You'll want to try and build an audience. is that all of us who do creative work. 3) It'll take years to become competent It's been discussed endlessly in books like Malcolm Gladwell's Outliers. For the first couple years you make stuff. and your work will be as good as your ambitions. And if you are just starting out or you are still in this phase. you'll get frustrated much earlier on because you'll think that you suck at it. It is only by going through a volume of work that you will close that gap. Again. is still killer. whoever they may be. it's to get out of selling your time for a living. This means you'll want to constantly show people your work. no matter how bad it is. this is a skill in itself and may take years to figure out.whether that's improvements in craftsmanship. we get into it because we have good taste. creative work went through years of this. And your taste is why your work disappoints you.000 hours (roughly 10 years) to become a worldclass expert. And I took longer to figure out how to do this than anyone I‘ve ever met. or from finding an audience for your work.‖ There are a lot of ways to do this It's important to remember that there's a lot of paths to take in order to wean yourself off the "sell your time" model. A lot of people never get past this phase. They quit. It‘s normal to take awhile. But your taste. but it‘s not. This kind of positive feedback will keep you going. It‘s gonna take awhile. or a customer base. So even while you're learning to make stuff. starting as a beginner: ―What nobody tells people who are beginners — and I really wish someone had told this to me . and it‘s just not that good.2) Create a feedback loop with your audience/customers Remember that the end goal isn't to make art. the thing that got you into the game. But there is this gap. you gotta know it‘s normal and the most important thing you can do is do a lot of work. You‘ve just gotta fight your way through. . But even before you sink years into something. We know our work doesn‘t have this special thing that we want it to have.
that's why an early stage startup has some of the same feelings of mission and is appealing in the same way.ultimately. I'm not saying to run off and quit your job right away. Stop Judging And Allowing Judgements To Kill Your Dreams May 31.thing later on. 2013 3.218 61 15 inShare227 . the goal is to stop people from both hating and becoming dependent on their work. You might find that it's better to team up with a bunch of people to accomplish the same goals.
I am not surprised. I always want to learn new things. Judging is a dream killer. So many of my friends meditate that I wanted to see what it was like and commit to it fully over a long period of time. Musk is said to have first thought the SolarCity idea at Burning Man. If you cannot stop others from judging you. 2013 50. You can wear and do whatever you want.970 . I am curious. making out to be weird — if not scary. Had he listened. So they do nothing. he would have just stopped pursuing his dreams instead of making them come true. I also notice it when I judge others. as each time I do it I might influence them not to do what they want to try.353 336 114 inShare1. I have read Ben Casnocha's excellent posts about his meditation retreat and his follow-up post a few months after. I have just started to notice it myself and I am trying to fix it by not judging others either. for others and for yourself. Not even eye contact is allowed between the participants for 10 days. The Dreamer’s Dilemma: Prevent Your Dreams from Turning into Nightmares May 31. "This is not what you should do. the press and strangers predicted Elon's failure.As I was writing yesterday. you can at least become aware of it and protect yourself from it. Most people thought he was crazy when he launched SpaceX. Friends. Why would you ever want to do this" and so many more. Someone recently judged me about learning to meditate. Most people never start their own business not because they cannot or because they do not have a good idea or even lack skills. I am trying to protect myself from both judging and being judged so I can see broader and do much more. nobody judges you there. which was not always the case. That is stupid. It is the most creative place on Earth for a week. It is because their friends and family judge them and tell them they will fail. Elon Musk launched two fully electric cars and made them profitable while everybody was telling him he was going to fail. I do not mind being judged as "weird" but I do notice it. I was really interesting to read that in his 10-day total silence meditation retreat what he found the most liberating was that no one was judging him anymore. He also sells more than $1 billion in rockets every year to NASA. I thought about this as I meditated today.
Jeffrey Immelt (GE) and Kazuo Hirai (Sony). and others from around the country who want to be just like them. The format is simple. Walt and Kara‘s discussion with the CEO of Tesla Motors and SpaceX and cofounder of Paypal simultaneously inspired me to dream bigger and reach for my baby blanket. Lazy dreamers. This year‘s interviews featured Sheryl Sandberg (Facebook). Barry Diller (IAC). Brilliant dreamers. journalists – and even a few bankers – talk about the future of the internet. At night. But one session – Elon Musk – captured my imagination and still has it in solitary confinement two days later. Jeff Zucker (CNN). trekked down to a small resort outside Los Angeles to dream big at D: All Things Digital. Walt Mossberg and Kara Swisher. pepper CEOs with questions as their targets do their best to stick to talking points and avoid sweating out. John Chambers (Cisco). Silicon Valley is also full of even bigger piles of money to hyperloop those dreams into tomorrow‘s reality. dinners and drinks move to poker and pizza upstairs. This week. where billionaires. the Valley‘s leading dreamers and their backers. the ringmasters. Crazy dreamers. Dick Costolo (Twitter).Silicon Valley is full of dreamers. technology and the world. Tim Cook (Apple). Ben Silbermann (Pinterest). . founders. During the day.
I questioned the importance and relevance of the projects and companies I‘ve spent my working life working on, and the goals I‘ve tried to achieve. I‘m not going to even try to put the session into words. Watch it here and I imagine you may feel the same way as many in the room shared the same feeling. Loic LeMeur, the founder of LeWeb and a longtime Silicon Valley leader, tweeted:
A whopping 82 others agreed by retweeting or favoriting his sentiment. Elon made dreamers feel like first graders held back for another year. Or 10. Dropouts of the game of ―change the world‖ we all signed up to play. Milli Vanilli winning a Grammy Award, knowing we‘d have to give it back after we were ousted for being phonies. And to make matters worse for our collective egos, we awoke yesterday to news that Elon may be dating Cameron Diaz. Sickening, yes. But also power marketing for why our youth should become scientists, entrepreneurs and creators. The contrast between Elon‘s presence and every other CEO was stark, and sad. For an hour Wednesday night, it felt as if Steve Jobs had returned to the D conferece, as Shervin Pishevar so eloquently pointed out as he asked Elon about his hyperloop project ("a cross between a Concorde, a rail gun, and an air hockey table.") The others talked about smaller versions of their current products, new ways to get theme park visitors to spend more money, arcane tax strategies and alternative ways to distribute today‘s content.
Facebook's Sheryl Sandberg, for the record, shined. Her insight into gender issues in the workplace was awesome and human and important. But just as the crowd and Twitter was jamming to her inspiration, she was asked about hate speech on Facebook, the company‘s mobile strategies and what it‘s like working with Mark Zuckerberg. Elon, on the other hand, discussed our existential need to create more fuel-efficient transport. He painted a vivid picture showing why we needed to make cars THAT PEOPLE WILL ACTUALLY BUY that are better for the collective us. He is focused on transportation that will get us from Los Angeles to San Francisco in less than 30 minutes so we can spend more time with people we love. Elon helped us all dream about why multiplanetary life would be so cool. ―It‘s a fixer-upper of a planet but we could make it work,‖ Elon says so matter-of-factly. ―It‘s difficult but achievable, and I think we should really try our hardest to make it happen,‖ he said, before adding that it would be kind of cool to die on Mars. This would seem like mere science fiction if it weren‘t for the fact that he has already done the ―impossible‖ on multiple occasions. The other CEOs refused to talk about specific news while Elon announced that by the end of the year you‘ll be able to drive from Los Angeles to New York solely on electric power. That‘s cool. Elon announced that the US government is now paying his company, SpaceX, billions to haul stuff back and forth from the space station. For any other entrepreneur, this would be the accomplishment of a lifetime. For Elon, it‘s a sidenote. Elon mentioned matter of factly that he has cut deals with both Toyota and Mercedes to supply electric car technology to the companies to power their own fuel-efficient vehicles. That‘s nuts! These historic companies rely on Elon to make their cars more efficient! Most of us are driven by the laws of reason. The only laws Elon holds sacred are the laws of physics. Elon talked about doing the impossible while just hours later I found myself in a hotel suite engaged in a heated debate about whether or not a young entrepreneur should turn his social software company into an ad network. [He thinks he should yet refuses to actually call it an ad network as ad networks are out of favor.] What the fuck is going on here? Or for those in Silicon Valley, are we in a giant A-B test whose sole outcome is to help us optimize the monetization of the time we have left on the depreciating asset we call our planet? What if Kara and Loic are correct? What if our biggest minds are actually focused on the smallest, or even non-existent, problems?
Do we need another photo-sharing application? Do we need another social marketing platform? Do we need another site to let strangers rent our houses? Do we need another dating app that takes the friction out of meeting new people, or finding someone to have an affair with? Actually, do we need any of the above? Who knows? But what really scares me are the bigger questions. Like, what if we‘re no longer capable of doing better? What if we don‘t want to do better? My kids won‘t want to create new technologies that help us live better, explore new planets and leave the world better than when we entered it. They‘ll want to create the next Minecraft. And then flip it for a few pairs of Google Glass and free food. What if our kids continue to drop out of the sciences, like I did? What if our kids are like me and can‘t remember 4 of the elements on that table that hung on the wall of my high school science class, mocking me like the impenetrable bastard it is? I bet Elon knows every one of those elements by name - and dated at least a dozen of them. That scares me. And makes me feel so stupid. I pee my proverbial bed dreaming my cute little dreams while Elon combines a few Hs and Os from the chemistry set that is his life. I fret about which mobile phone to carry while he builds his dream home on Mars. My dreams are black and white and released direct to DVD. His are directed by Jerry Bruckheimer and shown on massive IMAX 3D screens. What if we continue to create the world‘s best engineers at our world‘s best universities and continue to send them home to another country to create the next generation of the world‘s best companies? What if we are so far removed from our roots in creating stuff that matters that we don‘t even know where to start?
And my dreams aren‘t just business related. I know a few things about the internet and marketing and starting companies. Focusing on Elon‘s big. awesome dreams makes me want to eat a pint of Ben & Jerry‘s Phish Food and punch the guy in the face. how do I start answering those questions? I have no fucking idea. And that‘s about all I know. Because it‘s hard enough to accomplish my own dreams that it makes my brain melt trying to comprehend Elon‘s. A dad that is patient and doesn‘t lose his cool. Because in addition to being a multibillionaire. But what I do know is that I can‘t keep writing like this and thinking like this. and a sick Tony Stark-like inventor/entrepreneur who owns companies that makes space ships and rocket ships and having a model/actress lady friend who was in There‘s Something About Mary. I can only focus on my own reality. They work for me. A dad that is trusted. doing this seems harder for me to do than building a vacation home on Mars like Elon.What if we create political organizations to do good but mess it up so royally that people pull out right away? What if Elon pulls out first? What does that say for the rest of us? What if I'm not invited back to D? What if I'm ousted as the phony entrepreneur I am who just got lucky building stuff that wasn‘t important? What if? What if? What if? What if? Man. he‘s ripped and would probably beat the crap out of me. It‘s the only way to live the life I want to live. And that puts on the kids in their own rocket ships that take them on their own journies to dream their own big or small or weird dreams. And it's the only way you and everyone in that room this week can live. I need to stop. Sometimes. A dad that doesn‘t roll his eyes or shake his head too many times. which isn‘t a good idea. They put me in the best position to succeed and make the most use of my time on this planet. . fat. I‘ve had my dreams. I dream about being a great husband. I‘m focused on Elon‘s dreams and not my own. hairy. They need to have their own. And that means being present both physically and mentally for Kass. And you don‘t either. This isn‘t something that comes easy for me and I want to continue to try to be better. So my dreams fit me. I dream about being a great dad.
I dream about being a great friend. Elon didn't get into the electric car business because he wanted to. go for it. Dream about the world you want to create. This intersection of dreams and execution is where the magic happens for Elon. This is my Mars dream. It‘s easy to dream big. If you think your dream should come true and you‘re not violating any rules of physics (or basic human ethics). You can dream with me here. ― . at best. Dream about the person you want to become. Or better yet. And even then. and then we did that. But that shouldn‘t be an excuse stop me from trying. Then they said you‘ll never make a profit. And I dream that one day I‘ll be part of the large movement that kicks cancer once and for all. or compare ourselves to. ―After the Roadster. Dream about how you can help make the world a whole lot better tomorrow than it was today. is dream what you dream. And don‘t let ANYONE or ANYTHING get in the way of your dreams. but then we brought it to market. and all of us. so many people called bullshit on the Model S it was ridiculous. of getting there. But it‘s hard to turn those dreams into reality. as Elon did. others‘ dreams when we can‘t even execute on our own? So all I can do.‖ Elon said Wednesday last night. Do I think I‘ll see 100% of all cancers cured by the time I die? Not really. you have a 50-50 chance. He got into it because no one else would. A friend that is present and dependable. ―They had written off the Tesla Roadster as a niche product for techno-geeks (another shout-out to the audience) but we‘ve moved beyond that. And never stop dreaming. and all you can do. Success can only happen if your skills and drive are equal to or greater than the scope of your dreams. So I hope they will observe there is a trend here. Who are we to worry about. So here's the deal with the dreamer's dilemma. Tune out the critics. two things that have been easier said than done over the last few years. turn those critics into the electric power to fuel your dreams. or could. and he had a dream that we could have cars that are better for us. And he was smart enough to see that he had the innate skills and drive to make it happen.
Elon. Congrats. and thanks for making all of us dream a little bigger. Some of that change will be great for the world. and bring them to life.205 202 81 inShare1. give you the inspiration you need to dream in your own way and. . I hereby declare my two days of being completely depressed about Elon‘s inspiring work over. be the change you want to see in the world. And you will have fewer doubters if you also tune into your dreams. Let Elon. Some will be great for just your own little world. I thought there must be other great ways that companies big and small can add in a little humor each time they touch a customer in some way. 2013 20. But all of these dreams are important. And with that. whatever they are. Most will be somewhere in between. a smile on anyone‘s face has got to be worth going the extra distance.233 After reading Don Peppers‘ article recently about a great way that Miracle Noodle had used an idea to create a funnier dispatch docket to it‘s customers. as Gandhi said so eloquently. but making your customer smile at some point can‘t be a bad thing. and everyone else who have made some of their dreams come true. 7 Ways To Make Your Customers Smile May 30.I imagine Elon will have fewer doubters in the future. I am not suggesting you make your brand a laughing stock.
"Thanks from your personal online shopping companion. A Google Adword campaign can be more effective if the message catches your new customers eye by making them smile.Here are a few examples of how you might add humor to your brand and spread a smile across your customers' face: 1. How can your brand be a little more creative here? Sayhello@xxxx. a daily quote or even a brief joke? 6. It made me smile when I read it. http://waldowsocial. 4. why not write something a bit more creative. this for many is the first touch point from your brand. and probably thousands of others that have had the pleasure of receiving it directly too. Unsubscribe Messages Rather than the customary ―we are sorry to see you go…‖ message. great choice of product I must say!‖ 3. This video takes it to the extreme but if it works. they are about to leave your subscribe list.com/best-unsubscribe-ever/ 5. Shipping Messages CD Baby originally made this famous as Seth Godin picks up in his blog when he received the message that Don‘s experience is based on. On Screen Messages So your customer has placed their order and a message pops up on their screen to say thanks. 2. how can you make that a better experience and make them smile? It may be something simple like the sign off. Your Online Personality As so many people do their research online before they actually buy a product. Telephone Automated Messages Whether you are choosing from a menu or on hold. why not post amusing messages that pop up when your visitor is waiting for a search result to finish? HubSpot do this well.com.com. When they get to your website. Generic Email Contacts Many companies have a generic email address that is used on their website such asinfo@xxxxxx. with little messages saying things like ―off to the races‖ to amuse you while it searches for a moment. so it‘s your last chance to keep them. why not? Sorry I couldn't embed this one. why not change your phone message daily and include a personal message about what‘s going on. . why does the message have to be so flat and uninspiring? This could be the first time that your soon to be customer interacts with you so why not change your messages to lighten their day? If you are a smaller company or a solopreneur maybe.
the value of the Ratner group plummeted by around £500 million. Some other areas you touch your customer in some way and where you could add humor could include: Your invoices Your Thank You notes Your newsletter welcome message Adding humor and making your customer smile is a great way of keeping your brand name in their minds. 2013 18.518 . People say.95. it doesn‘t always work." After the speech. There is a fine line telling the truth to make your customer smile and not going overboard and ending up in a pickle like Ratner did. as long as it‘s appropriate and just the right amount to suit. he commented: ―We also do cut-glass sherry decanters complete with six glasses on a silver-plated tray that your butler can serve you drinks on. When Gerald Ratner made a speech at the Institute of Directors in 1991. CD Baby also have another way to get a message to them listed on their contact us page. which very nearly resulted in the firm's collapse.orchiefhelper@xxxx. I say. Leave Them Laughing: 4 Things To Remember in your Presentations May 20. "because it's total crap. Ratner resigned in 1992 and the company changed it‘s name to Signet Group.881 314 88 inShare1. But be warned. all for £4.com could be a more inviting alternative. it‘s by homing pigeon! 7. "How can you sell this for such a low price?". Advertisements Remember the movie Crazy People with Dudley Moore? His ―tell the truth ads‖ were mistakenly printed instead of the approved ones and were a roaring success.
so make sure that you grin broadly or laugh with them to encourage laughter at the right places. at a seminar or conference.You have probably sat through many a boring presentation. to be entertained. and then bang. . Audiences all over the world want one thing from a presentation. but nothing else. delivered to you from his heart. So if it‘s your turn to present to the team. If the best content rich presentation has no humour. the few words and numbers on there are simply for you the audience to look at and maybe a prompt for him. we probably would have all laughed. then it will always lose out to the maybe empty but funny presentation. but every presentation should have some humour in it somewhere. to tell us the viewer when to laugh! Listening to a very serious presentation some time ago. where you probably didn‘t learn a dot. That‘s why we have canned laughter on sit coms. Tell us to laugh If you don‘t give your audience permission to laugh. As the presenter didn‘t smile or laugh at that time. ones packed with pie charts. This last slide is so important. There is very little information on his slides. then they are scattered at regular intervals throughout. Try using a handful of funny images or very short video clips rather than risk a joke falling flat. way too much text and cheap clip art. but engaged. I plan to get my first laugh within the first 1 minute of my presentation. the slide your audience will remember you by. the words are all in his head. there was a funny bit. Instead. right on the very last slide. but you had a good time. leave them laughing. what are the main ingredients to keeping your audience not only awake. those of us that did laugh. Do you need to show your increase or decrease via a line or will a bold image suffice? Plan your funny bits We are not all born comedians. Had the presenter laughed. Its just human nature. inspired and ready for more? Minimalize your slides. felt stupid and maybe even callous because we hadn‘t been given permission for our outburst. but it also have a very serious side to it too. they probably won‘t. so plan where and how that humour is going to be delivered. so give your audience permission at the right places. Add in a bad presenter and you have the perfect recipe to put any insomniac to sleep with boredom. Take a look at this video of Steve Jobs presenting. Avoid too much information Too much information with several different line colours adds confusion to the audience.
―Just one more thing‖. Start Engaging: The New Rules of Selling May 30. you must practice.358 256 98 inShare1. but focus on practicing your first 2 slides. Those are the two important areas to win or lose your audience. it really knits everything together. and your final slide. On the day of your presentation. have a ―Just one more thing‖ slide and tell the audience. 2013 27. Stop Shouting. run through your notes.908 . I like to tell a very short story at this point to demonstrate a real life experience about what I have been presenting. ―and finally…‖This will ensure that they know you are drawing to a close. practice and practice again. Steve Jobs also always included a ―just one more thing‖ slide.Your Columbo finish Lieutenant Columbo always said at the very end of asking his suspect questions. your close. Lastly. you are all but finished. As you wrap up your presentation.
FM at the Nasdaq Marketsite about the new rules of selling in the era of social media. than Lazerow. You can watch a soundbite from our conversation here: I strongly agree with his main point. they invented the PopUp advertisement." Indeed. doing our thing. I recently interviewed him for Newswire. who co-founded BuddyMedia with his wife. social age. Kass. shouting at me. feeling good." Lazerow told me. when — Whoah! — I did not want that in front of my face.When the Mad Men of advertising first went online to try their hand at selling. Could they have come up with anything more annoying or more likely to turn off potential customers? "We are living our life. adding. that the Pop Up ad shows that in the digital. There are few shrewder observers of trends in marketing. Back in the days of Mad Men." is Michael Lazerow's perfect description of how I feel on seeing my screen invaded by a Pop-Up ad. the question advertisers asked was essentially "how many people can I reach by shouting at them and shoving it down their throats. and sold it to Salesforce where he is now Chief Marketing Officer of Salesforce Marketing Cloud. the traditional model of advertising is fundamentally broken. especially the online sort. . "That's why we hate it.
by Oreo cookies:―Power out? No problem. and start shouting. 2012 13. . As Lazerow warns." That means producing genuinely interesting content. I'm hearing this word all the time in my interviews nowadays: engagement is shaping up to be 2013's business buzzword of the year.000 books in Amazon on the topic of leadership.‖ True. the goal of engagement for a marketer is to figure out "how do you as a brand get into the conversation. "If you are not producing content that people engage with. a tweet when there was a power blackout during the Super Bowl.000 retweets and 20. But even leadership development experts can't possibly read them all.000 Facebook likes. Obviously. You can still dunk in the dark. I've read many of them. you are going to die as a brand.‖ The biscuit baker‘s reward? 16. So let me summarize what some of our newest research has found." What Makes a 21st Century Leader? October 18. what is the new golden rule of selling? For Lazerow. A recent article in The Economist about the future of marketing noted that "Nearly 40% of CMOs do not think they have the right people and resources to meet their goals. it boils down to one word: "engagement".704 453 137 inShare1. That spells trouble. says an Accenture report entitled Turbulence for the CMO. far too many brands still defer to their inner Mad Man.So. Yet in my experience. The Economist article lists a whole series of examples. there are a growing number of successful engagements by brands. But what does it mean? For Lazerow. that is easier said than done. Lazerow mentions the "beautiful photography of Burberry" and Virgin's use of celebrity stories as particularly effective. including my favourite. that people want to share on Facebook or talk about around the water cooler.808 There are more than 10.
It's just very hard. but at its core leadership has not changed. 21st Century Leadership Competencies As this data shows (directly from more than 700 companies who participated in this research).Our research shows that 21st century leadership competencies are different. core .
Today's strong leaders come from the business and they understand the domain. They never stop learning.leadership skills are being complimented by new strengths . great leaders seem to have an uncanny ability to "see the right direction. you'll fail." When a problem arises. understand how to innovate. and always tries to learn from mistakes? Or are you the one telling others what they need to learn? If you are the former. These people always study their market. What makes you a leader? People follow you. you're not keeping up. Great leaders understand that they are constantly learning. because once the environment changes (and it always does). Great Leaders have common sense. Great Leaders are Learners. 3. Underlying these competencies. Great leaders see reality. our research shows that five things really matter: 1. Are you the type of person who reads a lot." GE. They understand their people well and know how to being diverse groups together. fast-changing. But also Optimistic. Great leaders are hands-on. But they also have an optimistic outlook. the world's #1 assessment company and others) shows that great leaders always see a "way out" of a problem. to force managers and leaders to get to know the business you're in. their discipline. however. and a practical way of understanding how problems are solved. judgement. If you're the latter. Are you a hands-on leader? Do you understand in detail what your people are doing? Can you really add value in their daily work? If not. They're no longer just "great general managers. . chances are you're a great leader (or becoming one). Much research (by SHL." "Common sense" comes from experience. 2. questions your own thinking. They have an ability to "see the future" in a way that others can understand. their customers. They don't wear rose colored glasses. and stay very close to customers. for example. And what makes people follow you is that you have "common sense. global workforce. 4. Their newest leadership program asks rising executives to spend at least 7 years in the same business area.capabilities to deal with a more diverse. Great leaders are Realists. Today's leaders make faster decisions. has greatly reduced its management rotation process (as have many other companies). It's often called "learning agility" in the HR field. and their own organization. you better find the right place to fit.
5. Great leaders have high energy. As George Marshall, the chief of staff for the US Army during World War II (he essentially "remade" the Army), put it: "Great leaders have high physical energy." You, as a leader, will be asked to work long hours, travel, and endure difficult and often highly uncertain situations. Without a high degree of physical energy you may find this difficult. We only need to look at leaders like Steve Jobs of Apple, Marissa Mayer of Yahoo, Ginni Rometty of IBM, and dozens of other high-performing leaders to see that they are hands-on, highly trained experts in their businesses - with the ability to rapidly bring people together in today's new borderless workplace.
Start Celebrating Yourself Today
June 03, 2013
2,509 43 16
We can spend so much time managing our careers, our money and our relationships that we don‘t always stop to recognize our successes. We're too busy moving on to the next meeting, project or item on our to-do list. Or we set the bar so high we won't hit it for awhile, if at all. So today, let's celebrate. Let's forget about outcomes. It's not about whether you got the promotion, the salary bump you asked for or the new client. Right now, it's the fact that you asked, you researched, you presented.
For just a few seconds, focus less on what's important to your boss, your company and your colleagues and zero in on what was progress for you. Did you wake up early enough so that your morning wasn't rushed? Awesome. Did you bring your lunch this week and save the money to go toward a new car? Nice work. Did you rely less on your notes during a presentation? Way to go. I bet, with a little practice, you'll even be able to find things to celebrate in less than idealcircumstances. Like Rebecca, who started a discussion in Connect: Professional Women's Network, noting that she was laid off after 20 years in marketing and wanted to reinvent herself. Nearly 2,000 people commented with tips and support for handling the transition. Being laid off is rough, but I'm celebrating Rebecca being vulnerable enough to ask for advice and all the who people responded with encouragement and job leads.
How To Confront Those Who Don’t Honor Their Commitments
June 03, 2013
17,029 149 45
Then. It‘s much harder to justify the lack of an early warning. For example. The next time you get a commitment from this person. The first level concerns effectiveness in the task. This serves as your ―signed contract. he might have gotten an urgent request from a customer that you agree takes priority over an internal meeting. For example. It helps you evaluate whether or not the causes for the breakdown arose after the promise and were thus unforeseeable. Many problems result from miscommunication at the time of commitment: You think you requested X. Here are three steps for a productive complaint: 1. the relationship. or not at all. The key is that you clearly express what you need to close the issue. trust. then you can accept his apology and move to negotiate a recommitment. If this is the case. and feel at peace. 2.When you complain unproductively. For example. then discuss how to avoid repeating this in the future. He might have an excellent reason for not keeping his promise. but it pales in comparison to the damage caused by holding your counterpart to a commitment she believes she didn‘t make. The second level concerns trust in the relationship. The other key is that you ask for what you really need to close the issue. you may confront your counterpart about the fact that he didn‘t let you know when he decided not to attend the meeting. summarize the agreement and verify that she concurs. This may just be to recommit to the original promise. inquiry shows respect. At worse. For example. 3. Your goal is to prove that you have been wronged. You confront only once. As I said in my previous post. and the hurt. ask why. if she called you at the last minute. e-mail her a summary with a request to confirm or correct it. If your counterpart acknowledges that his behavior was a breach of integrity and that he should have called you. Every productive confrontation includes a request for resolution. you end up with a new agreement that closes the matter. restore trust. You might attack the person you blame for your problem or even criticize him to third parties. Ask what happened. integrity means ―no surprises‖ and one can preserve it even when one cannot deliver on one‘s commitment. and integrity. Your goal is to repair the task. or it may include additional conditions. you may confront your counterpart about the fact that he did not show up for the meeting as agreed. At best. You end up full of negative assessments and righteous indignation. You address the person directly.‖ There are three levels of confrontation. If he argues that . you seek to restore coordination. Check the commitment. your counterpart thinks she promised Y. You may worry that step one provides an opportunity for the other to get off scot-free: ―I never said I‘d do that!‖ This is a real risk. You repeat your story over and over. you seek to soothe your anger by criticizing another. and you follow through to resolution. When you confront productively. you realize that your counterpart is not trustworthy and you can responsibly decide what you want to do about it. Besides helping you understand the other‘s perspective. Negotiate a recommitment.
it should resolve them. A person who breaks a commitment affects the task. The promise came from him. of course. 2013 10. and his integrity. If your counterpart insists that he didn‘t have to call because the absence ―was not his fault. the relationship. then you must proceed to the next level.831 109 30 inShare611 .‖ you might confront him about the meaning of his commitments. Provided. The third level concerns integrity in the person.he didn‘t need to call because he had a good reason to skip the meeting. rather. you give him an opportunity to correct matters and reestablish trust. When you confront him with grace. a productive confrontation shouldn‘t create conflicts. 5 Keys to Great Storytelling: Lessons from Barbara Corcoran June 03. therefore. that your counterpart receives it with grace. he‘s obligated by his own word to honor it. letting you know of the problem as soon as he finds out and trying to minimize the consequences for you. Therefore.
Barbara Corcoran wore a bright red dress the day I first met her, which, combined with my bright orange, may have looked from afar more like a fire than like 2 people. But fiery is definitely a great word to describe her. Corcoran, the real estate entrepreneur, celebrity author and star of ABC's Shark Tank, is full of life, energy – and stories. In fact, after I read her book Shark Tales and heard her on my friend Tim Healy's radio show, I knew that she was one of the best storytellers I've ever encountered in business. So when I sat down with Barbara to interview her, we chatted about how to tell great stories in businessand in life. We agreed that great storytelling is the best way to – essential because people remember stories, and use them to draw parallels to their own lives. Stories persuade people, and help people feel connected – two essential skills for any leader or salesperson.
Corcoran's own success is an incredible rags-to-riches story – from one of ten children to waitress to real estate mogul. But I'll let you read her book to hear that story. In the meantime, here are the 5 keys to great storytelling – for better business – according to Barbara Corcoran: 1) Have a purpose Know your audience and your story's purpose – is it to entertain, to educate, to put at ease, or to persuade, for instance? Understanding the purpose for telling your story allows you to keep it simple and effective. For example, in order to teach me how she became a great storyteller, Barbara told me the story of her growing up in "a large Irish family, where everyone was always telling stories and in order to get attention, yours had to be good!" 2) Share a beginning, middle and end Every great story has a beginning, a middle and an end. Make sure yours moves smoothly through each section and don't stick around too long on anything. "Delivery is important, too," Barbara told me. "Enthusiasm is everything!" 3) Put skin on the bones It's the details – the color, sights, sounds, smells, and other descriptive language that really bring stories to life. "Describe what you were and the other people were wearing," said Barbara. People want to be able to have enough details to picture the story in their heads – so the more details you give, the more meaningful and memorable your story will be. "When I told people I sold by business for $66 million, they shrug. When I tell them about my next visit to the ATM machine, and the smell of the money coming out, and the sound of the receipt spurting out of the machine with my balance, then, they get excited." 4) Be the vulnerable underdog Of course, you might not always be the underdog in every story, and you may not always be able to be humble or vulnerable in your recounting of the story. But whenever possible, Barbara says, include this. "People always identify more with the underdog than with the perennial champion. And vulnerability leads to trust and intimacy, and opens people up to what you have to say." 5) Tell your own story This was an important lesson I learned from Barbara. My wife and I happen to have an amazing story about a sponsored wedding that led to our first business. It's a story we often tell when introducing Likeable Media to new clients. And, don't get me wrong, it's a great story, when we tell it. But Barbara helped me to realize, when other employees tell the Likeable story, they need to make it their own. People will always respond better to a story that stars the storyteller, not someone else. If you take into account these five principles, you too can become a better storyteller, and a more effective business communicator. As for those of you looking to meet and pitch Barbara Corcoran in the Shark Tank, she was clear: "Storytelling is everything. Show me an MBA and your sales
numbers, that's fine. But tell me a great story about how you got started and your vision, and we'll talk."
How to Sell Anything Using Social Media
May 30, 2013
28,211 237 81
Three years ago, my wife and I sold our co-op apartment in New York to move into a bigger home – and I created a Facebook page entitled Dave's House for Sale, dedicated exclusively to selling my home. The page actually generated three leads, which led to one offer. But I got a better offer the oldfashioned way, so despite my desire to be able to say I sold my house on Facebook, I had to take the better deal. Three weeks ago, a client of our partner agency in Turkey, Likeable Istanbul, sold a car on Twitter. Dogus Otomotiv‘s second hand car dealing brand DOD managed to sell an automobile via its Twitter account (@DODcomtr) with a proactive strategy and successful customer listening. It is proof that today, no matter what you are selling, you can use social media to your advantage. It started when Duygu Cakir, a music director and program producer for Super FM, posted a tweet saying she wanted to buy a car. Likeable Istanbul‘s social media specialist for DOD caught this tweet by constant listening and replied to her. After Cakir‘s positive answer, DOD started sharing suitable models with her on Twitter.
Rock and Roll Fantasy Camp credits social media with driving 25% of its $6.000 worth of sales of adaptive vehicles in the last quarter alone. Use social networks such as Twitter and LinkedIn to find prospects and get to know them online before you even think about selling something. Build relationships first.After considering a few models. And as I said. helping sove problems. Likeable Istanbul selling cars on Twitter is just one of many examples. Show your friendship first. Invest your time up front in these relationships. Long before social media. 4.anywhere. there was relationship-selling: listening. especially when the conversation has nothing to do with what you're selling. it's essential to ask for the sale. If you're listening well enough. Ask for the sale. But just like hard-selling doesn't work in person. whether through an online link or a request to take the conversation to a phone call or even an in-person meeting. you absolutely can use social media to your advantage. Help people solve those problems. Uncover problems and needs. great questions and great care. The most valuable business asset of social media is listening. or widgets. Those are the 5 key steps to selling anything using social media. so they took a photo of Cakir and her new car and shared it on Twitter (pictured above). you'll note that these are also five key steps to selling anything . 2. followers and prospects say something that's a hint that they need what you have. antiques. insurance. think not of the sale but of the help you're providing to someone whose needs you've uncovered online. This is your specialty. Social media purists will tell you that it's all about listening and conversation. it doesn't work with social media. Engage when you feel compelled. Cakir wanted to see a car suggested by DOD and soon after she decided to buy it. homes. But in the end. Listen carefully. listening and engagement is super important at the early stages of the sales funnel. without asking for anything in return. If you're paying attention. Reyne Haines is an antique dealer who has sold many thousands of dollars worth of items using social media and currently has a $22. It's always easier to make a sale when you build a relationship first. DOD wanted to share this sale on social media. and closing. Here are five simple reminders about the best processes to use when selling through social media: 1. Now. Pay attention to what your prospects are saying online. 3. there are lots of social . and whatever it is you're selling. The Mobility Resource credits social media with driving over $300. That's your opportunity to engage further in a conversation that will lead to a sale.000 silkscreen up for sale on Facebook. 5. Monitor their social feeds. Whether your job is to sell cars. You won't get the sale unless you ask for it. you'll notice when your connections. Demonstrate your expertise and your willingness to help.000-a-pop sales to its four social media sites. using great content. camp.
2013 222.293 .networks and technologies and tools that may overwhelm some people. But to those people who embrace it all. The Secret to Putting Together an Insanely Successful Team May 28.517 1. it allows you to sell at greater scale and efficiency than ever before.612 493 inShare7.
‖ Can‘t argue with that. our goal is simply to put the best person in the job.) Those words are: ―Hey. can you? Who can be against putting the best person in the job?? Except…… .What are 13 of the most common words that keep companies from realizing their full performance potential? (Hint: They are 13 words that are very difficult to argue with.
Ty Lawson and Kendall Marshall would be the best players. And it‘s also easier for me to picture how somebody who looks like me and sounds like me will get the job done. simply because of its appeal as a Wall Street whodunit. this is particularly true if it‘s a difficult job or a stretch assignment. 2013 23 0 0 inShare3 Over the past few days. And we will have accomplished a great deal on increasing opportunity and diversity.‖ we will have accomplished a great deal on improving company performance. You Will Keep This Confidential June 04. But humans are human. it‘s just easier. I've tried to round out the group by including a visionary.and they outperform even more capable teams.with a basketball example. betrayals and insider trading. they will almost certainly be beaten by teams that have more diverse player skills.. But would they be a national championship team? No way. to prison. because I can imagine how I would do it. In any random group of UNC basketball players from the past it could well be that Phil Ford.. If we can change our mindset from ―Hey. many of us prefer to spend time with likeminded individuals. Raymond Felton." a fascinating account of ambition gone bad. The power of diverse perspectives is such that diverse teams outperform non-diverse teams…. And that‘s because they're all point guards. a client advocate and an ―historian‖ as part of the team. Rajat Gupta. The book chronicles a gifted group of Indian and Sri Lankan immigrants who rose to prominence in the U. -. So let‘s take this to its logical conclusion. It's hard to miss with an insider-trading scandal that destroyed one of the world's biggest hedge funds (Raj Rajaratram's Galleon Group) and sent a former head of McKinsey & Co. But the book gains enduring value from an unexpected bonus: a clear-eyed look at the reasons why so many powerful people can't keep secrets. ethnicity).and then wrecked everything in a frenzy of secret schemes. a skeptic. time spent at competitors) or innate (gender. our goal is simply to put the best team in place. Jimmy Black.S. a doer. to name a few. Frankly. . When I have built business teams in the past. our goal is simply to put the best person in the job‖ to ―Hey. While arguably possessing the most valuable skill set on a team. I've been devouring an advance copy of "The Billionaire's Apprentice. I‘ll admit it: I often do. whether acquired (time spent abroad.. And I have also worked to include diverse backgrounds. Look for the book to pop onto bestseller lists..Research has shown that the best performing teams are diverse teams. When left to our own devices.
taunting them periodically for not knowing more. praising their insights on many occasions. That's not done lightly. As seen in the Galleon story. Everything is transactional. confidentiality has become a strangely rubbery concept. the largest paychecks and the most adulation. The craziness persisted until the end. elite players in tech. Eventually. of course. Allegiances could be transferred. Life was a constant hunt for the best perks. the informants at the center of Rajaratram's web ended up grotesquely compromised. Some accepted payments under pseudonyms in hastily created foreign accounts. It hardly matters that bankers. consultants and tech executives all work at firms with strict dataprotection agreements. . Along the way. on the chilling belief that it's easy to get rich if you can see tomorrow's earnings announcement a day ahead of time. at any time. His hedge fund repeatedly seeks wormholes into tech companies' internal data. A huge gulf has arisen between stated policies and actual conduct.and insecurities -. There aren't any lifelong "home countries" or enemies. but that would be a mistake. Others decided it wasn't safe to chat via regular channels. Spying doesn't happen unless agents are deeply motivated by money. ideology. So they resorted to mobile phones registered in a gardener's name. Rajaratram and his business entities paid handsomely for money-making tips.of his informants. Even minor characters in the book treat "confidential" as a genteel relic that can be ignored with impunity. As former CIA agent Jason Matthews explained in a recent Wall Street Journal essay. to someone new who was offering a better deal. though. There isn't much ideology or conscience. that creates the book's central tension: Why would any of his targets succumb? I don't think we can rely anymore on traditional models of the ways that espionage rings work. the first few interactions with Rajaratram's world are justified as legitimate social mingling or business prospecting. We learn quickly that the big beneficiary of each leaked secret is Galleon's founder. money and ego enter the picture. Yet no one felt enough remorse to back out. people strained to please whoever was rewarding them the most. conscience or ego. spying historically has been regarded as rare and dangerous stuff. the first few steps toward competitive espionage now seem to be traveled with an eerie calm. By the book's account. In business settings. Such eagerness might be mistaken for lasting loyalty. Again and again. Once the villain is in action. finance and consulting are retooling their networks all the time.As author Anita Raghavan explains. most tipsters didn't regard their sub rosa work for Rajaratram as fundamentally different from their regular careers. Rajaratram also played to the vanity -. in which people who gather information for a foreign country are knowingly breaking the laws and ignoring their instinct for self-preservation. But guess what? The Galleon boss's informants rode the same roller-coaster of money and ego in their day jobs. Over time. Rajaratram.
Ones that try to mask sloppiness with a few spray-on legal policies will be disappointed again and again.Is there a better alternative? Any rampant misuse of private information -. starting with more careful hiring. It was painful to see and I vowed to never let that happen again. but grew significantly in both the number of students engaged and the quality of the experience for all participants. training and a shared recognition that confidentiality must be taken seriously. Shortly after I graduated and left Ann Arbor the program withered back to where it had been before I was engaged. So does vigilance. Firms that build a culture around taking good care of sensitive information will reap the rewards. 2013 7. How Are You Planning for Your Succession? June 03. Character matters.either at Galleon or elsewhere -.can't be stopped by a single action.903 73 29 inShare407 In college I developed a service learning program that took University of Michigan students to a local prison each week to teach creative writing. It had existed in a smaller form before I took it over. But I see a host of areas where greater care could pay off. .
Planning for change has made it easier for me and for the team to imagine a thriving Taproot without me in the daily mix.Taproot‘s board pushes back and asks the hard questions. In addition to the ongoing investments in succession. Executive Management Team and army of ―Roots‖ (as we call our employees) is set up for success. Powered by Pro Bono. we made very intentional investments to create: A strong board of directors that is independent from the founder . I knew I would leave some day and it was critical to me and to the mission that the organization wouldn't only survive but thrive.360 21 9 inShare67 . What I Learned in Italy (Or. Promotion of two "home grown" talents to the management team and have been critical to bring institutional knowledge into the group as well as deep commitment to our mission. A clear and well-articulated mission . 2013 3.Succession planning was core to the design of the Taproot Foundation since its first year. What followed was a series of conversations that engaged key staff and board members in thoughtful leadership transition planning that led to the public announcement in January of this year that I would be making the transition over the next 18 months. I was getting the entrepreneurial itch and also recognized the need for a new type of leadership for this next chapter of Taproot‘s story. but having made these investments gives me the confidence that the Board. We published our new book. vision and values. A talent pipeline – We have supported and developed staff to be able to grow into management roles. They also raise real resources – about 25% of our budget. over the last two years we have set the table for the change with specific investments including: An updated strategic plan to provide stability during the process and a clear initial direction for the new CEO. This month is my last month at CEO and will then spend the following 12 months as a senior advisor. I shared with the board my intention to leave at some point in the next chapter of the organization‘s development. Relationships with nearly 200 institutional partners – I don't manage a single one of them. to capture all of the learning from our first ten years for nonprofit partners and a baseline of knowledge to serve as the foundation for the next phase of the organization. An exceptional executive management team. Experienced executive directors run Taproot‘s local offices and built the local community around them and not around me. Economies in Perspective) June 03. These relationships are owned by different members of the team to ensure both our ability to scale and to have the partners connected to the organization and not the founder. vision and values.Communicating and living our mission. Several years ago. To that end. We are not done with the process and will surely learn as we go.
where the economy is still in dire straights. Despite scary headlines during the time I was away ("Bonds dive!". there has been a flurry of turmoil seen over the past week and a half.S. When other U. Yes.2 percent. "Jobs report is key!"). "Japanese stocks plunge!". Bond market crash: As predicted for the past two years. Greece and Spain).S. The U. While the price drop and yield increase may seem dramatic in the short-run.S. the Nikkei 225 has . the worst monthly performance since December 2010. using a QE-type of bond buying and by doubling the nation‘s monetary base. Life is always a matter of perspective.S. travelers found out what I did for a living. "QE to end!". economy and my thoughts as to when the tide might turn for Italy and the rest of the PIIGS (Portugal. Italy. I keep thinking of an Italian saying.I'm just back from a trip to Italy. Yes. up from about 1.6 percent at the beginning of the month. When locals found out what I did for a living. they wanted to know when the rotten U. Ireland. Japanese stock correction: Investors started buying Japanese stocks last fall. but there is really nothing new under the sun. they wanted to talk about the U. recovery would accelerate. Let‘s review. ― Niente di nuovo sotto il sole‖ (nothing new under the sun). it has been long-telegraphed by improving economic conditions. but the gains accelerated after the recent Bank of Japan pledge to drive up inflation to 2 percent within two years. interest rates on government securities across the globe have finally started to rise. "US growth lackluster!". 10-year treasury yield increased to 2.
as aging baby boomers retire. Still. 5 Career Lessons I Learned in the Amazon June 05. The pullback in government spending at the local.5 percent. but many are now predicting that 2014 could be the year that growth returns to the post-World War II average of 3 to 3. Such action would lead to higher bond yields and lower bond prices and could potentially jar the equities markets as well.fallen 17 percent from its May 22nd peak and saw its first monthly decline in the past 10.121 139 39 inShare519 . about one-third of the decline is due to the severity of the recession and the weakness of the recovery. bond market futures are pricing in a Fed rate increase in late 2014.5 percent.5 percent.5 percent and the second quarter is likely to remain muted. As economic conditions improve. Helping to boost the numbers could be a resumption of larger growth for the construction sector. state and federal levels has been a headwind for growth during the recovery. the timing and magnitude of the action is in question. and that the unemployment rate will remain unchanged at a four-year low of 7. QE to end: As signs of recovery continue. due to sequestration spending cuts. but it remains up more than 25 percent this year. The central bank has said that it would maintain its low interest rate policies at least until the unemployment rate drops to 6. concerns are mounting that the Federal Reserve will have to taper its bond-buying program (―Quantitative Easing‖ or ―QE‖). the government will release a monthly jobs report on Friday.000 in May. compared with earlier expectations that interest rates would not rise until mid-2015. 2013 9. some investors are worried that the Fed may withdraw stimulus sooner than later. It is expected that non-farm payroll employment will increase by a 165. Jobs report (once again) is key: Here we go again…just as investors come off an anxiety-inducing week. US growth: The government revised down its original estimate for Q1 growth to 2. Right now. While there is no doubt that QE will end. Many will point out that the decline in the unemployment rate from a peak level of 10 percent in 2009 has been partially attributed to the exodus of discouraged people leaving the labor force. The plunge in the participation rate to late 1970‘s levels has mostly been driven by demographics.4 percent from 2.
I would repeatedly draw on lessons I learned in the rainforest. we had to first remove the tarantulas. But this past year. and a boat). I packed up my belongings. I didn‘t know I would go on to leadership roles at some of the world‘s great internet companies. The lesson was clear: some problems are better tackled in strategic stages than with a single show of force. I felt torn. 2. To get rid of the snakes.org (the world‘s largest social change platform) – and that in my work at these companies. Unsure what lay ahead. I knew this would be a once in a lifetime opportunity. two planes. I was recently reminded of this lesson during an exciting moment at Change. 1. the Boy Scouts announced this month that they‘ll finally welcome gay youth into their ranks. My original plan was to go to Italy and study art history. So when I came across a catalog from the School for International Training. In honor of this event. tackle the tarantulas. said goodbye to my parents. Every night we were at risk of them coming close and either purposely or inadvertently biting one of us. and other major corporate funders of the Boy Scouts to pull their funding until the ban was lifted. poisonous snakes lived nearby our sleeping area.org involving the Boy Scouts. I hope they‘ll prove as useful to you as they have for me.8 million people took action on Change. Intel. an incredible thing happened. I‘ll be speaking on a social innovation panel hosted by World Learning.org to petition their local Boy Scouts councils to allow in gay members. but could also be dangerous. Other Scouts successfully called on AT&T. from Yahoo! to Google. UPS. Advocates have tried to dismantle the organization‘s anti-gay membership policy for decades. the incredible organization that runs the School for International Training and hosted my Amazon trip all those years ago.I always knew I wanted to do a semester abroad in college. All in all. Back then. Hundreds of Scouts from around the country used Change. In one area we visited.org – and in response to these voices and other pressure. It was beautiful. a bus. I thought it was fitting to share five valuable lessons I took away from living in the Amazon. I learned so much about the incredible ecosystem that is the Amazon and the amazing plants and animals that thrive there. To get rid of the snakes. First. I decided to pick the program furthest from any of my previous experiences: a semester studying Amazon rainforest ecology. and hopped on a plane to the Amazon (actually. But when the day came to apply to a study abroad program. 1. I was reminded of this experience because this week. we had to identify why they were in the camp in the first place: it turns out they like the tasty tarantulas that were also hanging around our camp. and I felt like I should do something more unusual – something off the beaten path that would really challenge me. One of my favorite things about the Amazonian area in Brazil where I lived was the spirit of . even bringing their case to the Supreme Court a decade ago – to no avail. And yet other petitions got major music acts like Train and Carly Rae Jepson to pull out of concerts sponsored by the Boy Scouts while the ban was still in place. Welcome everyone – they may have something to teach you. I even studied two years of college Italian in preparation. and now Change.
I wasn‘t used to being received this way. That‘s the logic behind the unique structure of Change. from colleagues to family and friends – and even sometimes strangers – has something to teach us. That inquisitiveness has stuck with me throughout my career. Rather than go the traditional route of pairing more established women with their less experienced female colleagues. like my recent post about 5 mentor archetypes. There‘s always something we can learn from the people around us. Everyone in our lives. they interestingly all seem to carry this common theme: we have a lot to learn from everyone around us. We all have something to teach and something to learn.openness and curiosity among all the people I encountered. but I quickly learned to appreciate it – and I began treating others in the same way. When I look at the posts I have written on LinkedIn so far. we just need to welcome them and their experiences. . WHOA. Not only did virtually every person I met welcome me into their home and serve me food and drink (no matter how little they had to eat themselves). Women Helping Others Achieve – or.org‘s new women in leadership mentoring program. we‘ve created a system of co-mentorships in which women across the career spectrum – whether just out of college or decades into their careers – provide mutual support and insight. as we call it. but they also all treated me as if I had valuable wisdom to share. seeing each person as a source of potential knowledge.
Speak someone else’s language. Adjusting my own language to match my colleagues‘ demonstrates an appreciation of their backgrounds and generally helps me get my point across more effectively. But for some reason I can‘t explain. and I began listening more and molding my own way of speaking to match theirs. but as I noted earlier. The truth is. . technical jargon or just a different communication style. that was not the case. I was struck by the thought that you only get so many chances in life to really push yourself beyond your comfort zone. Yes. you can‘t progress in your career – or grow as a person. an important shift happened: I stopped taking for granted that people could understand me. you haven‘t done it before.‖) He didn‘t grasp that I knew the concept of a fork. I can remember my exchange brother holding a fork in front of me and saying in Portuguese. (And I have an extra appreciation for people navigating the world in a language other than their first!) 4.‖ be it business-speak. Filled with adrenaline. Você come com ele. as everyone – even people who speak my native tongue. but I flourished. in the moment of choosing a study abroad program. Push yourself. the sheer act of trying to understand people gave me a headache for the entire first month. This lesson has proven immensely useful to me throughout my career. I started a nonprofit. I had a key realization that has stuck with me since then: no matter how good you eventually become at something. the first time you do it. And you know what? Not only did I survive. Knowing I could handle the Amazon gave me the internal strength to do many things. One of the most challenging things about my trip was moving to a place where almost no one spoke English. for that matter – without pushing yourself to try things you haven‘t done before. the actual children in the home where I was staying didn‘t understand my lack of basic language skills. Although I studied intensive Portuguese every day for many weeks after I arrived. gaining confidence in my ability to thrive in new situations. anyone can theoretically pack up their belongings and visit or move to a remote part of the world – but at that moment. English – comes to work with their own ―language. became a general manager and eventually a CEO when I‘d never led a company before. the opportunity to do so in a way that would truly be immersive was more real than it would probably ever be again. Thinking back on this still makes me smile. ―É um garfo. I took the jump. You eat with it. In the process of becoming conversationally fluent in Portuguese. I wish I could say I‘d always been that student who dreamed of studying abroad in a challenging environment like the Amazon.3.‖ (―It‘s a fork. I just didn‘t know the word. I felt like a child – and in an ironic twist.
5. 2013 37. a region perpetually celebrating life with music and dancing. sat on the dock of the river. there‘s always joy to be found in life. No matter how much or how little you have. and the beauty surrounding them. and often had just a few articles of clothing. They made or handed down instruments. fished for shrimp from the river. Yet they they had so much joy spending time with each other. the feeling of being alive. Don‘t forget to celebrate it. I was staying in the Brazilian part of the Amazon. Don’t forget to sing and dance. the people didn‘t have many physical goods – they ate acai berries off the trees. and sang to their hearts‘ content about their community. In the small village where I lived. 5 Mentor Archetypes I’ve Met – And How to Spot Them May 23.865 .837 426 100 inShare2.
But what does it mean to ―find‖ a mentor? People rarely explain what a good mentor looks like. . and they‘ll probably tell you to find a mentor. much less how to go about spotting one. I couldn‘t agree more – I‘ve been fortunate enough to have some incredible mentors over the course of my life.Ask any career development expert how to succeed in the workplace. and they‘ve given me immeasurable support and encouragement when I‘ve needed it most.
and ask for guidance. ―Always wear your nametag on the right side of your shirt – that way. Then ask them how they did it. With two kids and a full-time job. memorable soundbites. sharing their wisdom and cheering you on. then the Headmaster at Sewickley Academy. Yes. showing me through her life that it is possible to have a great career and be a great mom at the same time. Try to get at the underlying values that drive their work. rule 3: Don‘t work with jerks. My first boss. she did this with a supportive spouse. You‘ll find that some people.‖ Behind any good Advisor is an ability to distill life lessons into short. and watching him pull out a big yellow notepad. and the Achiever.So. including such gems as. I made sure to listen in return. and chat messages. just when you needed it the most? For me. He made me feel that what I was . seek out people who excel at things you want to learn. that person has always been my dad. she got her MBA at night and completely changed careers in her 30s. and now at Change. but what stood out to me as a young woman was her endless energy. doesn‘t it? The Role Model mentors by doing. To find a Role Model. I‘ll never forget my dad‘s ―3 Rules of Business. my mentors have fit into what I‘ve come to call my ―5 mentor archetypes‖: the Advisor. look for someone who‘s living the life you envision for yourself. and here was the headmaster of a prominent school actually valuing my ideas enough to write them down. Trust me – you want those people in your corner. Ham Clark. at Google. there‘s something so unexpectedly fresh and welcome about a real Listener. Archetype 3: The Listener In a world of rapid-fire texts. Below. I remember sitting down to talk about Summerbridge.‖ which have guided my work over the years at Yahoo!. Rule 2: Sooner is better than later. of course. stemming from a deep-seated belief that persistence and passion pay off.) To find your Advisor. the Role Model. ―Never start a sentence with an apology. when you shake someone‘s hand. your nametag will face toward them. Archetype 2: The Role Model The name really says it all. (That one has come in really handy. upon which he wrote vigorous notes as I talked. the Motivator. was a fantastic mentor for that reason. the Listener. the academic enrichment program I started at his school. and an essential one at that. Because he listened. the quintessential Role Model. Rule 1: More is better than less. Ham taught me that listening is a skill. like my dad. He was incredibly wise. and he also showed a depth of caring and belief in me by always listening to what I had to say. Without fail. and still is. I thought I‘d write about it. I was 21. He has tips for practically everything. and think about which ones you might embrace for yourself. fresh out of college. applying and interviewing for 50 jobs before finally getting one – and going on to become a very successful consulting partner. always make themselves available to give advice that works. at my own startup. because they thrive on helping others succeed. Tweets. you‘ll find examples of each mentor archetype – and tips on how to spot the mentors-to-be in your life: Archetype 1: The Advisor Ever known someone who had a piece of advice for every situation? Someone you knew you could count on for a handy aphorism or a timely story.org.‖ and. And. My mom was.
―If the timing doesn‘t work. that pressure can push you to a level beyond what you think it possible. look out for someone who reminds you of your greater purpose. The pressure to accomplish greatness can be overwhelming – but if you embrace it. for many years at Yahoo! and learned so much during that time. and it was one of the best professional experiences I‘ve had. Archetype 5: The Achiever I had the good fortune of working with Jeff Weiner. now CEO of LinkedIn. inspiring way. Because Jeff consistently set high expectations for what I could accomplish. please don‘t feel like you have to do this. In the process. Each person‘s contributions have value. I‘ll never forget one of my first interactions with Jeff that ultimately that ultimately changed the arc of my career. I still set those performance standards for myself and for my teams. And. as a leader who could inspire people to do their work better than ever before. And all the while. formerly of Frito Lay. This daunting task seemed easy when I saw Cammie do it. she told her own personal story. instead of pushing back against their high . and he called to let me know that people inside the company had suggested I become part of an all-star team he was building to relaunch Yahoo! Search. I became so used to clearing a higher bar that even when I wasn‘t working for him any longer. I joined the team (at first just two days a week in the office and three days from home). Instead of talking just about work.‖ Most other bosses wouldn‘t think of calling someone who had just had a baby with that sort of request. You‘ll likely leave conversations with a Motivator feeling energetic and empowered. Although I didn‘t know exactly how I‘d make it work. Her style was to motivate people by explaining what motivated her. still an outsider. as a good Listener has a voracious appetite for understanding. showing her love and allegiance to the brand she was stewarding!). Seek out someone who‘s not afraid to try to ―get inside your head‖ by asking probing questions. which caused me to be much more careful with my words. You actually need someone who‘s active – an active listener. I‘d been on maternity leave for several weeks with my second child. I wouldn‘t trade that sort of mentorship – even if it was a bit challenging at the time.saying was important. I‘d better be saying something worthwhile! A common mistake when seeking out a Listener is to look for someone quiet and passive. emphasizing what made her want to wake up in the morning – her vision for our company and our team. She had such a difficult role: come into a team with hundreds of people and establish herself. ―but we‘d really love to have you. setting a high bar for himself and for his team. It‘s easy to identify an Achiever mentor: look for the people who set high standards for themselves and who push you beyond your comfort zone. and can make you better because of it. If he was listening that closely. and a good Motivator knows how to point that out to you in a compelling. she maintained an incredibly high level of energy that left people feeling excited to get back to work (plus. she wore purple nearly all the time.‖ he said. but Jeff somehow knew I could do it before I did. To recognize a motivator. she got us to think bigger about the impact of the work we were doing on a daily basis. Archetype 4: The Motivator I still feel inspired when I think back on the day Cammie Dunaway. and she gave people a clear plan for how to get there. joined the Yahoo! team as our new CMO. Jeff is the ultimate Achiever.
A common myth about mentors is that you‘ve got to probe your extended network to find them.expectations out of fear of failure. Interestingly. you learn from their wisdom and success. You might be surprised at what you can accomplish. without realizing it. and I‘d like to thank a few more of them. In my experience. In addition to the ones I mentioned. An important shift happens in how you interact with your family. 2013 3. friends. from how they structure their day to how they treat the people around them. Rob Solomon and Beth (Lasky) Anderson – among so many others who‘ve made a major impact on my life. there are more mentors in my life than I can count. the best mentors are the ones you already have in your life. coaches and colleagues when you recognize them as valuable sources of knowledge. try to live up to them. You start closely examining everything they do and say. they all fit into one or more of these five archetypes. To Know Yourself: Why It Matters June 06. and in the process. including Susan Dalton. Bill Harris.162 30 13 inShare351 .
Confucius. The illusion that life isn't fair. today.it was taught by Jesus. The illusion of death as a great ending.Wisdom has become a musty word even though it described the highest vision of life for many centuries. Plato. That. and so on has been largely ignored. The illusion that we are alone in the universe. Someone who makes wise choices in life should wind up happier and more successful than someone who doesn't. Here is a list of illusory ideas that countless people live by. Because we classify these figures as either religious or philosophical. relationships. The desire to know reality implies many things. The world's wisdom traditions agree on this point. One can take a very broad view of wisdom . The first is that reality doesn't exist right before your eyes. cut off from a higher power or intelligence. Buddha. In a previous post I described what the wisdom principle is. different as they were from one another. The illusion that physical objects are the measure of what is real. I think. But the only real test must come in daily life. It is veiled by illusion. Wisdom is about skill in living. and illusion is born of the mind. This test depends on knowing what wise choices are and what they aren't. The illusion of having a separate mind. The illusion of inhabiting a separate body. and Muhammad. as much as they did two thousand years ago. due to random chance and accidents. is a grave mistake. here and now. The illusion that happiness comes from maximizing pleasure and minimizing pain. family. the application of wisdom to the hard realities of work. . In the earlier post I suggested that the first requirement for anyone who wants to be wise is a desire to know reality.
we are utterly alone. as witnessed by the epidemic of depression and anxiety in our culture. As Richard Dawkins and other scientific materialists are quick to argue. Wisdom doesn't consist in turning materialism on its head and saying no to Dawkins and company (although that might be a good start). If you are a strict materialist. finding connections to the soul.materialism has promised far more that it can deliver. "Of course" God is absurd.The last illusion is called materialism. and the emptiness that comes from endless consumerism and the pursuit of distractions to fill the hole inside. and purely physical. because it involves exploring your own consciousness. all the other illusions on the list will seem like reality instead. the journey to wisdom also happens to be fascinating. and the best life consists of having the courage to live with this aloneness until death makes its inevitable claim and you are extinguished forever. but it hasn't been extinguished by gaining more creature comforts. The motivation to find a better way existed thousands of years ago under much harsher conditions for the average person. and mastering many skills in awareness that are unknown to those who feel satisfied with life on the surface. I think they have it upside down . the rise of chronic stress. . with enormous validation from science. tapping into the source of cosmic intelligence. and it's not news that it holds sway in modern culture. Wisdom consists in taking seriously that reality might be different from the daily spectacle that greets our eyes. Skeptics protest that the whole "perennial philosophy" that espouses wisdom amounts to wishful thinking and empty promises. and then taking the time to seriously investigate the validity of each illusion. devoid of higher intelligence. "of course" the universe is random.
"Know thyself" wasn't wise advice because it told people to learn about their likes and dislikes. The expected rewards arrive. me. What's Happening Inside? May 24. and mine.012 www. to follow the impulses of ego. and to constantly look out for number one. "Know thyself" was wise for telling people to look beyond those things. and accomplishments. they generally meet with good fortune. people spend many years building up the externals of their lives.com When aiming for success. even bubbly.479 852 336 inShare5. 2013 74. a woman who has risen up the ladder to become the chief public relations person at a major international corporation. to find their true selves beneath the distractions and demands of I. She can . how can you know what is happening inside? I recently met Donna. status. This is all to the good. but if your attention is entirely focused outwardly. In the next post. she is enthusiastic.kristinbairokeefee. we'll examine the rewards of the true self and how they can be achieved. Now fifty. in terms of money. As a result.
In the West. because it means losing their external drive and being left to live with a stranger. intelligence. wise. Krishnamurti put it. for instance. External rewards will still be there. and bliss. This is the process of waking up. the self is considered a problem. Sadly. they both agreed. and now her beautifully managed external life is mismatched to an inner life that is disorganized and unsatisfying. Both images are true. and these qualities grow the more you pay attention. which is calm. So why is Donna suddenly having days filled with anxiety and occasional panic attacks . becomes boring. Nothing is more important than knowing what is happening inside. which is a shallower level than the true self. and since the self changes over time. and it soon became apparent that she had given away too much of herself. Getting past your demons and finding your true self is the very essence of a quest. leading to egotism. shifting. What gave the East its advantage is that the quest has been mapped out accurately for thousands of years in the great wisdom traditions rooted in India. it means you've gotten lost in a private dream. The point is to learn who you really are. and loses interest. you are already forgotten and alone. That's how the self naturally grows and evolves. friends. Donna has a hard time enjoying her own company. much less seeing how worthy she really is. One advantage that the East has over the West is that in the East the self is the source of creativity. and her efforts to become Super Mom have paid off . and career. or personal demons no one would enjoy meeting. and joyful. Not that you are like a doctor checking in on his patient. The negative aspects are psychological. Her time. countless successful people cannot handle retirement day. you can experience the timeless and still catch the train. When the opposite happens and the self stagnates. In her anxious moments she dreads a future where she will be forgotten and alone. peaceful. and emotions had gone outward to family. You only need to be interested in what's happening inside and to keep paying attention. who you really are is dynamic. Without other people to validate her. themselves.travel wherever she likes. No wonder everyone who knows Donna sees her as a wonderful person .except herself. it has been starved of attention.to the point that her family doctor has prescribed tranquilizers? I talked with her for an hour. and it remains interesting for a lifetime – if you have a real goal in mind. You aren't asked to become so self-absorbed that you forget the outside world of family. In other words. energy. . paying as much attention to the inner world as you do to the outer. I don't think Donna is an exception. As the noted spiritual teacher J. a successful private banker. and her ex-husband. has worked out for the best. But it's not necessary to "go Eastern" in order to seek your true self. For decades it didn't seem to matter what was happening inside. but they exist at different levels.her college-age children love her. friends. Missing the train home from work doesn't mean you're spiritual. Their divorce. is still her best friend. the reason for this is that once you have given yourself away. and work. it's just a matter of getting back into balance. self-indulgence. and constantly renewing itself.
List A: External. look at the following two lists. Roughly estimate how many hours you devote to each time. going to the gym Going to the movies . the world "out there" Family Friends Career School. higher education Status Wealth Property and possessions Politics Hobbies Exercise.As a quick indicator of how much of your attention goes outward and how much goes inward.
Having sex Internet and social media Video games Television Travel Service organizations Charity List B: Internal. the world "in here" Meditation Contemplation Prayer Self-reflection Stress management Reading spiritual material. poems and inspirational literature .
and most of us realize the value of meditation and stress management. I'm not suggesting that there's an ideal ratio to aim for. like a close family. Consciousness is on the rise. For now. Psychotherapy Personal growth Intimacy Bonding with someone else empathically. and certain externals. even if time hasn't been set aside to pay attention to them. the inner life isn't precisely measured in hours. enrich your inner life. 2013 6.and that's up from twenty years ago. toward yourself and others Exploring the world‘s wisdom traditions Taking a period of silence Church attendance Going on a spiritual retreat Most people would favor externals 4 to 1 or even 10 to 1 over their inner life . just be aware of these two lists and how much you participate in them. Turning 'Otherness' Into an Asset June 05. there is also higher success. It goes by the name of wisdom. In the next post we'll discuss why it's so valuable to know what's going on inside .572 101 50 inShare433 .just as there is higher consciousness. or out of compassion Appreciation and gratitude.
‖ . I talk about my experience of being an immigrant (I came to the US from the former Soviet Union) as being both a blessing and a curse. when I realized that it is precisely this otherness that allows me to question the conventional wisdom. ―the way things have to be.‖ and ―the right way to do things.In my recently published book. ―So. No introduction of mine ever skips the question. The Nature of the Future. where are you originally from?‖ And this — after living most of my life in the US! I‘ve come to appreciate my otherness only later in life. It is a curse when no matter how hard I try. traces of my accent come through in a conversation.
But in my work as a futurist. learn a new language. where young people do not have the luxury of an extended childhood or a desire to live in nuclear families. willing to discover a new land. living in an age essentially different from anything we knew before. . now directing the Institute for the Future in Palo Alto.‖ The same applies to thinking about the future. After all. I have come to view my immigrant history as a blessing. but not in many other parts of the world. After college. 'You are like Pippi Longstocking. we are all immigrants to the future. California. a new way of doing things. and I certainly viewed it more as a curse at the time. Being an immigrant. I never heard this growing up in the Soviet Union.I bristle when I hear from ―experts‖ that teenage rebellion is a normal part of the adolescent development. with a sister who was a math whizz and surrounded by girls who were outperforming boys in math in high school." I don‘t think she meant the comment as a compliment. I laugh at scientific studies showing that girls are not as good at math as boys are. immigrants from an earlier world. a friend said to me. while I was working in Europe for a refugee agency. Normal where? Maybe in the West. Margaret Mead famously wrote about the profound changes wrought by the Second World War: ―All of us who grew up before the war are immigrants in time. none of us is a native in that land. She always comes back from some faraway land and tells everyone how people there live differently. I got used to feeling at home and yet slightly estranged in many places. we all need to be looking at the future with the immigrant‘s eyes.
With the benefit of hindsight I have come to view many experiences where being an outsider. disciplines. and thinking styles. In the next ten years we will see innovation emerge as a new imperative for diversity. there is no better time than now.e.‖ tend to be more innovative. and much more. work. In the process. Turning 'Otherness' Into an Asset June 05. And for organizations to make diversity an innovation imperative. being different. Conversations about ‗diversity‘ usually revolved around the gender. race.572 101 50 inShare433 . In IFTF‘s forecast on the Future of Work in 2007 we wrote. particularly if you are young. and backgrounds. skills. No one asks to be the ―other. from Wikipedia to multiplayer games that rely on diversity and collective intelligence of large groups. Researchshows that groups that include a variety of people with varying experiences and knowledge. However. ―For decades diversity in many global organizations has been largely a political and social imperative. when so much of our work is being what I call socialstructed (i. broadening it to include a host of new dimensions—age. 2013 6. including those who may not be considered ―experts.‖ and being ―different‖ is hard. learning.‖ We already see this happening in many massively collaborative endeavors. requires microcontributions of large diverse groups) to turn your difference into an asset. what diversity means will be redefined. feeling like the ―other" turns out to be an asset. or ethnic characteristics of the workforce. cognitive.
‖ . where are you originally from?‖ And this — after living most of my life in the US! I‘ve come to appreciate my otherness only later in life. It is a curse when no matter how hard I try. I talk about my experience of being an immigrant (I came to the US from the former Soviet Union) as being both a blessing and a curse. when I realized that it is precisely this otherness that allows me to question the conventional wisdom. The Nature of the Future. No introduction of mine ever skips the question. traces of my accent come through in a conversation. ―So.‖ and ―the right way to do things. ―the way things have to be.In my recently published book.
we all need to be looking at the future with the immigrant‘s eyes.‖ The same applies to thinking about the future. willing to discover a new land. immigrants from an earlier world. but not in many other parts of the world. 'You are like Pippi Longstocking. none of us is a native in that land. After all. Normal where? Maybe in the West. . I never heard this growing up in the Soviet Union. I have come to view my immigrant history as a blessing. But in my work as a futurist. now directing the Institute for the Future in Palo Alto. After college. living in an age essentially different from anything we knew before. a friend said to me. with a sister who was a math whizz and surrounded by girls who were outperforming boys in math in high school. a new way of doing things. learn a new language. I got used to feeling at home and yet slightly estranged in many places. Being an immigrant." I don‘t think she meant the comment as a compliment. and I certainly viewed it more as a curse at the time. we are all immigrants to the future. where young people do not have the luxury of an extended childhood or a desire to live in nuclear families. I laugh at scientific studies showing that girls are not as good at math as boys are.I bristle when I hear from ―experts‖ that teenage rebellion is a normal part of the adolescent development. She always comes back from some faraway land and tells everyone how people there live differently. California. Margaret Mead famously wrote about the profound changes wrought by the Second World War: ―All of us who grew up before the war are immigrants in time. while I was working in Europe for a refugee agency.
skills. being different. Conversations about ‗diversity‘ usually revolved around the gender. from Wikipedia to multiplayer games that rely on diversity and collective intelligence of large groups.‖ tend to be more innovative. feeling like the ―other" turns out to be an asset.e. particularly if you are young. there is no better time than now. disciplines. what diversity means will be redefined. broadening it to include a host of new dimensions —age. And for organizations to make diversity an innovation imperative. including those who may not be considered ―experts. and backgrounds. requires microcontributions of large diverse groups) to turn your difference into an asset. when so much of our work is being what I call socialstructed (i. learning. ―For decades diversity in many global organizations has been largely a political and social imperative. In the next ten years we will see innovation emerge as a new imperative for diversity. In the process. and much more. work. No one asks to be the ―other.‖ and being ―different‖ is hard. In IFTF‘s forecast on the Future of Work in 2007 we wrote. and thinking styles.With the benefit of hindsight I have come to view many experiences where being an outsider. Researchshows that groups that include a variety of people with varying experiences and knowledge. cognitive.‖ We already see this happening in many massively collaborative endeavors. I Can't Say No to The 'Yes Man' June 04.140 64 23 inShare235 . However. or ethnic characteristics of the workforce. race. 2013 9.
because it is considered an imposition. I am just going to stop following her. Neither did. wasn‘t all that surprising.Some years ago. About the man. I thought — he didn‘t reciprocate. albeit petulant. I discovered two thought leaders. whose ideas really resonated with me. one man. I followed them on Twitter. About the woman — Why hasn‘t she responded? She should respond. According to research. If she doesn‘t. I don‘t really expect him too. commented on their blogs. I still like what he has to say. when men help others they are rewarded. while women are not because . hoping they would eventually engage with me. It turns out my reaction. I‘ll keep following him. one woman.
his mantra ‗give to get ahead. he clearly knows how to say ‗no ma‘am. Warren Buffett has said ―Every important yes requires a thousand No‘s". But then came the finding: ―When Flynn turned his spotlight on top-producing engineers. availability. to sa y ‗yes‘. When we learn to say a thousand no‘s to mere giving. When women don‘t. I couldn't say 'no' to Adam Grant. I threw all caution aside and became curious. his moniker is ‗the ‗yes‘ man‘. giving away more than they received.‖ Up until that point I was on firm footing. feels compelled. tends to come more easily for men. Because agency can feel incompatible with generosity. The antidote to timidity is to become more agentic. It is especially so for women. we can say yes to generosity. they are punished. or “an unwillingness to advocate for ourselves‖ – As Flynn has demonstrated.‘ Yes works for him because he has the x-factor Y chromosome. setting themselves up for burnout. When a giver can buck timidity. Is the feeling "If-I-give-anymore-I-justmight-give-myself away" the problem? Or is it. he cited the research of Stanford professor Frank Flynn: ―When Flynn examined the patterns of favor exchange in one company. we didn‘t expect them too. a woman is considered feminine only within the context of a relationship or when she is giving something to someone else: women are socialized to be givers. because we expected them to. and be responsible for those choices. the least productive engineers were givers – people that had done more favors than they received. dream so your children can dream. as Grant avers. Just as ‗yes‘ tends to come more easily to women. when men don‘t help. In other words. Imagine then my skepticism when I heard about Wharton professor Adam Grant. Availability. According to Jungian psychology. to learn to say ‗no‘. and empathy—that tend to travel with it.‖ Let‘s take each in turn: Timidity. we receive hundreds if not thousands of requests a month: a giver wants. there will be more of themselves to give. First. or a giver’s inclination is to neglect his/her own responsibilities. And while Adam Grant may be the ‗yes‘ man. to recognize we can make choices. ―givers haven‘t yet learned how to ―distinguish generosity from three other attributes—timidity.‖ At this point. and read his Harvard Business Review articleIn the Company of Givers and Takers. Determined to swiss cheese his premise. learning to say ‗no‘ is one of the most profoundly difficult tasks of feminine development. Grant‘s proposed hack is to make choices in the context of our relationships. more scope for generosity. I listened to his interview with Business Insider‘s Aimee Groth. I really did. they too were givers. For example. but alas. I wanted to. According to the Bem Sex Role Inventory. Whether a professional or a parent. .of our presumed desire to be communal. The solution in this instance is to create boundaries. or leaving themselves at the mercy of takers. I thought. this can be problematic for men and women. ‗No‘ the key word of protection.
the only getting ahead that really matters. and thus I must say yes to Adam Grant. But of course my dad didn‘t know it when he first met that person. Indeed. ―But‖ says Grant.Empathy – the ability to understand what another is feeling. of the perspective takers. I agree. This will likely come more naturally than ―greater assertiveness or bounded availability. far more than the mere ‗yes man‘ moniker or ‗give to get‘ headline-grabbers would suggest. His ‗yes‘ may be on the other side of no. who wants to move beyond the childish play of give and take and become truly generous -. Grant recommends we start with perspective taking. nor was Lee . My father. Of course. I was not looking for a mentor. That daily ritual eventually introduced him to the person who would move our family from Beirut during the war to Minnesota. even as I am learning to ‗no-gotiate‘ until I say yes. of yes and no.‖ Based on my experience. you rarely realize something significant is happening until it‘s happened. for example. My example takes place in an old office in Carlsbad.‖ In order to avoid this third trap. used to go to the Beirut pier every day as a young boy. There is much at play in the tug-o-war between give and take. ―if a busy person is moved by empathy to spend time doing favors he or she cannot afford. to imagine what people are thinking and what their interests are. while only 17% of empathizers do. That‘s where I met my business mentor Lee Leichtag for the first time. 40% reach optimal agreements. the person runs a serious risk of being manipulated by shrewd takers. hoping to meet an American to learn about the United States and the Western world. Empathy. we learn to become perspective takers. are feminine strengths. And for anyone trying to become more generous. But his work is providing the tools to anyone. California. What Your Business Mentor Can Teach You In life. All are vital. and ultimately change our lives forever. He cites research indicating that an emphasis on what will serve people well leads to optimal agreements. like availability and connectedness. woman or man.
looked at me.‖ He did not say hello. spoke with his assistant Diane.but come to impress. When I first met Lee. In addition to his success in business.‖ Lee picked up the phone and said. he was a successful businessman and philanthropist. .. Lee gave his money to many causes.‖ He added: ―Dan. my immediate reaction was to never go back. half a sandwich in hand. From that point forward. he didn‘t exchange a greeting but instead looked at me in the eye and said. ―I am going to have Diane set up the meeting. I know he wants to speak with you. Fortunately. I went on to tell Lee that digital will change the way we connect. you should have been wearing bright colors. instead of letting me set a time to meet again. He got us a sandwich to split.. other Community-based work. it is important to know that we start at excellence and work our way up. I would have to set up another meeting. consume and sell products in the future. He made money and lost money. deep down.‖ Lee went on. So I called Lee‘s office immediately. you either get kicked back out through them or you have to come back to learn more. he wanted to get right into it. it was passionate. I really knew nothing about Lee.‖ He said. ―Dan. ―Dan. with a bright shirt. Of course. I knew everything Lee said was correct. Lee liked what I had to say.. said. I told Lee that I would come back in about a week and clearly explain to him how I could help. but it was on me to understand what he was teaching. universities. despite myself. It was powerful. Lee was already teaching me lessons. ―if you are going to sell me something today. I would rather move forward and pretend that I never met Lee. but Lee wanted me to be ready. From the moment I said hello. said: ―you might be the future. again without a greeting. Keep in mind.‖ Remember: A half hour ago I was rationalizing reasons to never call this guy again. a man who I just met was pushing me to come back. By the time I got back to Digitaria. I walked back into Lee‘s office. Lee was not an ordinary person. we got connected by a mutual friend. He was in the Pharmaceutical business and sold his company for a significant amount of money. but speak to me in terms I can understand. he did not waste time. ―Tell me again how you think you can help me. He began showing me what he was doing at hospitals. Lee was incredibly successful. I did not want to hear his feedback. but he eventually became successful because he was able to show mutually beneficial value.looking for a student. I was afraid of what he would say. I knew. at the time. within a second. About a week later.‖ Lee told me he lived through the Great Depression. He began prodding me about this thing he‘d been hearing about: the Internet. I later learned that every time I stepped into Lee‘s office he wanted to teach me something. after I first met Lee. please know I come from a world where if you cannot clearly show how you drive profits. Lee accepted me and began telling me everything I needed to know about his business and how he got where he was. you do not make it through the front door. I could tell that once you walked through Lee‘s doors. who. but I felt his presence. but you have a lot to learn. I had never met anyone like him before. now. But the truth was. but we found each other. I shook his hand and introduced myself. I had no idea the ultimate impact Lee would have on my business acumen for the rest of my life. I am going to pass you through to Lee. Lee wanted me to be great. He asked me to sit down. ready to tell him how I could help. Lee leaned back. But.
196 In a recent interview I did with the Wall Street Journal. I missed that journey. But it was a rather innocuous question that took me by surprise. 2013 32. another insight. sales.625 439 98 inShare2. his daughter Joli. the opportunities and challenges that come with taking a suburban brand into urban environments. so thank you. the (minor) impact of the Affordable Care Act on our business. I returned to Lee‘s office as often as I could. what do you do to recharge? . another conversation. All in all. as well as my management style. The reporter asked.After our first meeting. he said. and the good times I spent with him. his wife Toni. I saw me.‖ If You're Learning. but you gave me the most valuable asset you have: your mind.‖ I could probably dedicate an entire book to the things I learned from Lee. which quotes one of his favorite sayings: ―Keep it simple. You'll Never Need to Recharge June 06. you have spent so much time with me over the years. Over a course of 5 years. You had no idea who I was. ―Dan. Lee taught me about cash flow management. the experiment in human nature that we call Panera Cares. One day I asked him: ―Lee. when I met you. both in my heart and on my business card. Another lesson. I carry him with me everywhere I go. leadership and the importance of giving back to the community. and all other people whose lives were changed by Lee and Toni. You gave me back that journey. we hit on a wide range of topics: discount programs disguised as loyalty programs. Why?‖ Without a pause. it was a pretty in-depth Q&A.
so there's no need to refresh. their lives still held meaning. All of that gets me up before dawn and keeps me going until late in the evening. If you find meaning in your work and you go to work to learn about life." they are nourished in soul as well as body. How humanity works. I doubt you'll ever have reason to recharge. Of course. Eighty-hour work weeks and way too many red-eye flights will wear anybody down. I think. And through our pay-what-you-can cafés and other efforts. is that I view my work as a lifelong learning journey. And what I always find is a kind of real-time performance art—dynamic interactions between our frontline crews and constantly shifting casts of customers. I've never experienced the chronic exhaustion. something in the future was expected of them.000 Panera associates. And I inevitably learn something new. and cynicism that come with a temporary slump or even classic burnout. I get tired.Man's Search for Meaning. with the overriding goal of ensuring that when customers exit our "stage. frustration. The work itself will renew you. I go to work to learn about how the world works. And what will work in the world. The reason." I couldn't agree more. Nor am I immune to the stress that comes with running a public company for 22 years and shouldering responsibility for more than 70. But thankfully. We've given customers an inviting place to gather and feel welcome. Viktor Frankl. And that helped them endure the Nazi's brutality. We don't launch shuttles into space. I've never had reason to refresh my spirit and renew my spark. Opportunities for change are revealed. But we do touch the lives of 8 million people each week in thousands of cafes across the country. a prominent Jewish psychiatrist and Nazi concentration camp survivor. The British author John le Carré once quipped.362 268 . I never feel the need to recharge because I rarely feel burned out. 2013 21. I visit anywhere from 25 to 100 Panera cafes every month." Whether it was a father whose young child was living in a foreign country or a scientist who had books he still needed to write. When I learn. inertia. I'm engaged in the world around me. Hence. I'm not a scientist. where one in six households don't always know where their next meal is coming from. After three decades in the food industry. My work is also energizing because I believe I'm doing work that matters. we're contributing our resources and know-how to the fight against food insecurity in America. In his seminal book. We don't cure cancer at Panera. "The desk is a dangerous place from which to view the world. The performances always differ. wrote that those who endured the death camps believed that "life was still expecting something from them.The fact is. I can unreservedly declare that I still love what I do. Learn Good Management From Bees and Golfers June 06. the results are actionable ideas and a broadened vision. We've helped entire communities care about the quality of their food.
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one of you did all the work and the other sat back and took credit. you can learn a lot from the world of professional golf about delegation. The caddie-golfer relationship is an example of all that goes right with effective delegation. Once a crew of trusted employees is assembled. ahem. It was likely back in third grade. Chances are.‖ writes Eric Barton in Leader Board. Bees. assignments that require input from multiple people. letting go of control of important tasks —even when the outcome impacts you directly.125 . And that‘s understandable. And it doesn‘t always work out. It‘s human nature—we want to be responsible for our own professional fates. keeping the best or key tasks as their own. But the most effective delegators hand down plumb assignments and support employees while they figure out how to complete them. Think strategically. But it‘s rar e for a golfer to place blame on his caddie or regret delegating such a big decision. Use the 2-question Interview to Assess Soft Skills June 06. they also foster teamwork. the caddie suggests a shot and it goes all wrong. another buzzword to decode. Decoding the most important but hard-to-explain qualities that set the best leaders apart from the rest is the focus of a new column on the newly-launched BBC Capital. Turns out. ―Caddies don‘t just carry around a pro-golfer‘s bag. writes Barton. when a teacher paired you up with a partner to write a paper or build a contraption to drop an egg from two stories up. Ah. Be decisive. for instance. speak to each other using pheromones that communicate when the hive is hungry or needs water or needs to produce more workers. effective managers don‘t just delegate. ―Real delegation requires something unexpected.Delegate. So neat.‖ Sometimes.‖ writes Barton. or brainstorming sessions where the group decides a matter. never competing. Build consensus. the keys to being an effective manager and leader all tied up in such neat little buzzwords and phrases. Consider the relationship between golfers and their caddies. Even individual hives work together. People are another story. Consider the first time anybody asked you to work on a project with someone else. The key: Hiring and developing people you can trust. 2013 11. Develop others. Yes. in fact. yes. as Barton details in the debut column. agreeing on what land to cover . are generally loathed. That‘s largely because the relationship is built on trust and. that it can be hard to unpack these concepts and dive into what it actually means to effectively delegate or develop others. ―In the US. They spend hours doing course research so they can suggest which club to use on each shot. Too often managers want to hand out only secondary assignments to the people who work for them.
―Soft skills‖ encompasses more than personality. hitting budget and schedule deadlines.‖ 2. dealing with changing circumstances. the wrong things are measured the wrong way. but ―soft‖ is too soft for something so important. I‘m not sure if it take exceptional technical skills to assess technical skills in others. whether the interviewer possesses either in abundance or not: 1. the performance objective would be: working closing with marketing and operations lead the engineering design effort to launch the XYX EOIR optical product line by Q3. Maybe that‘s why technical managers over-emphasize technical competency and give short shrift to everything else. the ability to plan and organize. This is a smokescreen. ―must have 8-10 years in advanced state-of-the art optics design. Use The Most Important Interview Question of All Time to assess the traits. This is much better than saying. That‘s a lot of important stuff that is far from soft. Covert how the skill or trait will be used on the job as a performance objective. a can-do attitude and strong communications skills. winding up with too much tech and not enough non-tech. influencing and collaborating on technical and non-technical issues with all types of people. dependability. to name a few. From what I‘ve seen the real problem is a lack of understanding of how technical and non-technical skills are actually used on the job. If true. drive and initiative. balancing and prioritizing work. if a senior engineering staff position requires close collaboration with operations and product marketing to meet a tight schedule. including traits like communicating with both techies and non-techies. As a result. it means that it also takes exceptional soft skills to assess soft skills in others. . I‘m okay with non-technical skills or ―foundational skills‖ as one commenter suggested. I suggested that soft skills were misnamed. For example. and coaching and team development. 110 38 inShare771 In Part 1 of this post . here‘s the 4-step process I suggest using for assessing both technical and non-technical skills. First describe the performance objective to the candidate including both the technical and non-technical challenges. As described in The Essential Guide for Hiring & Getting Hired.
2013 54. emotions or intuition. like being aware of potential pitfalls. From a practical standpoint you need to have both to be successful. affability and personality style. ―we have to get the XYZ project done in 6 months instead of the 9 as originally planned. Without this. for meeting a tough delivery schedule I‘d want to see multiple examples of the candidate meeting some comparable challenging deadlines. and know how to develop a workable plan before implementing a solution.‖ These are the people who seemed great during the interview. 3. conducting what-if business analysis. This is called the Most Significant Accomplishment question (MSA) in Performance-based Hiring jargon.473 496 177 inShare4. and organized the entire effort. I suggest using a scorecard to collect this information during a formal debriefing session. understanding the technical challenges. or just reacted to the events as they unfolded.Then ask the candidate to describe some major accomplishment that best compares to this. appreciate the implications of different approaches. 4. For example. but 90 days later you begin to wonder. There are a lot of soft skills involved in this. For the example above. you‘ll have the needed information to make a proper assessment. Complete the assessment giving equal balance to all of the hard and soft skills. How to Tradeoff Potential for Experience and Why You Should May 30. not feelings. overcame schedule challenges. and knowing the impact on the people involved.001 .) As part of this assessment it‘s important to use specific evidence to rank all of the technical and non-technical factors. the problem for most interviewers is a lack of understanding of how the technical and non-technical skill are actually used on the job. some of the fact-finding would include getting specific examples of how the candidate collaborated with other functions. That‘s why step one – converting the skill into some measurable outcome – is the key for increasing assessment accuracy. dealt with setbacks. the interviewer will naturally revert to a personal benchmark for technical competency or box check skills. Ask the problem-solving question (PSQ) to assess critical non-technical skills. The best people have the ability to figure out how to solve realistic job-related problems. made technical compromises. Unfortunately. This same four-step process can be used to assess technical and non-technical skills. As part of this I also want to see if the candidate anticipated these problems and planned them out properly. figuring out the required resources. The PSQ starts by describing a realistic job-related problem like. what a plan of action would need to include. (Here‘s a sample from The Essential Guide for Hiring & Getting Hired. This fact-finding can often take 10-15 minutes. How would you pull this off?‖ The subsequent back-and-forth dialogue allows the interviewer to dig into all of the soft-skills associated with the actual job. The quality of the candidate‘s questions are a key part of the assessment. and then make a superficial assessment of soft skills usually based on presentation. but by focusing on realistic non-technical issues the new hire will likely face on the job. This is a great way to hire ― 90-day Wonders.
when the person is unknown. to name just a few: Some (but not all) Problem with Filtering on Experience eliminates the hiring of diversity candidates (race. experience.For 35 years I‘ve been successfully convincing hiring managers that raw experience and skills are far less important than past performance and future potential. They quickly agree when they‘re hiring or promoting someone whom they‘ve worked with in the past. However. academic and industry filter automatically kicks in. This is shame for a variety of reasons. It hasn't been easy. gender) as an option since by definition diversity means the person didn‘t follow the classic career progression . or someone referred by a trusted advisor. the skills. age.
Not only are these equally objective. on these pages and in The Essential Guide for Hiring & Getting Hired. nor is there any legal obligation to (or advantage in) posting boring ads. David goes on to suggest that performancebased job descriptions can be substituted for skills and experiences. and offer this tidbit of his: Employers are not legally required to post their internal job descriptions when advertising an open position. labor law firm).S. Determine if each job change was part of a bigger career plan or a reaction to a problem. Despite these challenges. they're more predictive and they possess the advantage of opening up the door to more high-potential and diverse candidates. the toughest customers and the most difficult technical problems. referred. The Achiever Pattern indicates that the person is consistently performing in the top 25% of his/her peer group. or applied to a job posting. Achievers tend to carefully select jobs based on some major overriding career goal. or rehired others. . prohibits returning military veterans from consideration for anything other than entry-level or lowlevel supervisory positions prevents strong people from other industries from getting a fair assessment precludes high potential people who have progressed more rapidly than their peers from being considered excludes all fully-qualified and fully-employed people from consideration who are not willing to take a lateral transfer Here's a list of 61 reasons why it's so hard for hiring managers to see the obvious. This is pretty easy to spot if you know how to read between the lines. For the legal part I‘ll refer you to this white paper and webcast by David Goldstein of Littler Mendelson (the premier U. Even if the person lost their job. With the legal excuse put aside. Here‘s how: Find out if the person was rehired. more legally sound. I make the claim that bridging the ―experience and skills‖ vs. For each company ask about major projects and accomplishments. Many achievers have been recruited by their former bosses or referred by their previous co-workers. Find out how they got their last few jobs to see if the person was rehired. all that‘s left is a method for assessing future potential. Here's my two -step solution: first look for the Achiever Pattern during the work-history review and then ask theproblem-solving question in the two-question interview. and essential for improving the quality of people hired. ―potential and performance‖ gap is actually quite easy. and a means to translate past performance from different industries. Achievers do much more than just applying to a posting. Achievers get assigned to handle the most important projects. find out how they found their next one.
Breaking Organizational Walls June 07. determine if it occurred at different companies and with different managers. commendations. special bonuses. and how they applied this knowledge. standings. coaching roles and fellowships. Then find out how they learned what was needed to be learned. Achievers leave lots of evidence in their wakes. Get comparisons of performance to the person’s peers. you then need to let them drive. As Jim Collins said in Good to Great. even if they don‘t have a lot of experience. presentations at industry conferences. Ask about any type of recognition received and how and why. You‘ll quickly discover why you want to hire more achievers. Stop box checking skills and experience as the first step in your interview process. you need to put great people on the bus if you want to build a great company. and see if the work is expanding in scope and challenge. published whitepapers. During the interview ask the person to describe their biggest accomplishments with the least amount of skills and experience. Rather than use affability to assess team skills. This can take a variety of forms like bigger raises. and what the person did differently to get to the top of pack. Look for this pattern. 2013 13.511 164 61 inShare749 . awards won. track the growth of the teams the person has been assigned to over the past few years. Compare the person‘s specific performance to others in the group by asking about rankings. promotions. They learn new skills quickly. Of course. and if the wake is big enough. If this has increased significantly to include expanded functional responsibility. or a great team. Achievers do more with less. you can be assured the person is an achiever with strong team skills. broader crossfunctional involvement. look for the Achiever Pattern instead. patents. you can rest assured there‘s an achiever out in front. Assigned to important teams and early exposure to executives. regardless of their years of experience. Achievers receive lots of recognition. differences between the top and average. and more exposure to senior management inside and outside the company.
I shared the importance of connecting across organization levels and removing the barriers of intimidation between executives and the broader teams. Most companies have several different mechanisms to ensure better communication and tighter management for this reason. more so than management and often more accurately then the formal status processes. The absolute best ideas and thoughts in an organization emerge from those that are on the front lines. The front lines know when products are running behind.In my recent post about career mistakes. Unfortunately these insights often get diluted or lost as they travel up the chain. if the quality is on track or if there are other issues that need course corrections. .
However. process and environment where there is far more organic and native connection between teams and management layers. It gives me insight into the passions of my colleagues. I often post pictures from meetings I go too. I was intimidated by the higher-ups or the corner office.I have adopted several techniques to create a structure. There are two practices that I have adopted that have helped me with stronger bonds with my own teams. The dividends in doing this right are incalculable for any leader regardless of where they sit in an organization. or just talk through an idea they had that may not have much at all to do with the course curriculum. I recently adopted an enterprise social network to create a real-time. which is why as a manager at Microsoft I instituted office hours once again. In my experience. I wrote about this in an earlier post on Millennials. carry out live AMA with the team. I always found this time valuable and enriching for myself as well as the students. have me review their work. One is a tactic that‘s been around for decades. I held office hours where students could come in and ask questions about recent lectures. I found them to be extremely valuable to build relationships across the team regardless of level. Turns out. organic connection in my organization. Recently I was confronted with a decision to approve the use of a new technology for one of our most high profile games. many colleagues agreed with me – those who otherwise wouldn‘t have been able to weigh in on this type of . went deep into the design and still had doubts – so I posted the question on our ESN and asked the broader team to share their opinions and experiences with the software (whether they were connected to the project or not). I did my homework. I now set aside a few hours per week on my calendar for 1:1 meetings that are open to anyone in my company (direct reports excluded because they already have standing meetings). conduct polls and most importantly have a real dialog with those in the organization who know the most about a given topic. It‘s an opportunity to strip away the job titles and just have an enlightening conversation that sparks creativity and innovation. read up on the technology. I love when people come to me with projects that don‘t have to do with our dayto-day responsibilities. when I was a junior-level employee. roll up my sleeves and think about technology solutions. Social Networks Taking a page from the success social media for personal use. Holding office hours may not attract someone who is more shy and doesn‘t want to request a 1:1 meeting. I just decided to implement them again at EA as well for the same reason. It gives me a chance to step away from my regular role. The most important characteristic to doing this right is accessibility. the other a bit newer: Office Hours One of my first jobs at my university was as a teaching assistant (TA) and as most TA‘s do. I had my reservations that the technology would reap rewards for our dev teams. The first few months of using the ESN has been extremely valuable. Being available and connecting with the front lines in a genuine and authentic way is the key to success.
They almost don't believe it. Breaking organizational walls in a company.that I'm constantly smiling. I'm here to debunk this and to share a few tips I've learned along the way to help maintain an energetic. whether by being accessible via office hours or creating a comfortable environment to talk and discuss hard problems online is key to building a healthy work environment and breaking down those walls. Hope this helps. People think I'm always on the go and that I never sleep. 5 Tips on Staying Energetic as a Founder June 09. healthy lifestyle while being a founder. In the end. . That my energy is contagious .537 115 35 inShare658 I am approached a lot by curious people who wonder how I'm always able to stay "energetic".decision. I rejected the proposal because of this additional value and insight I got from asking for feedback. 2013 8.
You'll know your peak . There will be time devoted to your team. Find Your Source of Wonder This is directly tied to everything above. But you can certainly distract yourself with a good dose of wonder. It's possible and it's the secret that most people don't share. Stop Reading the News so Much The worst thing to happen since the dawn of the internet is this insatiable need to want to check everything all the damn time.then following hours are just diminishing marginal returns in work results. Whether this is travel (it is for me). If it's not at 9am. and realize that news focuses on the lightning strikes . Quite honestly. mind map. As a founder. if you're doing this you're probably doing something wrong. You're constantly thinking about your company and what you've potentially missed.Find Your Own Tempo Not everyone needs to work 20 hours every day.you can feel it. to absorb energy. and question the status quo. I need to be around people who are just as happy as me to feel like there are others just as excited about life. to meetings. Finding your own tempo means knowing when to spend time with others. e-mail. I love doing this. Remember that you are living your own life . It just doesn't happen. some days you may need to . and more. Your tempo involves not taking a "break". You need a break. Optimizing time means knowing which hours you'll get more done in 60 minutes than some get done in an entire day. I think wonder literally lights up your brain and gives you something more than you can't get from just looking at a computer screen. decks.spending too much time reading about other people's lives is only wasting time you could be spending living your own. new ideas. It's .the notable stories . there's no such thing. Find a setup where you know when you're the most inspired and productive. But when it becomes FOMO (find out what this stands for if you don't know). product. I believe that everyone has a peak number of hours that they can truly be productive . or listening to a good symphony . Then you start checking your phone. Stop hanging out with people that make you want to fall asleep. and when it becomes less encouraging and more discouraging. don't force yourself. It's all of your senses. Leave your most inspired hours to brainstorm. Make your own path. Sometimes it's encouraging and inspiring. to phone calls. disconnect and find your own tempo. or going on "vacation".you can push yourself .and concentrates them into a firehose. Yes.but the perception that this is consistently so is just wrong. Then you start browsing Facebook.find something that you can just tilt your head and go "woah". You'll never be able to turn it off. or reading. and about your next moves.
If that's happening too much. I always will remember the whooshing feeling you get stepping out of a train station or an airport to a completely foreign place. but it's important to let loose once in a while in a situation that doesn't necessarily involve alcohol and karaoke. He said he hated it. Smiling makes you happy . Anytime you feel like you're being thrown into a situation you don't want to do. You won't regret it. Smile big. I asked him if he liked it. because now that he had it his girlfriend expected him to text her all the time.the curiosity that triggers a part of your brain that you haven't triggered for a while. The funny thing is sometimes the most childish adults are called "eccentric". That's why I like him. At the end of the day. . Try Being You and Stop Second Guessing Yourself My version of this is talking loudly. It hit me that as our lives appear to get better. and do what you want to do.DO posted this video of a TED talk on smiling recently. you need to figure out why. it sometimes makes us unhappier. by the way). One thing that struck me when visiting countries like Vietnam and Cambodia when I went on exchange in Southeast Asia back when I was in University was just how happy everyone was. if people around you see that you're happy. I remember sitting in the front seat of the bus and talking to a tour guide who was bringing us to Ha Long Bay (a breathtakingly gorgeous place. Smile . It gives you a natural high. be spontaneous. They're given a ticket to be the unique one because they've decided that life is too short to conform to holding your mouth and being civil. We talked about his life and I remember him mentioning that he recently got a candy bar cell phone. Don't let that happen too often. A smile is the best way to disarm a grumpy person. When we get older we are always reminded that we need to act "adult". Follow your gut. It's a magical thing and I will continue to seek it out like a drug. life is pretty good when you think about it. He didn't even know he needed to do that until he got it. I feel like it eats at you. they are bound to be happy. occasionally making a funny. This TED talk talks about the power of smiling and something that I've always abided to without even knowing about this talk. Because. He's a smiley guy. at the end of the day. Of course there are inappropriate moments not to yell like a sailor.try it. but who cares about the research.there's a lot of research that tries to prove it. Smile My friend Omer Perchik from Any. Maybe you're hanging out with the wrong people. and drinking coffee like water. Get them wondering why you're so happy.
you should look forward to every day. If you've done it right. Hitchhiking to School and Other Lessons in Connecting June 08. 2013 4. Be active and drink life up. Remember to give yourself something to look forward to.There are many more ways to harness the energy within you.672 58 21 inShare256 .
I had a one-hour-plus. Instead of a five minute walk. It rarely worked. So I decided to turn things around and . where I caught my connecting bus.In the summer of 1973. One reason I hated it was that I had one year remaining at Godalming Grammar before heading to university. my family moved from the quintessentially English town of Godalming. I had an hour's wait for the next one. I was not happy at all about the move. two-bus trip. to the village of East Horsley some 12 miles away. which is 35 miles southwest of London. And if I missed the 408 to Guildford. So I started hitchhiking to school. At first I tried the English method where you walk along with your back to the traffic and your thumb stuck out.
had once hitched. The 70‘s. As the dress code at my school required a jacket and tie. ―I don‘t usually pick up hitchhikers. to see if there were any warning signs before I jumped in and to try and find common ground. where I went to university? That in life and in business and the non-profit sector. humor or good stories. The first question was always. On one of my last days of school. if possible) as they came into view. were simpler times when car ownership was much lower in the UK than it is today. I tried to make a connection while stopping short of pleading or appearing desperate. I also learned to quickly read a person. . It was simply an acceptable way for young people to get around. got a job and could afford a car. a driver would go out of their way to take me to school. saying they weren‘t going that far. you‘ve then got to connect with people. More than once. It worked. when they were younger. After they asked me where I was going. that they. I would take it as a huge compliment as I worked hard at being as unthreatening as possible while waiting for a ride and as reassuring as possible when I got it. But the key thing I learned was to make eye contact with each and every driver (and passenger. ―Where are you going?‖ I learned to say. sincerity and a willingness to listen. many drivers would simply take off. In those fleeting moments. as well.positioned myself at the end of an S-bend in the road and at the beginning of a lay-by which allowed buses to pull over. There were few horror stories of hitchhikers being attacked by those that picked them up or vice versa. whether it be charm. So what did I learn from that year of hitching and the subsequent three years of thumbing a lift back home from Cardiff. I looked the part of an upstanding young man heading off into the world with purpose and direction. I could explain my full plans while riding along. ―80% of success is just showing up. Use your eyes. The cha uffeur had just dropped his Worshipfullness off at a function and was heading back to the town hall and decided he‘d pick me up for the ride back. it is all about positioning. They felt an almost karmic need to pick up hitchhikers now that they had grown. I often got a ride within a few minutes of turning up. You‘ve got to get yourself in a place where you will be noticed. Use whatever is in your personal arsenal. of course. the next thing they almost always said was. ―I don‘t normally get picked up by women!‖ Naturally. your voice. to help make a connection. too. trust.‖ And my usual response was. I got a lift in the Mayor of Guildford‘s limousine. I stood still and faced the traffic and gently pulled my outstretched thumb back and forth in a motion similar to casting for a fish.‖ Once you‘ve got in position. if only about the weather. I often heard from those that picked me up. Or as Woody Allen said. And these were more innocent days. your body language to convey warmth. At least if I could get in. I often got picked up by women. If I asked for my final destination. I had never had so much leg room in my life. ―Guildford‖ as most traffic was headed that way.
serendipitously. most people are good and want to help. showed up in your life and who may be in need of a ride home. I am a designer and I was trained at an educational institution very different from this. In spite of the drumbeat of news stories to the contrary. If you‘re in the early stages of your career. Ask them for their contact details so you can keep in touch. you will need help from a variety of sources including complete strangers.682 300 51 inShare1. It‘s amazing how even the smallest of gestures can have a profound impact on a young person‘s life. 2013 26. It’s been adapted a bit for length. And make sure to thank them for whatever help or assistance they may offer. I was trained to play a very specific role as a designer of the products we surround ourselves with. keep an eye out for others who may need a lift or a kind word or some form of encouragement. So stop. but my advice to you is the same: start designing your life. Class of 2013: Start Designing Your Life May 21. And as you progress on your career path. make eye contact and figure out a way you can help this person who has. .Trust in the kindness of strangers.700 Here’s the commencement speech I gave at UC Berkeley's Graduate School of Informationin 2010.
I discovered that I could apply those same design skills to many kinds of problems. But I think the principles of design thinking might help you create a life that is more rewarding. We hide it under a metaphorical black cloth and ―ta-da!‖ we pull off the cloth and expect the audience to swoon in wonder. easier to use. I am sure there are many of us here whose partners regularly accuse us of that! The more familiar we are with a situation the more we . Open your eyes. The gulf between what you have learnt here and what you experience over the next thirty or so years likely will be even greater for you than it was for me. Ask why. So invest plenty of time in getting to the right question before you invest your creative energies in finding solutions. and that‘s why I think it is possible to design a life. I am not going to paint some beautiful detailed picture of a perfect life that you might wish for. He talks about being ‗mindful‘ as a strategy for reaching the right balance between actively affecting your future without trying to achieve a futile level of control. We then expect our clients to go and perfectly execute our vision. and perhaps more meaningful. We spend most of our lives not noticing the important things. and more desirable—and I spent the first several years of my career doing exactly that. The only problem was that most of those products were obsolete within a few months or years and most are now occupying landfill. the next business project. Designers sometimes do that. if solved.I was taught to use my skills to create products that are more attractive. interesting. We create a perfect picture of a possible future. I think that mindfulness is at the heart of design. why is this even the right question? They do this because they have learnt there is nothing more frustrating than pouring one‘s creativity into doing a great job of answering the wrong question. might have greater impact on the world. creative. And while it may be possible to approach the design of a car or a house that way. Here are few things you might think about: Don’t ask what. Designers have a habit of being awkward on this subject. My friend Dan Pink talks about this problem in his book The Adventures of Johnny Bunko. Problems that. But I was fortunate. Perhaps there is something you can do to prepare for it. There is not much you can do to change that. They ask. it certainly isn‘t appropriate when designing one‘s life. We have a habit of accepting the challenges that get put in front of us—the latest school assignment.
He used them as the starting point for his own thinking. so it is far too easy to accept the first solutions you come up with. Record your observations and ideas visually. Why are manhole covers round? Why do I dress this way to go to work? How do I know how far back to stand from the person in front of me in line? What would it be like to be colorblind? You will be shocked how inspirational it is to look carefully at mundane things. Just as it is too easy to accept the questions that get put in front of you. never mind enjoyment. Good design thinkers observe. Try getting into the habit of stopping once a day to look at an action or an artifact as though you are a detective at a crime scene. Design is a Darwinian process and diversity always creates the strongest ideas. Picasso was famous for happily using the work of his fellow painters as genesis for his own masterpieces. Pictures put things in context. even if it is just a rough sketch or a photo on your phone. Great ideas evolve. No matter what your professors might have implied about their own work! Creativity is a social activity and you should feel no hesitancy in standing on the shoulders of others.take it for granted and in the process miss the opportunity for insight and inspiration. Just remember to give them credit where it is due. They show the whole idea. Leonardo da Vinci‘s sketch books are full not just of his own ideas but those of other inventors and engineers. Assembled as a portfolio. Great design thinkers observe the ordinary and in that ordinariness find great insight. this material will document a process of growth and record the impact of many minds. Being visual allows us to look at a problem differently than if we rely only on words or numbers. multiple solutions that can compete with each other. Make it visual. prototypes. One of the most satisfying things about design is that the results are tangible. but in your own reflection on your life or when you try to explain to your friends. what it is you really do. Keep videos. Build on the ideas of others. This will be invaluable not just in the prosaic drumbeat of performance reviews and job interviews. Design thinkers seek out options. Do it anyway. Balance your portfolio. Preserve those pictures and sketches you use to inspire and create. Drawing forces you to make decisions about what you want to happen. Don‘t stop until you have explored at least three ideas you would be excited by. . parents. Something exists at the end of the process that did not exist before. It is easier to feel proud of your contribution when you have a record of it. Don‘t worry if you think you can‘t draw. Demand options. or perhaps kids. They show what else is going on. I wish you the best of fortune as you leave here and embark on the task of designing your lives. If you chose to apply design thinking to your activities as you go forward then remember to document the process as it unfolds. They do not spring fully formed from the minds of geniuses. whatever it is that shows how you think.
079 407 195 inShare2. Here are 3 ways to avoid this painful phenomenon.045 We often get sucked into trivial decisions.3 Ways to Avoid Decision Quicksand April 29. Have you ever agonized over which restaurant entrée to order? Which shade of white to paint the kitchen? Which flight to purchase? . 2013 122.
After all. Often there are many options to sift through. We‘ve spent an hour on a trivial decision and we can‘t figure out a way to escape. You‘re trapped and you can‘t seem to find a way out. don‘t worry. Once it goes off. Like a walk in the park. What if you get it wrong? Will the meal be terrible? Will you wish you went somewhere else? Before you know it you‘ve spent 45 minutes scanning menus online. but a pretty trivial one. They require.and your stomach is starting to grumble. but you had to wait a while last time to be seated. Suddenly a choice that seemed relatively unimportant starts to feel more weighty and consequential. It doesn‘t mean you are bad at decision making. it also makes people unhappy and less satisfied with choice. So we devote more energy to the decision.‖ Not only does it lead to wasted time. You‘ve been caught in something my colleague and I call ―Decision Quicksand. for less important decisions. careful deliberation and weighing of alternatives.If so. The Italian place has great food. You‘re struggling and struggling but the harder you work the more you get sucked in.. But then you begin comparing options. sure. you‘re not alone. You‘re choosing a vacation destination or a restaurant to go for dinner. like whether to switch jobs or buy a house. they‘re important. If the decision is this difficult it MUST be worth my time and effort. We don‘t expect the same difficulty. collect more information. Pre-Commit. 1. happy. however. I‘m going to pick a flight in 10 minutes. but didn‘t someone say that new Greek place was worth checking out? And what about that Sushi place you like? It‘s close by. Which entrée to choose? Which flight to pick? That should be easy! Just pick and go. . Each option has positives and negatives. It starts simply enough. period. and ready to knock it out. to be difficult. If something like this has happened to you. Soon you‘re starting to get frustrated. We expect important decisions. Both seem good in some ways and bad in others. weighing the benefits of each. And set a timer. you have to choose whichever option you were looking at last. But unimportant decisions frequently end up being more difficult than we expect. Five minutes at the most. and sink deeper into the quicksand. Decide how much time you want to spend in advance. You think you‘ll quickly pick something and move on. Want to avoid the quicksand? Here are 3 simple ways out. You‘re relaxed. or conflicting tradeoffs on different dimensions. You compare each dimension one by one. It‘s a decision. and deserve. And this unexpected difficulty leads us to think that the decision must be more important than we originally thought. We start spending more and more effort and the decision comes to seem more and more important. So you go back-and-forth. Decision quicksand happens to everyone. The reason it happens is less about you and more about the situation..
No industry associations holding quality training seminars. But in many cases. There was one big problem – hiring experts. now leading global accounts for us. worse. We had to grow our own.331 47 19 inShare200 We started Social@Ogilvy eight years ago. You‘d have a wonderful time in either Disney World or Hawaii.‘ They represented every thing wild and wonderful about social media. Only problem was they were a bit of a chimera. That‘s what we were doing. Our discipline hadn‘t been invented yet. any of the options would make you quite satisfied. At that time. ‗Bad‘ was either snake oil or. Our team was called 360 Digital Influence then and we were a team of so-called experts in the art and science of social media marketing and communications. and others. ‗Good‘ drove sustainable. now heading up social globally for Burberry. IP First. authentic and. There were no university programs churning out bright young things. Then Training Early on we developed a training program. marketers had a fascination in a phenomena known as ‗viral videos. 2013 8. Flip a coin. People often maximize. They were impossible to predict and questionable in terms of effect. Either option is great. Satisfice. Decision quicksand leads us to be so narrowly focused on a choice that we think the world revolves around that decision. We created a planning framework to create predictably great programs. The Dangers of Growing Experts From Within June 10. So stop deliberating and move on with your life. trying to find the best possible option. Take A Break. most often. Stepping away for a few minutes and doing something else will provide some needed perspective and help you see whether a particular decision is really worth the effort.2. Training Global Teams . positive word of mouth. 3. That planning framework has evolved over the years thanks to efforts by our ―grown‖ experts – leaders like Kaitlyn Wilkins. No significant competitors to steal talent from. John Stauffer. But few choices are that important. We believed there was ―good‖ social media and ―bad‖ social media practices. technically we first created some pretty important intellectual property (IP). unethical. Well.
The same experts. We designed and delivered immersive training workshops around the world like the recent "Community Director" training in Madrid where teams collaborated. who designed and delivered social media programs for our clients designed and delivered the training. myself included. competed and presented. . In a world full of good talkers – the social media pundits who declared themselves experts but had no practical experience – our teachers were the folks delivering work for Ford. Having the training function integrated and supported by the rank and file has kept it alive and vibrant for these eight years. IBM and other major brands. That was key for two big reasons: Our teachers had credibility.Next came training. Nestlé. Since their core job function wasn‘t training there was no visible training head count to be cut by some fiscally-squeezed executive.
She launched Social@Ogilvy . She understands change management and that mindset has helped us immeasurably. who has seriously professionalized our program. Hastie Afkhami.The Danger Our training mission has become more sophisticated. We hired a learning and development expert.
Our general training workshops have evolved into deep-dive workshops in critical specialties like community management 3. Many will stay. social planning. A Learning Culture is Magnetic At the end of the day. It takes coordinated action within a company to track the growth of internal talent and align their compensation and rewards with their abilities and accomplishments. the Principles of Social Design. we are essentially accelerating their development. and more. By training. Ben Casnocha.Accelerator. Sounds good. training our experts from within is worth it. In the karmic world of business. This aligns well with Reid Hoffman. hungry to learn more and thrilled to be called on to train the next generation. our e-learning platform. 2013 14. We need to take extra care to recognize them and align compensation and growth plans. to scale the training across our worldwide teams. right? The danger is that we become the university for the industry.0. and Chris Yeh's article in HBR on Tours of Duty. that‘s all good. How the Matrix Changes Leadership Focus June 03. Certainly some of our bright stars will move on to another adventure.030 82 24 inShare592 .
It‘s funny that one of the defining. Both the matrix and The Matrix have a . dystopian science fiction movies of the past 20 years. is the name of the organizational structure of so many corporations today. The Matrix. Multiple reporting lines are a de facto standard in companies as are leaders with influence but no hard authority. this isn‘t about an alternate reality created by computers where enlightened heroes punch their way through.No.
Focus is a big deal to me. Often at the same time. The toolbox is full of nine utilities. I had about five big contributors and many supporting team members working on it beside myself. That goes against most business wisdom that focusing on less is the winning leadership move. I have to build project teams where I and a colleague (or more) share responsibility and the resources to make something happen. I don‘t know about you but that just isn‘t my reality. The Matrix Demands Diversity In the matrix. And I could certainly go on with the metaphor of elusive realities. why so many? . I like to rally teams to explore different directions. Each is smart and address a business need. Business Demands Focus There is something about the matrix that changes how leaders must apply focus to an organization. It‘s all about partnerships. But matrix structure and leading through influence and relationships are facts of life. and so on. This is the planning model we use for integrated social media marketing and communications programs. The Social Brand Print analyzes the strength of a brand‘s social content and presence. So. I often identify one of my leadership faults as having ―eyes bigg er than my stomach. The military hierarchies of the sixties are few and far between.dark side. exploitation of people as ―batteries‖ energizing the machine and so forth. Social Paths applies insights to discover the best opportunities to use social media along the customer journey.‖ I like to try lots of things. We just developed the next generation Social Planning Framework & Toolbox. This project by itself will have big impact on how our teams in 35 markets do great work for our brands. I could have gone ―chips-in‖ on this project and maybe one other. The strategic leader analyzes the ―signals of business‖ and carefully places one or two big bets that he or she believes will pay off. It was a big project. And I am tired of feeling bad about it. But I have many other projects in the works at the same time.
This is how I harness the matrix. I cannot know what will completely work or be useful to enough markets. On the innovation side. At it‘s best. Worldwide Chairman and CEO Miles Young established these and has consistently communicated around them. It is easily communicated and can be shared by anyone inside our team. It determines where we place resources and influences which projects we pursue. I know that‘s a cop-out. Across Ogilvy & Mather.The first answer is that we have a big aspiration. The real answers lie here: We are innovating and operationalizing our use of social media practices for business at the same time. we have a single annual priority. In my own group. That means I need enough projects brewing to count on enough winners. emotional belief that we are on a shared journey. Rather than squelch that drive (as if I could). I embrace it and make these projects part of the plan. we align around a meaningful big priority and then balance everyday between the right number of projects to realize it and the chaos of too many projects. I need to romance managers to allow their people to commit time to work on our projects.771 44 7 inShare623 Company culture can be a huge motivator for people. Most leaders could say the same thing. we have rallied our core team around 6 key missions that will help us align to achieve our business goals and the key priority. They are all important. 2013 7. we share a priority we call the ―twin peaks:‖ pervasive creativity and effectiveness. This is usually a big concept that can significantly accelerate our business. we remain focused. Matching people to projects and their general availability means I am better off with a collection of projects underway. transformational ideas to tactical ―must-do‘s‖. The actual team members are always willing to contribute to the IP of our discipline. Like Tom Sawyer who attracts children to help whitewash a fence. I embrace those initiatives. it can provide a sense of belonging through shared values and an intangible. My team lies embedded in the matrix. . Lastly. There are pockets of entrepreneurial drive across our network where teams take it upon themselves to build a better mousetrap. Leadership Alignment Makes All the Difference With all of our projects. How do you balance the needs for narrow focus and the mechanics of the matrix? Is leadership focus more art or more science? The Power and Myth of Company Culture May 28. Innovation and improvement can come from anywhere these days. The projects that fit within this structure run the gamut of big. We choose a more ‗agile‘ approach of designing prototypes and get them out into people‘s hands. In a matrixed world.
We share values. Retention of talent Strong culture helps retain talent. France. language and ritual. I have days where the silly bureaucratic needs wear me down. we know how to talk and behave with each other. And it helps us work together. Indonesia. That makes it easier to stay at it fifteen. We are a founder-based company where much of our character can be traced to David Ogilvy and the early experiences at the company. It certainly helps me enjoy work more and I work pretty hard. It is grander than you can imagine yet homier than you would ever expect. It captures a shared belief that we must always be trying and learning to make things better. I find our culture palpable and anchored in behaviors. Herta Ogilvy‘s home outside Poitiers. When we move across the world to collaborate on projects. South Africa and soon. It will be a terrific experience. Herta has created a marvelous experience from the exquisi te food to the rooms tucked away in turrets and wings. If anything. Mention that I sent you.‘ The Eternal Pursuit of Unhappiness is a chapbook that has floated around for years. India. When I travel to offices in Paris. Part of our culture is that there is no UScentricity. Check out the Website here and send an email to Douglas at info@touffou. We find the fun in the work earlier. Part of it is to find the others who have visited to share stories and amazement (―Could you believe the dungeon underneath the chapel?‖). Not everyone goes. even Vietnam as ―key markets‖ and go out of our way to understand what is important to doing business there alongside our colleagues who make that country home. Brazil. Ogilvy & Mather has a very tangible culture.) Productive behaviors For me. Part of it is to simply share a sense of our shared culture. Part of it is status-seeking (―I was chosen to go to the meeting in Touffou…‖). I know that I share more than a business card with my colleagues there. She is so much more than David Ogilvy‘s widow. Those that have been find ways to share about it. Or where a single sharp personality makes me wonder if it is . It is not lip service nor generic motivational posters (eagles soaring). We get down to business faster. That means higher productivity. We have created derivative works to help interpret these values and make it easier for us all to ‗walk -the-walk. She embodies our culture in many ways. (Note: You can hold your own meeting there.Getting people aligned around values and culture feels better. I am like everyone inside a big company. Spending time with Herta Ogilvy was the highlight.com. Have You Been To Touffou? One ritual (or is it a rite of passage?) at Ogilvy is participating in a meeting at Touffou. I was lucky enough to visit recently for our global Digital Council meeting. we see China. a few of those hours are a modest dinner with local colleagues in that city. I feel privileged to have been there and will likely talk about it for the very reasons mentioned above. I love the people at Ogilvy. I find it well-intentioned vs. This was the home of David Ogilvy. sixteen hours of the day. After all. manipulative.
Leaders need to protect those initiatives from the natural impulse of management to sacrifice everything to the ―numbers‖ or to the business metrics. Jon Iwata. a term likely sparked by how we speak about college affiliations. That is why executive leadership support of behaviors and initiatives that can strengthen culture are so important. What about start-ups? We talk about the culture of Silicon Valley start-ups all of the time. These are all Silicon Valley staples. Senior Vice President. I am certain that Facebook‘s culture will strengthen over time. I believe culture can be cultivated and grown. with a borrowed culture. distinctive and one of the reasons people want to work there. I expect the culture at Facebook will be strong. CEO of the Ford Motor Company. Miles Young. often to the very brands we support. Imagine what it will be like in 25 years. They did not invent social-by-design. the people and the wonderfully creative work I get to do most days help me endure. Still. stories of hackathons and ―Fail Faster‖ posters (I actually love that Facebook has a print department cranking out graphic design ―artifacts‖). Most have only been around a few years. They did not invent concierge services to improve the work life of their hard workers.worth it. We talk about ―boomerangs‖ – people who have left Ogilvy and returned. I am not sure its accurate to call Facebook a start-up anymore. They did not invent agile work processes. Certainly the culture is at the top of the list. The myth Can culture be manufactured or engineered over a short period of time? That‘s the myth. We tell each other that we are ―Ogilvy Red‖. Still. The culture. define the company. carries that torch for Ogilvy supported by many who believe in our culture. People stay at or return to Ogilvy for many good reasons. Marketing and Communications at IBM. . I witnessed Alan Mulally. With leaders like Sheryl Sandberg and Mark Zuckerburg. support a ―One Ford‖ initiative that held the company together during hard times and anchored their culture in shared missions. they are quickly making them their own. They start as mo st start-ups do. They did not invent hackathons. Worldwide Chairman and CEO at Ogilvy & Mather. Short-lived Start-up Culture These are leaders of companies that have been around for decades. I see an authenticity in what they do and how their employees talk about themselves. is the author of some of the most useful corporate thinking on the value of corporate character – those shared beliefs that bind us together. We cultivate communities of ―alumni‖ – people who have moved on. but timescales are long. Culture has been cultivated over the long haul.
so can I‖ attitude. the lucky few to be in the spot competing where they are now.Where Do You See Yourself? June 19. The big stars of the game are far removed from our reality and we can‘t compete at their leve l. the weekend warrior. . 2013 2. and we instantly see something there that could be us. Joe Public. And because we see ourselves it makes it real and achievable to us with our ―if they can do it.155 30 4 inShare107 Why do we inevitably support the underdogs in a sporting event. those that are perceived as really having no chance at all of getting the prize but somehow made it to the finals? Because we can see ourselves. there are more instances we look for ourselves subconsciously. but bring in the underdog. It doesn‘t stop there though.
even though we know nothing about them simply because they encouraged us to talk about ourselves. it registers. and because we see ourselves we go ahead and employ. its really hard not to seek yourself out first. he had employed 20 people that were all like him! Can you imagine how their business was running internally. If we spent 10 minutes talking to a stranger having answered only questions about ourselves. Who do you look for first? You.Take the true story about a CEO whose company had some pretty tough staffing issues. Am I right? Dale Carnegie encourages us to talk about the other persons interests. that makes us think about ourselves but not selfishly so. you wanted to be the person he was singing to and so you saw yourself. Try it if you don‘t believe me. James Blunt sang ―You‘re Beautiful‖ which sent many women swooning (me included!). We are not being selfish when we do this. He took himself and the majority of his team through a behavioral profiling process and found that each one of the team was an identical profile type to his own. 2013 14. the way we are wired maybe. I don‘t know I can‘ t explain it. the frustrations involved with no mix of behavioral styles? Have you ever said during an interview ―You remind me a little of myself when I was younger‖? I know I have.896 184 61 inShare1. but its there. and you only. but somewhere in our subconscious.004 . we think the person we have been talking to is interesting. There is something inside us. Take a group photograph with you included in it. Call it an interest. He made you feel like he was singing directly to you. to get them talking about themselves rather than us talking about ourselves. Everything You Think About Business Leadership Is Changing June 19. call it human nature. call it hog wash.
Quick. And this has been in part because having many customers also meant having better insights into their behavior. or how they would react to the shift. Technology and social media today are enabling almost anyone to tap into what consumers want… by simply asking. regardless. And these same resources are also allowing customers to ―talk back‖ to companies. their sheer might and resources could often shape their industry in a certain direction. who didn't have similar resources. (I recognized that the weekly client surveys we conducted at Merrill Lynch gave us a HUGE advantage over our wealth management competitors.‖ ―beating the competition. expecting competitors to fall in line. the bank instead bet that its might as an industry leader would serve as a forcing mechanism. Picture a business leader. (―Any color as long as it‘s black‖ worked back in the day.‖ War. in a way it couldn‘t have been a decade ago.) And even if large companies didn‘t always really ―listen to their customers. I've heard a number of thought leaders (like the super-smart Nilofer Merchant) point out that this dramatic shift of the ―rules of engagement‖ with customers was exemplified by Bank of America‘s debit card fee roll-out.‖ ―cutting losses.‖ ―gaining share. It is clear that the bank did not fully engage with its customers on what they valued. The one that traditionally comes to mind is that of a Jack-Welchian type ―taking the hill.) But this is changing.‖ as they‘ve said they did.‖ operating through ―command and control. sports and gambling analogies abound. and in some cases to mobilize their reaction to company actions. and the bank reversed course. Negative customer reaction was swift and dramatic. In this world. a significant competitive advantage. size matters. .
Here are three principles I use when determining how to best use my time: Decide What Not to Do It is often more important to decide what you are not going to do.Thus. and you quickly realize how vital it is for leaders to be deliberate about how they spend their time. And I found that the great ideas were as likely (or more likely) to come from the 200th Advisor whose hand I shook at a get-together as from our strategic planning department. . yes. people and dollars. the prototypical leader of the future will shift from the steely-eyed command-and-control type to one who is more open to feedback…. what wasn‘t working. what was working. A number of leaders of those businesses over the years had approached the job with a ―follow me‖ mentality… and the Financial Advisors just sat back and watched them with bemused smiles. 2013 2. Combine the scarcity and importance of this resource. And. While this approach may not lead to Steve-Jobs-type innovation. but the one resource you can never create more of is time. it can certainly help companies of all sizes understand what consumers value. How you spend your time also sends a strong signal to your team about what you view as important.one who specializes in communication. this does make me more optimistic about the progress of women in business and the value we place on their leadership qualities. Steve Jobs was once asked what his favorite product was. where we were spinning our wheels – and what our business strategy should be – we saved an enormous amount of time and resources. but instead as partners… whose buyin to a course of action will be the key component of their success. There are often creative ways to find more people and dollars.964 81 11 inShare363 As a leader. because those decisions made it possible to focus on the ones they did build. The first step in good time management is picking your priorities and sticking to them. Thus. and had their buy-in on strategic moves. The same is true for all of us. there are typically three sets of resources in your toolbox: time. He shared that he was very proud of all the products that Apple hadn‘t built. and allowed them to make those products great. the most successful CEOs of their future will view customers not in a paternalistic way (at best) or as sales targets. collaboration and co ordination. I gained a first-hand preview of this when I led Smith Barney and Merrill Lynch. By taking several months to engage them instead in a discussion of what they observed from clients. Managing Your Most Precious Resource: Time June 19.
so I encourage you to find the mix that works best for you. Hold Yourself Accountable Making the plan is the easy part. twenty percent is invested outside the company learning from others by engaging with fellow leaders in roundtable discussions. proactive time allocations to maximize this most precious of resources.Define a “100 Point” Plan Time will slip away from you if you are not clear and diligent in your planning. Allocating your time can be the biggest challenge or opportunity for any leader. For myself. Don't Screw Up Your Mission Statement! June 19. For myself. skip levels and teaching at leadership development seminars. and then make clear.046 75 27 inShare286 . One size does not fit all. I encourage all leaders to carefully examine how they invest their time. I am off a bit. and this tracking allows me to adjust course and steer closer to the goals I have set. thirty percent is invested in building our organization‘s capability and leadership bench through 1:1‘s. every quarter I ask my assistant to color code everything against my 40-30-2010 plan – and we measure whether I am on track or off. I allocate my time in a 40-30-20-10 split: forty percent of my time is invested in running the company through operating mechanisms and product reviews. The hard part is sticking to it. and the last ten percent is invested in personal growth and development. The key is making a ―100 point‖ plan so that you are the master of your own time. seminars and board rooms. Often times. meeting with my personal coach and other select mentors. 2013 6. The trick is to be brutally honest with yourself. The key to successful time management is proactive planning.
airplanes had come to feel like crowded.it didn‘t take us long to realize that not a single customer. More than just making flying more affordable. full of buzzwords and the language of lofty virtue. The key line declared that our airline would become ―the premier value-based carrier in the Americas. I‘ve seen lots of businesses claim that they're changing the world. expensive buses in the sky. we wanted to ―bring humanity back to air travel.‖ In the forty years that I‘ve served on different corporate boards. more than a few have had mission statements are long and flowery... . meaningful mission statement came out sounding like our auditors drafted it.‖ The what? Yes. crewmember or shareholder would know what ―premier value-based carrier‖ meant. We had wanted to change that. one of our early attempts to craft a pithy. David Neeleman. So we went back to the drawing board. thanks to their forward-thinking products and unimpeachable integrity. When jetBlue was founded in 1999. What they don‘t realize is that these attempts at being aspirational and inspirational often come off as interchangeable and irrelevant. we wanted to transform it into an enjoyable and inclusive experience – in the words of our founder.At jetBlue.
But the simple ideas that emerge from that kind of process can be the most powerful and inspiring.‖ Holmes‘ far-side simplicity is the kind that captures complex ideas in a sentence – or an image. or a product – that anyone can understand. I probably haven‘t figured it out yet.The famed Supreme Court Justice Oliver Wendell Holmes had a nice way to describe the value of reducing things to their essence: ―I would not give a fig for the simplicity this side of complexity. but I would give my life for the simplicity the other side of complexity. ―we aspire to be the premier provider of tasty take-out food while maintaining uncompromising principles. If you‘ve ever achieved this kind of simplicity. The trick is to boil something down into a set of goals – or plans for execution – a vision so clear than everyone can start working on it right away. This is the art of saying what you mean. A Simple Plan to Eliminate the Skills Gap June 21. Once you‘ve done that. both to your team and to your customers. ―It is our responsibility to assertively administrate timely deliverables in order to solve business problems‖? Or. When you write a good mission statement – or a good business plan or pitch – you‘ll know how well you did by the number of heads nodding in agreement.‖ I‘m constantly reminding myself that if I haven‘t figured out a simple way to explain something to other people. it‘s time to mean what you say. false starts. rather than loyalty and appreciation. you know it‘s rooted in the hard and often frustrating work of deep thinking. 2013 674 10 1 inShare72 . How inspired are you when you hear something like. Mission statements written in business-speak or soaring rhetoric tend to invite eye-rolling and suspicion. and trial and error.
speak at more events or have more patents. Later. . fellowships and write more whitepapers. Here‘s what stood out: They all possessed the Achiever Pattern. The big idea is that past performance – the DOING – is a better predictor of job success than skills – the HAVING. I had been thinking about this for a while. Since I was working with their managers and many started hiring other people from me.Many years ago while stuck in LA traffic. not their skills. but a pattern emerged on that drive home as I pondered the differences between the best and the rest of my first 100 placements. so this is the group whose names rolled by along with the LA traffic. not what you HAVE. They were assessed largely on their past performance. They were successful in their new roles. They also receive more honors. About a third had been promoted or were given expanded roles during the first year. People with the Achiever Pattern get assigned bigger jobs quickly and get promoted more rapidly than their peers. awards. I hit upon an epiphany: It‘s what you DO with what you HAVE that counts. I put this concept into the graphical form shown. During the interview they were evaluated more on the comparability of their past accomplishments to real job needs and less on their absolute level of skills and experiences. and after about 100 mid-level manager placements. I knew they were being promoted or given expanded roles very quickly.
and anyone who wants to make a career move into a new industry without having to make a giant leap backwards to get ahead.Less obvious.) The process starts by looking for the Achiever Pattern as part of the work-history review. To address this. but flawed. . It was at this point. We eventually found these to work the best: 1. As a result of these vagaries of human nature. returning military vets. but potentially more important. high potential people who are light on experience. we required the hiring manager to define real job needs as a series of realistic performance objectives. We refered to these as performance profiles or performance-based job descriptions. their subsequent performance is highly predictable. The second question involves a formal discussion around real job-related problems the person is likely to face on the job. we suggested 30 minutes. Despite the improved predictability of the Performance based Interview. even this wasn‘t enough. and just about everyone overvalued first impressions. As a minimum. not the list of skills and experience listed in the job description. Equally important. aka the Most Significant Accomplishment Question (MSA). but minimize it‘s importance when assessing someone we know? Breaking this barrier would open the doors to more diverse candidates. Use a measuring stick: without some sort of reference point to assess candidates against. especially using flawed techniques. A number of years later the twoquestion Performance-based Interview emerged. like handling a difficult business challenge or overcoming a technical roadblock. By narrowing the focus of each interviewer to specific areas critical to on-the-job success. Divide and conquer: it‘s impossible to make a complete and accurate assessment about an unknown person in a 30-60 minute interview. (Note: it has been validated both academically and legally. This alone minimized the seductive impact of first impressions. Techies still overvalued tech skills. This begs the question: why do we naturally over-emphasize skills and experience for the unknown person. This was enough time for the interviewer to look for the Achiever Pattern and ask one MSA question. To gain a sense of this. but obsessed with the idea of how to eliminate the ―known‖ requirement as a precondition for shifting the emphasis to past performance. 3. executives still overvalued their intuition. This is The Most Important Interview Question of All Time. This question uncovers thinking ability and potential. The first question involves digging into a candidate‘s major accomplishment s and comparing these to the true performance requirements of the job. Listen to the judge: the idea for this was to delay any yes or no decision until all of the evidence was heard. was that this bias to measure performance occurred naturally when the person was known or highly referred to the interviewer. interviewers would naturally use their personal and unvalidated interviewing techniques. 2. valuable data was gathered that could later be shared. A promotion is designed to give the person a chance to develop skills and experience he or she doesn‘t already possess. exhausted. most interviewers reverted to their natural. consider people who have been promoted. approach when interviewing candidates not personally known or referred to them. I arrived home. Here‘s a link for those who want the complete version. even more powerful countermeasures were needed. Unfortunately.
(Here‘s a sample of the Quality of Hire Talent Scorecard we used for this. a friend and frequent co-speaker at many recruiting events) indicates that the probability of getting interviewed by applying to a job posting is less than 1%. Then connect with these people on LinkedIn and request a personal meeting. don‘t hit the ―apply now‖ button. 2013) Networking Rules! Step-by-Step Phase 1: From the Known to the Unknown 1.) Networking is as much art as science.) By discounting rankings based on feelings or superficial data. using flawed interviewing techniques. here‘s a step-by-step process for building a robust network. Find 1-5 people people who can vouch for your ability.. Enforce “listen to the judge” or call a mistrial. and getting connected to influencers is hard work. Instead. all of the interviewers were required to share their evidence in a formal debriefing.4.. use the job post as a lead to find someone in your network connected to the hiring manager. To minimize the impact of biases and emotions. Instead. This information supports the contention I made in a recent post that job-seekers should spend most of their time networking (at least 60%) and no more than 20% of their time responding to job postings. (LinkedIn shows you the closest connections. Equally important. when you find a job of interest. . performance-based information became the primary basis of the assessment. With this in mind. Networking Rules! . (Sign-up for a "how to" and Q&A networking webcast on June 25. and relying on the collective biases of the interviewing team to cancel each other out. when you find a job of interest. Not knowing the job. .. Research by Dr. The process worked. does not seem like a great way to bring on new talent. but it doesn‘t need to be haphazard. I called it Performance-based Hiring. Perhaps HR and recruiting leaders should spend more time in LA traffic. don‘t hit the ―apply now‖ button. John Sullivan (FYI..
(A node is someone who works with lots of different people like project managers. Discuss their reaction and modify your resume so your best stuff grabs their attention. One way: describe the biggest goal you have ever had that you have already accomplished and how you did it. 5. but don’t be a pest. Every function has national organizations and each of these have local chapters you can join. At the end of the session pull out your list of names from step 5 and ask the person if he/she would be willing to contact this person on your behalf. I just found 20 people who are well-connected product marketing people who are members of the same groups I‘ve joined. 6. like sending an article of interest. Prove you’re reliable. Conduct network research. Use LinkedIn to find nodes who work in industries and companies of interest. Have the person ask you The Most Important Interview Question of All Time and then take their advice on how to improve your presentation. This includes a thank you note and semi-regular contact. Be a joiner. 8. but sometimes the obvious isn‘t to everyone. Force the connection. Here are a few ideas on how to get started. too!). Side note: it‘s better to have a list of possible connections to ask about ahead of time. Expand these new contacts using all of the appropriate steps in Phase 1. so be persistent. nor would I ignore their requests to contact me. and VPs. product managers. For example. During this meeting have the person look at your resume or LinkedIn profile for just 20 seconds. . Phase 2: Build a Network from Scratch Prepare a network target list. see some of the great ideas in the comments below and join this group for even more. Right now I‘m looking at a number of very strong people on one of my alumni groups who stand out as major contributors. Use LinkedIn and join groups in your area of specialty and contribute. Become good at presenting yourself. Put your feet on the street. rather than asking if the person knows someone who might know someone who is hiring (but do this. You‘ll need to iterate this process 4-5 times with every connection in order to get enough coverage in any given job market. 5. Nurture the network.2. Pretty soon you‘ll begin hearing about some jobs of interest. Have them highlight what stands out. Before the meeting look at the person‘s connections on LinkedIn and select those who work at companies that are hiring and/or seem to be well-connected nodes. Note: this is the hardest part of this process. Of course. in parallel you need to engage with more people you don‘t know.) 6. at least 50-75 people. Once you get the recommendation to the new person. For example. disciplined and worth recommending to others. 1. Seek advice from others. Personally meet with these people. Implement Phase 1 and Phase 2 in parallel until you’ve landed another job. 4. A resume needs to excite the reader enough to want to read it in-depth. active participant and leader in organizations of interest. You‘ll ask about these people during the meeting. but you‘ll know it‘s a result of your hard work. The referrer will consider it a coincidence. sales reps. 2. If I was still recruiting I wouldn‘t hesitate to reach out to these people. connect and repeat steps 2-6. 3. I can now contact them directly through LinkedIn Join and participate in groups of interest. While Phase I is an important aspect of building a network. 7. if I had to mention this. 3. 4. you really are a networking rookie. Expand your network.
(The "HERO" resources. As such. The confidence that one can put forth the effort to affect outcomes. researchers are actively examining the impact of the construct Psychological Capital (PsyCap) in the workplace. is of primary interest. A belief in the ability to persevere toward goals and find paths to reach them. including the psychological vantage point or "mindset" they bring to bear upon a problem. The ability to bounce back in the face of adversity or failure. Resilience. yes. Hope.939 354 100 inShare4. PsyCap is comprised of a number of key "state like" psychological resources. understanding how leader behavior affects the attitudes and actions of team members. There are many elements to consider as we evaluate strategies to effectively lead a group of individuals in today's world of work — but. This will be helpful to others using networking to land new positions. regardless of how you found it. advises building on the aspects of our work lives that help us garner strength and flourish. continue to build and nurture your network. which stresses the identification of what is "right" within our work lives. With their position and collected experience. they have the ability to influence not only what transpires within our work lives. Getting started Note to Managers: Positivity Matters June 20. A leader's view of a challenging situation.487 Those who lead or manage others have the unique potential to serve as an energizing force within organizations today. The movement. can affect how we move forward. Akin to this theory. the celebration of successes). We have previously discussed how the tenets of positive psychology could serve as a guide to achieve greater levels of workplace happiness and eventual success. The HERO resources: Hope. Efficacy. and it‘s likely the way you‘ll get your next job. . Resilience and Optimism). Efficacy. 2013 20. but how we process those moments. can positivity play a central role in enhancing a team's outlook and performance outcomes? A growing body of evidence says. (Emphasizing our strengths.Once you have another job.
How Do We Move Forward with Our Work Lives? June 11. Recent research has explored this dynamic. Exhibiting behaviors which express positivity when facing issues and obstacles can be critical. in stride. Performance feedback.485 47 23 inShare349 . This in turn can enhance workplace well-being and the achievement of valued outcomes. A generally positive view of work and the potential of success. for example) and the expression of a positive mindset when interacting with their teams. Leaders can utilize the power of feedback to build needed resources.) Going forward. It follows. but follower performance. Goal setting. but outwardly express positivity — and provide model behaviors when interfacing with their employees. may indeed have the ability to change the tenor of the workplace. Those leaders that "flex their positivity". The development of psychological capital within organizations should not exclusively focus upon leaders — but those in varying roles and levels. Pausing to note accomplishments. that we should explore the potential impact of leader positivity and the associated behaviors on members of their team. 2013 5. Problem management. These leaders are more likely to bend with adversity and deal with failure. After the Crisis. Psychological capital has universal benefits. One explanation for these findings: positivity in the workplace can become somewhat "contagious". Organizations can readily assess the psychological resources possessed by candidates who will lead or manage the work of others. training opportunities for leaders can include the development of these resources (resilience and optimism. can build confidence. Leaders with higher levels of psychological resources (such as hope). through the process of modeling. Employees at all levels. by exhibiting strategies that reflect higher levels of key psychological resources (for example behaviors that reflect resilience and hopefulness. Optimism. as well. particularly those who interface with multiple employees. Some implications: Leader selection & development. maintain energy and enhance self-efficacy. it appears in our best interest to encourage leaders to not only strengthen their psychological resources. Furthermore. Leaders with stronger psychological resources are more likely to develop alternatives pathways to meet these obstacles — a skill that can be learned by followers. set more robust or challenging goals — and are highly motivated to accomplish such goals. and has revealed that leader psychological capital can not only be significantly related to levels of follower psychological capital. have the opportunity to serve as powerful role models. An example of the classic research of Bandura (1977) (which posits social learning through role models) — leaders can help shape follower attitudes and behavior.
Then attempt to rally energy and reconnect in "positive mode". Yet. Many find it difficult to shake off all that has happened and move forward as who they once were.I've been observing a trend of late — and it is one that many of us may be struggling with. each and every day. The dark clouds are still visible — and the visceral reaction to protect ourselves remains. things are subtly improving business-wise. The frustration of evolving roles or dramatically lowered salaries. and with good reason. then focus forward. and they have become comfortable. I deal with work-related behavior — the elements that combine to form jobs and organizations. For others. the fear that the entire process will repeat in the next chapter of work life brings doubt. Often this is triggered when we contemplate letting go of the strategies that kept us afloat during trying times. the mood seems akin to post-traumatic stress disorder. but we still want to hunker down in a place of safety for just a while longer. Interestingly. Avoid self-blame. as much of what has happened was beyond your control. The closer an organization's industry is to the "epicenter" of the economic crisis. for some of my clients. as both physical and emotional distress seems to be more prevalent. (See a discussion of financial PTSD here.) There is so much to work through. It is as if on one hand we know the storm might be resolving. this goes beyond job analysis and process improvement. They hesitate to take risks and make key decisions. with far less in the way of resources and support. These actions may have been quite effective for the past. During interviews. Process. and the extended uncertainty that has traveled with it. process. the more trauma I seem to observe. What we might do: Reflect. and it walks with them side by side. . the same strategies may not enhance our long-term position. But in this case. Build a forum to discuss ideas that may help the group get "back on track". the trauma is the variety of doubts that infiltrate their work lives. The pain of job loss. your team or your organization have weathered – and are still capable of weathering – the storm. Talk with your team about all that has happened and discuss the changes (both good and bad) that have occurred. Examine hesitancy. process. Let them vent and weigh the options — for all that it is worth. Celebrate your resiliency. Yet they seem frozen within past experiences — looking over their shoulder as they try to press on. However. It is the disturbing level of lingering stress caused by the economic downturn. and attempt to rekindle hope for the future. Their confidence has suffered. Take a moment to acknowledge that you. The continued pressure of meeting the needs of customers. They seem saddled with the memory of what they have been through.
they smartly introduced their father's vegetable and fruit stall. Share your situation and get a proper plan in place to affect concerns. The call on Wednesday was for that purpose. (More on this in a later post. One of the boys is doing his BBA and the other is doing his Engineering from colleges in Coimbatore. There were three brothers who caught our attention. Mend the psychological contract. I was at a client's place waiting for the meeting to start and as I picked up the phone to turn off the volume. He also told me that his father will setup a vegetable and fruit stall in a month's time and would contact me. so we just drove back home. We bought a lot for the week at ISB and for gifting as well. is suffering from debilitating stress. but there was some traffic blockade and vehicles were backed up for a couple of kilometres. These boys asked us to come back and that they will continue to give us really good quality mangoes. I picked it up and it was one of the Mango people who was telling me that they are closing the stall and moving out that day. Ultimately. social worker or coach. expectations and promises are often breached. reach out to a trusted friend. Then we went the next week again and that's when we got talking.. They gave us an excellent product. Can you find a connect with the work you ask an employee to do and their dreams ? Yes. The Mango People On Wednesday. so that we could buy another last tranche of Mangoes. We went on our way and ate the mangoes right through the week and they were delicious. Why were they able to do this without training and why the thousands we train for hours are unable to do it ? The small difference is. we stopped at the series of mango stalls that had been setup on Jayamahal Road. About four weeks back when we were driving down to ISB for my Term 8. We thought of stopping at the same place on our way back. if you or someone you know. They come to Bangalore during their holidays and the Mango season to make some money that can fund their education ! We were very impressed and definitely happy to see the enterprise these boys had shown. Not just that. so that we continue to remain their customer. We exchanged phone numbers and asked them to let us know when they were winding up.) In times of duress. We did go the next day and again found these boys and bought mangoes. gave us special discounted prices and kept their word of letting us know if they were closing the stall. ownership matters. also because the mangoes they had for sale were quite good.. we spend hours training people on customer service and closing the loop with the customer. :) Now. do so with your team individually. extending the business etc etc and here are two Mango sellers who did all of this with no training. Are you wondering what's so special about this that I need to write it up ? Here's some background . . but ownership comes much after the alignment to one's dreams and aspirations. I got a call.. Take a moment of pause and reflect on the health of the contract that you have with your employer. physician. (If you manage others..) Seek help if needed. June 19th. this was their livelihood and their means of fulfilling their dreams.
The men wanted choice as always and the women had better choices for the first time and economic freedom to walk out of a bad relationship – thus entered economic uncertainty (for men at work and home). governments have relaxed rules. and suddenly there is no longer any reason to remain invested in the 1 to . And this post is the result. Think of your parents marriage (M&A) and what it cost … A few thousand rupees would have made it a rich wedding and today you have wedding planners who play in a well segmented market – under 1 crore. then live-in (joint venture) then either get married or breakup.Understand your employee and help him or her link their dreams to the vision of the organization and you can sit back and relax. there is uncertainty. there were strict societal/parental (government) norms and the world was comfortable with the feudal system. Facebook. for some it was access to new markets. In our parents’ time marriages (mergers and acquisitions) worked because there was limited awareness. align it with their everyday work. another major motive for seeking alliances. both men and women find other cost effective options. Internet. magic happens. And then the rapid technological advances keep happening. it set me thinking on how can I draw similarities between all the technical definitions am learning and examples from day to day life …. product life cycles are short. As we had friends of every color from across the world on Facebook our outlook got global – we learnt about new customs. the world got Googled and my friend Steve made it his Job to put the googled world under our finger tips !! Rapid technological advances became a major motive for alliances. for some it was low cost production. no internet. Then came the Industrial revolution. they couldn’t reach out to the better choices out there. for some it was access to low cost capital. anyway you figured out that Alliances offered lower transaction costs (another motive). To marry or date? We will be learning about Strategic Alliances in this term and while our Prof has given us just 415 pages to read. The business world reflects life – our parents got married (merger or acquisition) for life but today we first evaluate many partners (globalization) from around the world and then go steady (Startegic alliance). Twitter. above 5 crores and the obscene crores segment. If you can kindle the desire of reaching their dreams in your people. between 2 and 5 crores. new ideas germinated. All the training in the world cannot replace the impact of desire that one's dreams bring forth. Russian revolution twice. Computers.
I have recommended that book to many people. Hmmmm interesting. I personally apply that always by figuring out what is the one or two big priorities for the day/week and get to them first. whether there is learning opportunities from each other and hopefully if the M&A does happen. progressive or otherwise depends on many other factors. No guarantees that the marriage will still succeed. Little realising that her team was planning . Deshmukh’s probability) and not burn a hole all over your sari/shirt…. It’s a landmark book in many ways and an all time favourite of mine. they will get done anyway. one of the remedies I prescribe is the prioritization teaching that is in “Seven Habits” about putting in the big rocks first and the gravel and sand will anyway fit in. Perils of mis-interpretation Many of us in the corporate world have heard of Stephen Covey and his first book “Seven Habits of Highly Effective People”. When people come to me with time management issues. there is huge cost again and mental trauma added to the mix… And sometimes one or both the partners just wither away and sometimes they become wiser. You know exactly the strengths and weaknesses. The teaching is get to the most important things first and dont waste time on the unimportant and non-urgent. before the email-email game starts and a busy nonproductive day goes by. but she would ask her team members to fill out a daily time sheet of big rocks. …. be smart. Grow up. steady (strategic alliances) and/or live-in (joint venture) route and may never go marry or the marriage (M&A) will be an informed decision. and whether you have complementary skills. Krishnan and I had two study-groups around it and I quote from it often. I recently came across a misinterpretation of the above leading to demotivation !! One of my mentee had picked this up and applied it to her team without providing any context… The goals didnt get set. go steady. Infact I have a mini training on it that I have repeated often with several groups. Yes yes I jumped to our favourite bashing boy – the UPA alliance. it leads to an united front. medium rocks. Man. huh !! Ok. Ugly or happy divorces happen. Ofcourse this is gender neutral global advise. in politics rarely you find M&A and only Alliances because it offers so much more flexibility and you can play up or down the entire spectrum of goodwill to acrimony without batting an eyelid – wily politicians. The wiser ones then go the dating.obscene crore marriage. but atleast you improve the chances (Arun and Prof. small rocks and gravel …. so the moral of this post and Term 8 is. date. live-in and be fully informed before you marry.
spend the time to explain. able to hold an audience spellbound with my conviction. no email and we had to book a trunk call and STD had just been introduced. She has rectified her approach and the team is coming around. They got it the minute context was provided. Venki escaped me then too. Then I moved to my current organization and four years back. so there was no way to stay in touch and I anyway didn’t introduce myself to him in that session. This was a time when there was no internet. communication and leadership skills. Venki called and we did manage to meet on Tuesday. There may be some who don’t understand the priorities or are not bought into them. Venki is my coach. So happy ending in a difficult situation. I had found my corporate guru and I thought then that someday I should be like him. when I got promoted I asked for an executive coach. the gang managed to meet him which was almost like being in one of our OYD or CYD sessions. I asked him if he knew Venki and he said yes. debate and convince or get convinced.. I also took his ethics lesson to heart and values and ethics became the cornerstone of my career. friend and my first and enduring corporate idol. Your score 100/10 I didn’t think I will get a chance to meet him in this trip. So he was oblivious of my existence ! Life moved on. Not just me. An uncontrollable Shalini. an articulate Shakun and both not letting the clear thinking Raghavan to utter a word … Rohit you were sorely missed.to literally collect a few of these and dump it on her head !! Prioritisation is not about a time sheet and filling out a time sheet of to-do’s may get your team nowhere. . S&S just took over. I never managed to meet him through Vish. mentor. On an August afternoon 24 years back. he made the mistake of taking a post lunch class on ethics for 30 newly recruited faculty and not letting one of us blink. Am writing this with her permission so others may benefit from her experience. As soon as I knew Vish was from NIIT. Atleast you would have managed to say something. and also that they were neighbours. Then again as a manager let each person find their way to reach the goal… Forcing “one” way will demotivate and so will filling out an inane time sheet. What’s important is for everyone to understand what the team’s priorities are and then let each person do it in their style. Krishnan came into my life six months later and became the my life’s idol and meaning besides filling the gap for a corporate mentor. but telepathy worked and just as I picked up my phone on Monday during a break. Then I met another close friend of Venki’s nearly 12 years later in Spectramind and he became my mentor and a dear friend.
you validated my belief that its ok to stick to your values and ethics and the rewards are just. It’s a gift that you are able to spot potential and then it becomes a responsibility that you help the person live upto that potential. you brought perspectives that expanded my vision. shared many profiles and when none of them worked out and I told her exactly the type of person I had in mind. the famous grid developed at GE by Jack Welch and copied widely across. One of our leaders recently wrote that mentoring is “giving forward” and you have “given forward” not just for me but to the whole team. we learn something and that is invaluable. Please continue to guide and shape my career and we will find more people who can carry on your vision of an ethical. you taught me new things and most of all. I love the whole process of unlocking potential. The challenge is what parameters do you use to evaluate potential. . Don’t complain about having to work on Saturdays for my sake – when you make mistakes of the kind you did during FDP in Aug ’89. I can help you :) Privilege of watching transformation When I was asked to summarise what my corporate life stood for. This is a guy called Venki Iyer. Many organizations have the performancepotential nine blocker grid. I learnt to be more tolerant of different styles. you challenged me when I thought I couldn’t think any further. 20 years later. The rest is history – my team ofcourse just became fans as expected. The grid is just that – part subjective and part objective assessment of a professional. I had finally tracked Venki down. from your part of the country. inclusive work environment. Your rating on my ordinal scale is 100/10. inclusiveness became second nature and I will never forget the lesson on working from my strengths.” And I asked her if he was from NIIT and she said yes and I knew. and if you want to improve that rating… We can talk about it. after looking through my career graph. this is what happens. Venki. she said the famous words – “there is one person. When I met him. I said its about “Making a difference”.Our Talent Development leader then. our 30 minute conversation went on for an hour and a half ofcourse it led to him becoming my coach and when we did the “Control Your Destiny” session in Oct 2010 – it was déjà Vu for me to be in class again and an absolute honour to introduce my corporate idol to my team. I do promise to “give forward” and I think you are fine with that. :) Thank you for starting me off on the right path and rejoining the journey when I needed your guidance the most…. values based. but he doesn’t accept coachees as easily. Every time we meet you. I don’t intend to repay any of my debts to you because I would like to remain indebted – there is much to learn still.
As you look around organizations and the leaders. chances are that there have been no calibrations of the kind I mention above. your genuinity and sincerity just shone through. I read this nice fable long long back about how when asked to reduce the Torah to one sentence. The only two values that I look for are integrity and fairness – integrity that is not the glib talk about “walk the talk” but someone who is totally aligned within himself/herself. or culture and strategy. your hidden eloquence finally came out in the open. . from the “Vadamecum” mornings to hearing you articulate the goals of your department so well. displayed their unlocked potential during a leadership meeting. if you see dissonance between the role and ability. Rohit Sharma. Rohit Malik. it doesn’t matter if the person has a Mensa level IQ or a Hercules’ physical prowess – failure is guaranteed and the organization that they will build will have a very weak foundation. since there are always some metrics and some folks to compare against. another special corporate moment got added to my list :) thanks for the privilege of watching a transformation unfold. I sat there feeling so proud and so happy. it has been a privilege to see the growth. two is the willingness to take ownership. And when you overlay the other complexity of mapping the potential to what is required in the role. the Master said “Never do unto others what you would not have others do unto you” and that is the essence of fairness. letting the buck stop with you – all these come by when a person is willing to take ownership. but potential is the tricky one. Yesterday was special for me as two people that I have had the pleasure of knowing for a long time. is willing to backup his/her claims with actual work/data and someone who won’t take credit for work not done by them… Even if it means failing.Performance is relatively simpler. it leads to mixed results. Someone who doesn’t make false promises. accountability. I use two yardsticks always and it has usually kept me on the right path – one is the values that the person brings to the table. I don’t see a lot of calibration on this – the whole activity gets reduced to a tick in the box. The willingness to take ownership is important since it brings a very different level of involvement – the long term thinking. Without the basic right values. planning for succession. otherwise the Performance-potential grid will be a wasted exercise. This may be very rudimentary but what is needed is calibration on what each organization defines as potential. the big picture view.
Prof Stiglitz had some compelling arguments about why Walmart’s entry into India is no good for the Indian retail industry. It’s no mean feat. courtesy Prof Kale !!! For the first time. And I said this to many people. All that we learnt in our macro economics class at ISB was worth it because I understood everything that was spoken. And he is carrying back all of his Red Bull cans this time.. the Infosys campus represents hope… The fact that an organization started with 10. Thank God. in their board room and Mr. that this organization survives a 100 years and more. you came in with a brilliant strategy to teach us “competitive strategy” and executed flawlessly. They will need to find the next generation of leaders to lead the sustaining of hope. a two time Nobel laureate. Antony is trying to get you the data on Spicejet and all of us are asking our CFO’s what our Cost of Capital is !! You helped many of us to overcome our Cognitive inertia and pushed us against our Action inertia … And forever made us all wary of the word “Synergy” in the corporate context. Couldn’t get a picture with him or shake his hand as he left before the session finished. we sat 10 ft away from Mr. the Tata group. Narayan Murthy ! This conversation was held in the Infosys campus. and fascinatingly enough. but just getting the chance to sit in the same room with him was great.000 rupees 25 years back could create a world class campus like this in India spells hope. On the last day you spoke of the many biases that we should be aware of but by then we were already Kale-biased We are never again accepting any story without asking for data. Without Red Bull Ahmed started the last four terms with a stash of Red Bull cans that helped him keep his energy up. like the other great organization.I attended a Nasscom session today. we had a Prof who had more data on our organizations than we had and our answers changed depending on how far or how close he was standing when he asked the questions ! Prof Kale. All of us have been told how you cant ride two horses or sail on two boats – you brought home the point in your own way on how companies need to choose between cost leadership or differentiation and will sink if they are stuck in the middle. Murthy deserves a big “thank you”. Ravi Venkatesan was interviewing Prof Joseph Stiglitz. Mr. our assignment is all done !! Today was a truly a great day – besides the interesting conversation that Krishnan and I could witness. I just hope and pray. Murthy had come by. . especially in the second half. For that alone.
the term nearly went by without anyone complaining about the food (I am ignoring the last day’s lunch). We thought no one can do one up on Prof Kamma’s explanation of EVA – but you got really close with your EVA model and linking financial metrics to operational metrics – the loop is closed. To have created an amazingly successful business in 22 years deserves a standing ovation and Bhaskar’s humility. The visit to Bhaskar’s dairy plant and just hearing him speak of his struggles to setup Creamline dairy was hugely valuable. but there are some strange reactions in many of our minds and bodies when anyone talks of Probability and Central Limit Theorem – it reminds us of our first test and many of us nearly packed our bags in term 1 after that test. well and truly well. The drive was beautiful – classy road. your artistry and mastery lies in the fact that each class sounded slightly different but you brought it all around to the opening note. and we will ensure you scale the heights you choose to. where to target it and how to improve – after we separate simplicity from complexity. We all love Prof Deshmukh. ofcourse you are suppliers of your time. that you were singing a single song in all the classes. you made us realise why the Ikea managers sleep peacefully because their operations strategy is perfectly aligned to their business strategy. Prof Kale and Prof Chopra – both of you have raised huge entry barriers with your respective styles of teaching. so have huge bargaining power and we as buyers are demanding that you continue teaching PGPMAX and between all the professors the subjects are complementary so the rivalry is intense only in styles !! Love the market structure and we are coming back for more. You said in the last class. because we would have missed your artistry in teaching a black and white topic like operations !! You have improved our questions you have ensured that we will always ask what is improvement. there are no substitutes in place. We are so glad we didn’t. we got to meet the assistant deans and for the first time I drove down from Bangalore along with Krishnan and Amma. This term was also about using Ideascale and all of us coming together to think about how to create more value for ISB. the Brazil tickets gave us a tour of all the airline websites. The gala was muted. PGPMAX and ourselves. perseverance and openness to learning is the bigger lesson for all of us ! Hats off to you Bhaskar. We owe you ideas and our collective mastermind. no reasons to get below 120 kmph ! Another first in this term was seeing a deer on one of my . Prof Kumar gave us the macro economic view of FDI in retail and you gave the operational reasons why the “Kirana” stores are needed. If in the marketing class we saw the video where some folks in China were sleeping in an Ikea store.Prof Chopra – I was a little worried before coming into your class since I saw that you had co-authored the pre-read textbook alongwith Prof Deshmukh.
In a world that is ready to take every shortcut in the book and innovate a new shortcut to make a quick buck. Stupendous ! There are many things that will be written about your style of working and your vision etc etc but the enduring legacy of the Tata group is – you always looked at what you could contribute to the community. you stood for values and never taking a shortcut. down road no. If Jamshedji Tata gave India the first 5 star hotel and had to import steel for the dome. community centric way of doing business is the right way. As you retire from your role as the chairman of Tata Sons. And time flies. a brand name synonymous with values. If only all the corporate honchos and the corporate gurus can understand this simple truth. Had seen several peacocks but this is the first time I have seen a deer. Term 5 is a high five …. And all above board transactions. . his son setup India’s first steel plant and your predecessor. The truly rich are those that give freely – and that is why you and the Tata group are truly the richest. exceeded your mentor JRD’s expectations and perpetuated the enduring Tata legacy. You don’t know me.. Your forefathers have touched every facet of life for an Indian – and you are leaving a global footprint. but the only way to do business. there are several professionals for whom you are a role model and an inspiration. A bigger Thank you for proving again and again and again that doing business ethically is not just possible. There is a lot of money to be made – the right way. Your value increases manifold when you give freely – think of what you can contribute to developing the community. the great JRD made Jamshedpur a TATA city and you acquired CORUS in the biggest acquisition till date to move Tata Steel to the 12th largest producer of steel in the world !! The legacy that you inherited was HUGE… And everyone wondered if you can better it. We better choose our seats well.cycle rides inside the campus. A new era begins The news channels talk of the end of an era …. 10000 crores when you took over and 21 years later its a $100 billion conglomerate !!! Wonder if there is a bigger corporate success story than that …. to get in all the sights. 3. For more than 100 years this group’s existence is proof that ethical. but like me. Can’t wait to see what you do to philanthropy !! A new era begins …. Thank you Ratan – you lived upto your name. build an organization that has the community in the centre and builds itself around it. The Tata group truly lived upto the credo of why companies were first formed – developing the community.
low engagement. sometimes even the post partum blues. has complete monopoly of both his parents emotions. sometimes losing the friend like I nearly did in college with Vidya ! At work emotional monopoly turns into something more dangerous – favouritism and bias. sometimes her health. till they are able to get him out of it – the social cost being the social stigma. broken homes…. the trauma that they go through. the social cost being all her other relationships. In friendships too some people want emotional monopoly ok am guilty of that and the social cost is losing out on other friends. just born will have complete monopoly of its mother’s emotion. the pain that their child goes through. The social cost is again enormous. In a relationship each person wants emotional monopoly over the other and the social cost is infidelity. no team dynamics and a terrible culture Just as monopoly in the market has a social cost. cheating. divorces. It’s a big price that one pays for wanting emotional monopoly. and all the other children not getting any attention. It does seem obvious that emotional monopoly – given or assumed has a huge cost – stop being possessive everyone !! Now if only Linda Goodman was alive to change what she wrote for the Aries and Scorpio types :) .The Social cost of Monopoly One of the classes in Managerial Economics spoke about the social cost of monopoly and that set me thinking … What is the social cost of emotional monopoly ? A young child. The young adult man getting into drugs. emotional monopoly has sometimes a bigger social cost and over a sustained period of time.
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