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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
you can't control a bad break. What some . 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. the luckier you get There's some debate about who first made this statement. manage the highs and the lows." although more recently people think of legendary South African golfer Gary Player as the person who coined the phrase.The best advice I ever received was not really advice but more of an approach to living. The harder you work. 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. It applies to several aspects of life: careers. That's probably how it was eventually passed along to me. forget your opponents and play against par). relationships. and probably many others. luck is the fortune which occurs beyond one‘s control. Ben Franklin apparently once said ―Diligence is the mother of good luck. 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. health and wellness. 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. sports.
having not seen the behind-the-scenes climb. This approach. yet insiders know it was made possible by out-hustling everyone else. . and you can increase your chances of being a part of that minority. and there are no guarantees in life. persistence and dedication to increasing your chances of being at the right place at the right time. It's easy to look from the outside to see another person‘s extraordinary success in life. proactive networking. outsiders call it luck. When it comes to business.people call luck others call preparation. are really just improving their odds of being at the right place at the right time.e. And. for example. you're putting yourself in a much better position to make a hole-in-one. When you work hard on your golf game and improve from a 20 handicap to a 3 handicap. People who make an exceptional effort at something. However. there's usually a rich story of perseverance. there will always be cases in which a person is in fact the beneficiary of a completely random event. Few people are actually willing to travel the sparsely populated extra mile. at the very least. of course. when conditions are perfect you're in the ideal situation to be able to capitalize. dedication and hard work that. however defined. work) you put into meeting people and exploring different opportunities. The more effort (i. I‘ve never been a fan of counting on blind faith or strokes of pure luck to help me achieve my goals. however. but those who do find themselves in a place filled with opportunities. When those opportunities convert into realities. does not presume you can guarantee great things will happen – you obviously can‘t cause an undefined or unexpected thing to occur. and label it plain luck. outgoing and personable people are typically exposed to a greater number of potential friends or partners than those who make minimal efforts to socialize. but it undoubtedly puts those who make the extra effort in the best position. When it comes to relationships. 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?). 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. which by definition puts them in the minority. but because you're skilled enough to repeatedly hit accurate shots over and over. 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. when you dig in to a successful person‘s past. with that person having made no preparation nor done any work to increase the probability of something great happening. The idea that the harder you work the luckier you get doesn‘t guarantee good fortune. To be lucky is to be in the minority of good fortune. more often than not. laid the groundwork for that person‘s "lucky" outcome. for example. 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. The world often works in weird and unexpected ways. 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.
If there‘s a positive outcome I‘m striving for. Silicon Valley is also full of even bigger piles of money to hyperloop those dreams into tomorrow‘s reality. pepper CEOs with questions as their targets do their best to stick to talking points and avoid sweating out. I suggest you do the same! The Dreamer’s Dilemma: Prevent Your Dreams from Turning into Nightmares Silicon Valley is full of dreamers. During the day. the Valley‘s leading dreamers and their backers. the ringmasters. Crazy dreamers. If you‘re pursuing something big or important in your life. This week. I‘ll follow this approach and work as hard as I can to put planned serendipity to work for me. Lazy dreamers. . trekked down to a small resort outside Los Angeles to dream big at D: All Things Digital. The format is simple. Walt Mossberg and Kara Swisher. and others from around the country who want to be just like them. Brilliant dreamers.
Dick Costolo (Twitter). I questioned the importance and relevance of the projects and companies I‘ve spent my working life working on. Tim Cook (Apple). Loic LeMeur. John Chambers (Cisco). But one session – Elon Musk – captured my imagination and still has it in solitary confinement two days later. tweeted: A whopping 82 others agreed by retweeting or favoriting his sentiment. Ben Silbermann (Pinterest). founders. Milli Vanilli winning a Grammy Award. Barry Diller (IAC). . where billionaires. Jeff Zucker (CNN). Elon made dreamers feel like first graders held back for another year. Or 10. the founder of LeWeb and a longtime Silicon Valley leader. knowing we‘d have to give it back after we were ousted for being phonies. and the goals I‘ve tried to achieve. Dropouts of the game of ―change the world‖ we all signed up to play. I‘m not going to even try to put the session into words. Jeffrey Immelt (GE) and Kazuo Hirai (Sony). This year‘s interviews featured Sheryl Sandberg (Facebook). 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. technology and the world.At night. 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. journalists – and even a few bankers – talk about the future of the internet.
it‘s a sidenote. . For Elon. SpaceX. and I think we should really try our hardest to make it happen. Elon helped us all dream about why multiplanetary life would be so cool. shined. 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 company‘s mobile strategies and what it‘s like working with Mark Zuckerberg. on the other hand.And to make matters worse for our collective egos. For an hour Wednesday night. Her insight into gender issues in the workplace was awesome and human and important. she was asked about hate speech on Facebook. The contrast between Elon‘s presence and every other CEO was stark. and an air hockey table. new ways to get theme park visitors to spend more money. But just as the crowd and Twitter was jamming to her inspiration. That‘s cool. ―It‘s a fixer-upper of a planet but we could make it work. The only laws Elon holds sacred are the laws of physics. before adding that it would be kind of cool to die on Mars. ―It‘s difficult but achievable.") The others talked about smaller versions of their current products. this would be the accomplishment of a lifetime. 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.‖ Elon says so matter-of-factly. entrepreneurs and creators. discussed our existential need to create more fuel-efficient transport. it felt as if Steve Jobs had returned to the D conferece. a rail gun. billions to haul stuff back and forth from the space station. 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. Elon. But also power marketing for why our youth should become scientists. we awoke yesterday to news that Elon may be dating Cameron Diaz. Sickening. Facebook's Sheryl Sandberg. Elon announced that the US government is now paying his company. 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.‖ he said. for the record. and sad. as Shervin Pishevar so eloquently pointed out as he asked Elon about his hyperloop project ("a cross between a Concorde. For any other entrepreneur. arcane tax strategies and alternative ways to distribute today‘s content. He painted a vivid picture showing why we needed to make cars THAT PEOPLE WILL ACTUALLY BUY that are better for the collective us. 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. yes.
and dated at least a dozen of them. . They‘ll want to create the next Minecraft.] What the fuck is going on here? Or for those in Silicon Valley. [He thinks he should yet refuses to actually call it an ad network as ad networks are out of favor. 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.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. or even non-existent. What if our kids continue to drop out of the sciences. That scares me. do we need any of the above? Who knows? But what really scares me are the bigger questions. 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. Like. 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. 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. 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. explore new planets and leave the world better than when we entered it. And then flip it for a few pairs of Google Glass and free food. or finding someone to have an affair with? Actually. mocking me like the impenetrable bastard it is? I bet Elon knows every one of those elements by name .
Focusing on Elon‘s big. how do I start answering those questions? I have no fucking idea. which isn‘t a good idea. So my dreams fit me. I need to stop. I can only focus on my own reality. But what I do know is that I can‘t keep writing like this and thinking like this. It‘s the only way to live the life I want to live. I know a few things about the internet and marketing and starting companies. he‘s ripped and would probably beat the crap out of me. awesome dreams makes me want to eat a pint of Ben & Jerry‘s Phish Food and punch the guy in the face. fat.I fret about which mobile phone to carry while he builds his dream home on Mars. And you don‘t either. His are directed by Jerry Bruckheimer and shown on massive IMAX 3D screens. They put me in the best position to succeed and make the most use of my time on this planet. And it's the only way you and everyone in that room this week can live. They work for me. 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. My dreams are black and white and released direct to DVD. 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. And that‘s about all I know. And my dreams aren‘t just business related. Because in addition to being a multibillionaire. I‘m focused on Elon‘s dreams and not my own. Because it‘s hard enough to accomplish my own dreams that it makes my brain melt trying to comprehend Elon‘s. hairy. .
I‘ve had my dreams. and all you can do. But it‘s hard to turn those dreams into reality. and all of us. Who are we to worry about. Dream about how you can help make the world a whole lot better tomorrow than it was today. But that shouldn‘t be an excuse stop me from trying. of getting there. And I dream that one day I‘ll be part of the large movement that kicks cancer once and for all. Sometimes. It‘s easy to dream big. two things that have been easier said than done over the last few years. others‘ dreams when we can‘t even execute on our own? So all I can do. at best. You can dream with me here. And never stop dreaming. They need to have their own. I dream about being a great friend. This isn‘t something that comes easy for me and I want to continue to try to be better. . And that means being present both physically and mentally for Kass. you have a 50-50 chance. This intersection of dreams and execution is where the magic happens for Elon.I dream about being a great husband. I dream about being a great dad. A dad that is patient and doesn‘t lose his cool. A dad that is trusted. or compare ourselves to. A dad that doesn‘t roll his eyes or shake his head too many times. 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. Elon didn't get into the electric car business because he wanted to. is dream what you dream. and he had a dream that we could have cars that are better for us. or could. He got into it because no one else would. And even then. And he was smart enough to see that he had the innate skills and drive to make it happen. Dream about the world you want to create. doing this seems harder for me to do than building a vacation home on Mars like Elon. This is my Mars dream. Dream about the person you want to become. 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. Success can only happen if your skills and drive are equal to or greater than the scope of your dreams. So here's the deal with the dreamer's dilemma.
as Elon did. turn those critics into the electric power to fuel your dreams. and bring them to life. so many people called bullshit on the Model S it was ridiculous. If you think your dream should come true and you‘re not violating any rules of physics (or basic human ethics). Elon. go for it.And don‘t let ANYONE or ANYTHING get in the way of your dreams. and everyone else who have made some of their dreams come true. be the change you want to see in the world.‖ Elon said Wednesday last night. and thanks for making all of us dream a little bigger. Tune out the critics. Magic Lessons for Retailers . as Gandhi said so eloquently. give you the inspiration you need to dream in your own way and. Or better yet. Most will be somewhere in between. Congrats. Some of that change will be great for the world. Then they said you‘ll never make a profit. Let Elon. whatever they are. But all of these dreams are important. So I hope they will observe there is a trend here. I hereby declare my two days of being completely depressed about Elon‘s inspiring work over. And you will have fewer doubters if you also tune into your dreams. and then we did that. Some will be great for just your own little world. And with that. ―After the Roadster. ―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. ― I imagine Elon will have fewer doubters in the future. but then we brought it to market.
Data is being used in ways that are obviously of value to guests. customize their trip. . purchase items. 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. and when not obvious. Disney has no idea whether the visitor walking in the gate is a first time guest or a lifelong visitor. In addition to the "magical" experiences that Disney technologists envisioned. It doesn't have a link between avid online users of Disney sites and games and the people who show up in parks. It doesn't know whether different types of guests route differently through the parks. sign up for fast passes. the bands interact with park features and act as a link to a much broader MyDisney experience. reducing wait times and learning far more about how people spend their time. Guests can create a Disney profile that can be used to track their history of Disney visits.Disney World will roll out MagicBands. so privacy concerns are avoided. share plans with fellow travelers and ensure that they can access all of the logistics involved with a park visit from their mobile phone. bracelets that park guests can use to access the park. 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. Although millions of visitors come to the parks over and over again. 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. Disney is now able to address a challenge most physical businesses face. make meal reservations. interact with characters. find pictures snapped by Disney photographers and much more.
Once you really understand how to consistently offer more value than anyone else in your market. and what it will take to get to where you want to be. Knowing what business you‘re really in means having a deep and thorough understanding of your customer and the value they gain from you. where he saw people eagerly meeting in cafes before and after work. Cutting Your Frontline Sales Force Could Be a Huge Mistake . you‘ll understand what business you need to be in to become the dominant force in your market. For instance. He knew his business was about creating an experience. not just delivering coffee. Most important.To create an effective business map. if railroad companies in the U. 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. The next two questions are: “What business am I really in?” and “How is business?” How is this useful? Back in the early 1900s.S. what business is Starbucks in? Most people would say the coffee business. not the railroad business. and you‘ll be better able to steer your organization in accordance with that vision. Having a business map really means framing your business in terms that enable you to see opportunities (and threats) that you might otherwise overlook. But ask Starbucks CEO Howard Schultz. and that was the seed that grew into Starbucks. He saw the promise of a transitional meeting place between home and work. realized that they were really in the transportation business. and he will likely tell you about his trip to Italy. first ask yourself “What business am I in?” And then drill a little deeper. You‘ll have more certainty about what your business needs to grow now.
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. for example. reading online reviews. Find the right frontline talent .In the last few years. the cost of hiring a good salesperson is recouped by selling just one additional product per hour on the floor. Many retailers assume that customers walk into stores for purely transactional purposes: they know what they want and just need to buy it. With tax equivalency approaching. however. At one self-help apparel company. Consider the case of home electronics sold through discount stores. But McKinsey research indicates that as many as 40 percent of customers remain open to persuasion once they enter a store. despite undertaking extensive product research. When the profit margin from up-selling or cross-selling accessories is added. Retailers without knowledgeable staff on hand to help customers make decisions are losing sale after potential sale. 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. Our research into the frontline of retail staff. 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. adding salespeople offers one of the more attractive payback opportunities in retail. just one additional sale every two hours is needed. providing extra sales assistance during select hours led to a conversion rate increase of 9%. Bolster your sales staff When done correctly. retailers have been cutting back on frontline sales as volume has shifted online. With an average selling price of $200 and an average gross margin of 10 percent. or $20 per sale. recouping the cost of the extra human help within an average of 10 to 15 minutes during normal selling hours. and comparing prices on their own.
45 percent of frontline employees across multiple retailing sectors have the personality and attributes to be effective sellers. we found that few retailers provide training with the specificity and quality to effectively support sales associates in their mission to sell more.Having staff that understand and enjoy the sales process is critical. Our research indicates that. In addition. That leaves even natural salespeople often unable to answer basic questions about their products from potential customers who are increasingly informed (in some categories. How are you helping your frontline sales team drive retail growth? The Content Marketing Mix June 02. at most. and you understand your audience and what kind of content may appeal. 2013 767 5 1 inShare42 So now that you've been inspired to try your hand at social content marketing. I break content down to four very general categories: . it's time to plan out your content mix. Understanding the content mix that works for your audience is incredibly important and many companies get this very wrong. 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. more than 75 percent appear in the store having done extensive independent research).
If you are doing content for a dental office. These are posts about your product itself: the features. how they enjoy/use your product. like to get a coupon. If you are doing content for a cosmetic company. the comparisons and the contrasts. when it is available or goes on special. though many companies are trying to create interaction with these by adding a sharing.A. etc). PRODUCT Product type content is the stuff that most people understand as self-promotional. it's posting the concert dates and new singles. it's posting where you are featured as an expert in the Washington Post. where and how of what you are selling. where people can buy it. However. They are the ones that most resemble the traditional marketing one-way message. These types of posts are essential for communicating what it is you are selling. it's posting the specials on cleaning and whitening.and even they will be less and less interested as time goes on. it's the scientific study that shows a 25% reduction in crows feet. It's the who. comment to let us know how you would wear this. a content schedule made up of too many of these posts will not be interesting to anyone other than already devoted fans . which I'll explain next) and why people should buy your product. If you are doing content for a rockband. who is behind the product (slightly crosses over to brand. If you are doing content for your consulting business. me" posts. what. . when. me. liking or commenting incentive (share to enter a contest. Product posts are the "me. the benefits.
leading to a wide number of supporters and detractors discussing and sharing the ad. less alienating. less alienating. The image itself was fairly innocuous with the rainbow colored filling between the iconic chocolate wafers and the word 'PRIDE'. more meaningful and just plain better. These posts connect to your audience by recognizing what else is going on in their minds and show that your company gets the audience. Brand type posts are still product related. This is where the content gets social. which will lead to a deeper relationship and long-term loyalty. less confusing. the image went viral because of many factors. but they do speak to your audience. "support gay rights" or stand up for anything in particular. current events and pop culture. It listens and learns and evolves with the needs of the audience. If you are doing content for a fashion retailer. If you are doing content for a sports team. C. 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). These posts evolve over time as you interact with the audience and understand what makes their lives simpler. holidays. If you are doing content for a public figure. but they speak to how the customer connects to the product rather than the awesomeness of the product itself. this is where you can connect with the audience's competitive instincts. but a family focused company giving any recognition to the gay .B. more meaningful and better. This will give your audience a feeling of personal investment in the product. Brand posts answer the question. more efficient. but the biggest was that they took a risk. Oreo took a risk with a holiday that divides many (as gay rights is widely contested). They are posts that recognize memes. BRAND Brand type posts still relate to your product. LIFESTYLE Lifestyle type posts don't directly relate to your product. but focus more on the "why" by empathizing with your audience and connecting with them on a more emotional level. When Oreo posted the gay pride cookie. less confusing. providing tools to help them show their team colors. Brand type posts are answering how you are making your customers‘ lives simpler. they talk more about the customer and how they serve the customer's needs. more efficient. They can even help you improve your product. this is where you showcase the issues and ideologies that people can connect with in order to support that person. It didn't say. "Why would YOU give a damn about my product?" but they don't list the features and benefits.
Unless you can be creative about it like Oreo (without looking like a copy cat). We used these stories in a post. don't overdo these as they could start to look like desperate attempts at content ideas and pandering. The results were incredible and some of their most popular posts (good example of using lifestyle .community was enough to set the right wing audience off. it's probably best you keep these posts a small percentage of your content. 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. Facebook and Twitter. ideas. Memes can be a clever way to connect with your audience. a cute. When doing the Justin Trudeau leadership campaign. 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. 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. feedback and lifestyles. Many brands do well aligning to pop culture. Lifestyle type posts are simple to fall back on. Community type posts are very good at involving your customers in the future of your brand.Halloween . D. However. we collected supporter stories on how people came to meet and support Justin. which led to setting the left wing audience off to counteract the ire. Talk Like a Pirate Day on September 19. Many cosmetic brands will hold contests for their audience to do makeup tutorials. These posts weren't the most shared or liked. for example) and a too obscure meme may go over the heads of your audience and may offend. sleeper campaign turned into national news and Oreo cookies were top of mind for people again. . A 'yesterdays' meme will make you look out of date (posting a Harlem Shake video today. One of my clients was asking for their audience to submit a big design project. but they were meaningful and encouraged more people to share their own stories. but be careful with the rights to images. Occasional Lifestyle type content posts will pack a good amount of punch if you post them sparingly. The next thing you know. COMMUNITY Community type posts focus on your customers and audience. posting them to the blog. but don't get too complex. There are several sites online that list all sorts of fun holidays (i.and combining it with community). or Best Friends Day on June 8) that could tie back to your product easily or creatively or speak to your particular audiences. These content posts highlight customer stories. but make sure the memes are known enough and current. and interviewed and highlighted the really unique ones.e.
etc. From there. Decotheca. The overall purpose of content marketing is to build and connect with your audience. a client of mine who provides design inspiration and guidelines for Canadians who are designing or redesigning their rooms and homes. Accessories. laborious task to a fun and learning experience. this leads to you being top of mind and increasing your sales or supporters. Your content planning will move from a daunting. grow loyalty though involving your customers in your evolution and then help your loyal. A product post can have lifestyle and brand type elements. they got many more submissions. bringing in a larger audience. 2013 39. get feedback to improve your product. As your content evolves. The mix also varies depending on your audience and your own goals. And remember. but overdoing these would reduce their effectiveness. which is important for relationship building. When they reduced that ask to a before and after photo. Design Terminology. Oreo Cookies. "Are You Mad at Me?" June 02. these four classifications I've outlined are very top level and only to be used as a guideline for your initial content planning. loving audience spread the word for you. Community type posts most likely won't be your most shared or liked post. have focused most of their energy on brand type posts.298 . you will break down types of posts even more finitely. but this approach wouldn't work for everyone. Color Inspiration. we look at the type of post and the type of content of each post to determine how to adjust and balance going forward. THE CONTENT MIX These four classifications aren't black and white. but have broken these posts down to: DIY projects. Currently people love the DIY projects the most.454 276 141 inShare3. you should let your audience and their engagement and feedback determine how it evolves.which required too much work. Design Style Overviews. for instance. Ultimately. Community posts can also be brand. do almost exclusively lifestyle posts (that have a brand bend) and people love them. 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. When assessing content. but they empower your customers to be involved with your brand.
when I briefly locked eyes with my colleague. I said. As an editor. Sure. I‘m guessing I was thinking hard about some story as I walked through the newsroom one day -probably furrowing my brow. 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. . wondering what was up.That surprising question packed a powerful lesson. I was puzzled. since I had to no reason to be. I responded immediately. and the question came out of the blue: ―Are you mad at me?‖ Of course not. We sat down. but I realized later what was going on. and I would often have just a short window to get a story into shape for the next day‘s paper. 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. my mind a million miles away -.
From that moment on. And I‘m at work on my very first day. that people were watching everything I did. Because if you‘re serious one day and happy the next. the way I carried myself. It really was now about me and the context of setting the tone for the organization. ‗Pick a face. and I have my first day at work. the tone I set. the example I set. how confident I was — all those kinds of things. I‘ll let her tell the story. Here‘s a smart tip that Jeffrey Swartz. ―I was the first female president of the General Dynamics Corporation. cues. 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. and often unintended. intensely scrutinized by employees who often pay more attention to the non-verbal cues than what their leaders are saying. the president of BAE Systems. which comes from my interview with her a few years ago. I found myself making much more of an effort to be aware of my body language. told me he learned from his father: ―I remember him saying. I had asked her about important leadership lessons she had learned. But to this day.That colleague did me a huge favor.‘‖ . is something that I think about virtually every day. and to always show energy. If you want to be serious. people are looking at you in a way that you could not have imagined in other roles. people will be confused. particularly with the team of reporters I was leading. confidence and optimism. Do they look concerned? Is something up? The leader who best crystallized this notion for me was Linda Hudson. not only the awareness of that. 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. 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. I had mastered the day-to-day mechanics of running organizations. in effect. then you have to be serious all the time. even if I was on a tight deadline and wrestling with a difficult problem. Here was one of them: ―It was when I first became a company president. constantly under the bright lights of a stage. and I went out and bought my new fancy suits to wear to work and so on. Many CEOs have told me similar stories about moments when they realized how much they were. And then I come back to work the next day. And I didn‘t see that nearly as profoundly when I was leading a functional organization or a smaller enterprise. It was about my behavior. the f ormer CEO of Timberland. ―And that‘s when I realized that life was never going to be the way it had been before. but the responsibility that goes along with it. They won‘ t be able to figure out where you‘re coming from and that‘ll be threatening. And I go to work and wear my suit.‖ It‘s a challenge that every leader faces. and I run into no fewer than a dozen women in the organization who have on scarves tied exactly like mine. and it was the first job where I was truly responsible for the performance of a company. ―That was a lesson I have never forgotten — that as a leader.
he described the new cultural values that he helped develop after he was brought in to help turn the company around.325 606 279 inShare3. at the most. In last week‘s interview with Brad Garlinghouse.852 It is a key test for leaders: Can you take complex tasks – like working through countless variables for.‖ – and it‘s memorable. Be Real. Ever since that colleague asked me the surprising question about whether I was angry. . Be Bold. It‘s a short and punchy list – ―Be in. and less time searching for clues in the boss‘s body language. 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. The Power of Simplicity May 28. If leaders are consistent. I‘ll let him explain what they mean: ―‗Be in‘ is all about passion. say. and I feel like if someone is just kind of showing up. it‘s not worth it for them or for us. I‘ve tried to pick a face – no more furrowed brows – and be consistent. There are so many interesting things we can do in our life. Life is short. then their employees can spend more time focusing on their work. the CEO of YouSendit.Pick a face. The CEOs I interview each week for my Corner Office series offer regular reminders of the power of simplicity. 2013 77.
All the employees. customer first. a different company. We were in small groups of 20. 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. as a company. 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. and we spent three days doing this cultural evaluation. I remember that I had an all-company call and said: ‗You know what? We‘ve done amazing things. where our research offices are. and they were the ones where you just didn‘t feel like people were being real in terms of their communication. If a company has eight values. if we‘re not failing a little bit. and we sat in circles.‖ The repetition of ―be‖ helps make it stick. To me. If you don‘t do that.‘ ―And we ended up all going to Israel. and we need to design a different environment.‖ This skill – to create simplicity out of complexity – is one that separates people as they move up in an organization. And now we are going to move forward. ―And the last one‘s about being bold. and we should congratulate ourselves. driving the business. And so that‘s where we ended up with our core values. you‘re going to end up with a culture that is stagnant and not thinking about the next generation of products and experiences.‘ ―We had 40 core values at that point — innovation. that instinct is almost beaten out of the system. it‘s a good bet you‘ll be reaching for a scrap of paper to make a list before you head out the door.‘ is really about being authentic in our communication. What‘s better than three? How about two? Robert LoCascio of LivePerson. We should be very proud. I call it a ―Simple Mindset. came. This is kind of crazy. The first day people were like: ‗I don‘t know what‘s going on here. So let‘s acknowledge that we‘re going to do that as a team. We eventually got to two core values: be an owner and help others. we‘re not trying hard enough. Then. As some companies grow and develop. and I provided context to the whole thing. on the second day. It‘s a little Kumbaya-ish. and it was a really fascinating process.‘ There was a lot of friction. We can‘t be selfish. But everyone came. ‗be real. all the typical ones and then a bunch of other ones. I have seen different cultures in my career that I felt had atrophied and needed revitalization. ―I invited everyone into the process. we started to get more reflective about what all this meant. but so does the fact that there are only three values. I remember some people said: ‗I don‘t want to come. and helping others is about being reflective and understanding that we‘re in a community here. You‘d sit in a meeting and work through something and think you got somewhere. more than 300 of them. We went from $20 million to $100 million in five years.‖ and it‘s one of the five qualities that I've identified in . I t seems to be the sweet spot for what our brain can remember day-to-day. I think great cultures encourage risk and are tolerant of failure. This is dumb.―The second value. Be an owner is about us being owners as individuals. shared the story with me of how he worked with his employees to boil his company‘s values down to just two.
crafts. Let's call this the "sell your time" version of a personal business model: You sell your time to an employer. Stop selling your time There's a better way . There's so much conflict stemming from the fact that this is the predominant mode of work in our society. kids versus work. and are paid for your time to just grit your teeth and do it. 2013 3. First and foremost. Then Do It On Nights And Weekends For The Rest Of Your Life. Turns out this personal business model sucks. this is what I'd say: Jobs suck. or anything else. in their article Find The Thing You're Most Passionate About. and study them. 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.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. table. Anything.‖ – to help explain why some people get promoted over others. and they pay you for that time. And the important aspect of this personal business model is that you'll be able to make money even if you are sleeping.―The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed. The key is to find a way to stop selling your time. finding what you love. Anything.though it might not be the easiest way. copy them.my book -. It always shocks me when people don't really know how to make anything. . Or haven't ever tried.238 33 3 inShare264 If there's one thing I could tell every graduating student. from 9-5p. etc. It could be an app. in which you do something you sorta hate. It's something we've all done as kids .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. All the hand-wringing about work/life balance. .drawings. etc. blog. YouTube channel. Weird. Have you seen examples of leaders putting their ―simple mindset‖ into action? Don't sell your time for a living June 01. . and to find another business model instead. stalk them. all the way to the top of an organization. video tutorial. At least the traditional version of a job. and meet them. Even The Onion agrees. 1) Learn to make something.
or a customer base. We all go through this. It‘s normal to take awhile. or from finding an audience for your work. And your taste is why your work disappoints you. Most people I know who do interesting. This means you need to create a feedback loop between you and your customers. A lot of people never get past this phase. starting as a beginner: ―What nobody tells people who are beginners — and I really wish someone had told this to me . it's to get out of selling your time for a living. You'll want to try and build an audience.000 hours (roughly 10 years) to become a worldclass expert. . the thing that got you into the game.sometimes you may be picking up early skills that will help you on your own .whether that's improvements in craftsmanship. This kind of positive feedback will keep you going. Again. we get into it because we have good taste. and it‘s just not that good. creative work went through years of this. no matter how bad it is. It‘s trying to be good. But your taste. Put yourself on a deadline so that every week you will finish one story.2) Create a feedback loop with your audience/customers Remember that the end goal isn't to make art. you gotta know it‘s normal and the most important thing you can do is do a lot of work. It‘s gonna take awhile. And I took longer to figure out how to do this than anyone I‘ve ever met. but it‘s not. They quit. So even while you're learning to make stuff. But there is this gap. We know our work doesn‘t have this special thing that we want it to have. And then 10. This means you'll want to constantly show people your work. 3) It'll take years to become competent It's been discussed endlessly in books like Malcolm Gladwell's Outliers. you'll get frustrated much earlier on because you'll think that you suck at it. it has potential.‖ 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. whoever they may be. is still killer. You‘ve just gotta fight your way through. There's a great quote from Ira Glass (of This American Life) about the difficulty of getting good at anything. and your work will be as good as your ambitions. But even before you sink years into something. is that all of us who do creative work. For the first couple years you make stuff. . It'll also be an opportunity to find small wins in what you do. It is only by going through a volume of work that you will close that gap. you'll want to learn how to make stuff that people actually want. this is a skill in itself and may take years to figure out. but it takes years of solid practice to be any good at anything. And if you are just starting out or you are still in this phase.
2013 3. Stop Judging And Allowing Judgements To Kill Your Dreams May 31. the goal is to stop people from both hating and becoming dependent on their work.that's why an early stage startup has some of the same feelings of mission and is appealing in the same way. I'm not saying to run off and quit your job right away.thing later on. You might find that it's better to team up with a bunch of people to accomplish the same goals.ultimately.218 61 15 inShare227 .
I have just started to notice it myself and I am trying to fix it by not judging others either. Not even eye contact is allowed between the participants for 10 days. Someone recently judged me about learning to meditate. for others and for yourself. The Dreamer’s Dilemma: Prevent Your Dreams from Turning into Nightmares May 31. which was not always the case. Most people never start their own business not because they cannot or because they do not have a good idea or even lack skills. 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. I am trying to protect myself from both judging and being judged so I can see broader and do much more. making out to be weird — if not scary. It is because their friends and family judge them and tell them they will fail. I always want to learn new things. I am curious. I am not surprised. the press and strangers predicted Elon's failure. Why would you ever want to do this" and so many more. So they do nothing. I also notice it when I judge others. he would have just stopped pursuing his dreams instead of making them come true. I thought about this as I meditated today.As I was writing yesterday. You can wear and do whatever you want. as each time I do it I might influence them not to do what they want to try. 2013 50. Most people thought he was crazy when he launched SpaceX. If you cannot stop others from judging you. you can at least become aware of it and protect yourself from it. Musk is said to have first thought the SolarCity idea at Burning Man. 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. Friends.970 .353 336 114 inShare1. I do not mind being judged as "weird" but I do notice it. It is the most creative place on Earth for a week. Had he listened. "This is not what you should do. I have read Ben Casnocha's excellent posts about his meditation retreat and his follow-up post a few months after. Elon Musk launched two fully electric cars and made them profitable while everybody was telling him he was going to fail. That is stupid. He also sells more than $1 billion in rockets every year to NASA. nobody judges you there. Judging is a dream killer.
the Valley‘s leading dreamers and their backers. where billionaires. John Chambers (Cisco). trekked down to a small resort outside Los Angeles to dream big at D: All Things Digital. the ringmasters. 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. Crazy dreamers. But one session – Elon Musk – captured my imagination and still has it in solitary confinement two days later. and others from around the country who want to be just like them. This year‘s interviews featured Sheryl Sandberg (Facebook). journalists – and even a few bankers – talk about the future of the internet. Silicon Valley is also full of even bigger piles of money to hyperloop those dreams into tomorrow‘s reality. Jeffrey Immelt (GE) and Kazuo Hirai (Sony). Walt Mossberg and Kara Swisher. technology and the world. Jeff Zucker (CNN).Silicon Valley is full of dreamers. The format is simple. This week. . At night. Brilliant dreamers. founders. Barry Diller (IAC). Tim Cook (Apple). pepper CEOs with questions as their targets do their best to stick to talking points and avoid sweating out. Lazy dreamers. dinners and drinks move to poker and pizza upstairs. During the day. Dick Costolo (Twitter). Ben Silbermann (Pinterest).
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?
doing this seems harder for me to do than building a vacation home on Mars like Elon. A dad that is trusted. 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. I dream about being a great dad. They work for me. So my dreams fit me. I‘m focused on Elon‘s dreams and not my own. And my dreams aren‘t just business related. he‘s ripped and would probably beat the crap out of me. I need to stop. Sometimes. And that‘s about all I know. They need to have their own. hairy. 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 it's the only way you and everyone in that room this week can live. . They put me in the best position to succeed and make the most use of my time on this planet. I dream about being a great husband. This isn‘t something that comes easy for me and I want to continue to try to be better. Because it‘s hard enough to accomplish my own dreams that it makes my brain melt trying to comprehend Elon‘s. Focusing on Elon‘s big. I can only focus on my own reality. I know a few things about the internet and marketing and starting companies. A dad that is patient and doesn‘t lose his cool. It‘s the only way to live the life I want to live. fat. And that means being present both physically and mentally for Kass. And you don‘t either.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. But what I do know is that I can‘t keep writing like this and thinking like this. Because in addition to being a multibillionaire. I‘ve had my dreams. 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. A dad that doesn‘t roll his eyes or shake his head too many times. which isn‘t a good idea.
I dream about being a great friend. ―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. Tune out the critics. If you think your dream should come true and you‘re not violating any rules of physics (or basic human ethics). as Elon did. You can dream with me here. This intersection of dreams and execution is where the magic happens for Elon. This is my Mars dream. is dream what you dream. It‘s easy to dream big. Dream about how you can help make the world a whole lot better tomorrow than it was today. others‘ dreams when we can‘t even execute on our own? So all I can do. you have a 50-50 chance. and then we did that. so many people called bullshit on the Model S it was ridiculous. of getting there. Do I think I‘ll see 100% of all cancers cured by the time I die? Not really. ―After the Roadster. two things that have been easier said than done over the last few years. ― . and all of us. Who are we to worry about. A friend that is present and dependable. He got into it because no one else would. So I hope they will observe there is a trend here. And even then. But that shouldn‘t be an excuse stop me from trying. and all you can do. 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. And I dream that one day I‘ll be part of the large movement that kicks cancer once and for all. And don‘t let ANYONE or ANYTHING get in the way of your dreams. And never stop dreaming. at best. but then we brought it to market. Success can only happen if your skills and drive are equal to or greater than the scope of your dreams. Dream about the world you want to create. Dream about the person you want to become. or compare ourselves to. turn those critics into the electric power to fuel your dreams. Or better yet.‖ Elon said Wednesday last night. So here's the deal with the dreamer's dilemma. go for it. Then they said you‘ll never make a profit. But it‘s hard to turn those dreams into reality. or could. Elon didn't get into the electric car business because he wanted to.
and bring them to life. 2013 20. a smile on anyone‘s face has got to be worth going the extra distance. 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. give you the inspiration you need to dream in your own way and. be the change you want to see in the world. I hereby declare my two days of being completely depressed about Elon‘s inspiring work over. as Gandhi said so eloquently. And with that. Most will be somewhere in between. And you will have fewer doubters if you also tune into your dreams. Some will be great for just your own little world.205 202 81 inShare1. But all of these dreams are important. but making your customer smile at some point can‘t be a bad thing.I imagine Elon will have fewer doubters in the future. and thanks for making all of us dream a little bigger. Some of that change will be great for the world. Let Elon. .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. Elon. I am not suggesting you make your brand a laughing stock. whatever they are. 7 Ways To Make Your Customers Smile May 30. and everyone else who have made some of their dreams come true. Congrats.
great choice of product I must say!‖ 3.com/best-unsubscribe-ever/ 5. they are about to leave your subscribe list. a daily quote or even a brief joke? 6. why not write something a bit more creative. why not post amusing messages that pop up when your visitor is waiting for a search result to finish? HubSpot do this well. A Google Adword campaign can be more effective if the message catches your new customers eye by making them smile. "Thanks from your personal online shopping companion. 4. so it‘s your last chance to keep them. 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.com. . It made me smile when I read it. and probably thousands of others that have had the pleasure of receiving it directly too. This video takes it to the extreme but if it works. Generic Email Contacts Many companies have a generic email address that is used on their website such asinfo@xxxxxx. 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. http://waldowsocial. this for many is the first touch point from your brand. How can your brand be a little more creative here? Sayhello@xxxx. with little messages saying things like ―off to the races‖ to amuse you while it searches for a moment.Here are a few examples of how you might add humor to your brand and spread a smile across your customers' face: 1. When they get to your website. 2. 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. Telephone Automated Messages Whether you are choosing from a menu or on hold.com. why not? Sorry I couldn't embed this one. On Screen Messages So your customer has placed their order and a message pops up on their screen to say thanks. why not change your phone message daily and include a personal message about what‘s going on. Unsubscribe Messages Rather than the customary ―we are sorry to see you go…‖ message.
as long as it‘s appropriate and just the right amount to suit. People say. 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. But be warned.95.com could be a more inviting alternative. 2013 18. 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." After the speech. 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. CD Baby also have another way to get a message to them listed on their contact us page. all for £4.518 . it‘s by homing pigeon! 7. When Gerald Ratner made a speech at the Institute of Directors in 1991. it doesn‘t always work.881 314 88 inShare1. I say. "How can you sell this for such a low price?". "because it's total crap. 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. Leave Them Laughing: 4 Things To Remember in your Presentations May 20. the value of the Ratner group plummeted by around £500 million.orchiefhelper@xxxx. Ratner resigned in 1992 and the company changed it‘s name to Signet Group. which very nearly resulted in the firm's collapse.
leave them laughing. . delivered to you from his heart. but every presentation should have some humour in it somewhere. inspired and ready for more? Minimalize your slides. those of us that did laugh. the words are all in his head. Add in a bad presenter and you have the perfect recipe to put any insomniac to sleep with boredom. Had the presenter laughed. then it will always lose out to the maybe empty but funny presentation. Tell us to laugh If you don‘t give your audience permission to laugh. Try using a handful of funny images or very short video clips rather than risk a joke falling flat. felt stupid and maybe even callous because we hadn‘t been given permission for our outburst. the slide your audience will remember you by. there was a funny bit. Its just human nature. There is very little information on his slides. they probably won‘t. then they are scattered at regular intervals throughout. but it also have a very serious side to it too. the few words and numbers on there are simply for you the audience to look at and maybe a prompt for him. but you had a good time. so give your audience permission at the right places. so make sure that you grin broadly or laugh with them to encourage laughter at the right places. As the presenter didn‘t smile or laugh at that time.You have probably sat through many a boring presentation. So if it‘s your turn to present to the team. I plan to get my first laugh within the first 1 minute of my presentation. but engaged. Audiences all over the world want one thing from a presentation. at a seminar or conference. right on the very last slide. where you probably didn‘t learn a dot. to be entertained. so plan where and how that humour is going to be delivered. This last slide is so important. ones packed with pie charts. what are the main ingredients to keeping your audience not only awake. to tell us the viewer when to laugh! Listening to a very serious presentation some time ago. Take a look at this video of Steve Jobs presenting. 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. way too much text and cheap clip art. but nothing else. Avoid too much information Too much information with several different line colours adds confusion to the audience. If the best content rich presentation has no humour. Instead. we probably would have all laughed. That‘s why we have canned laughter on sit coms. and then bang.
As you wrap up your presentation. I like to tell a very short story at this point to demonstrate a real life experience about what I have been presenting. Start Engaging: The New Rules of Selling May 30. it really knits everything together. but focus on practicing your first 2 slides. you are all but finished. Stop Shouting. run through your notes. and your final slide.358 256 98 inShare1. have a ―Just one more thing‖ slide and tell the audience. On the day of your presentation.Your Columbo finish Lieutenant Columbo always said at the very end of asking his suspect questions. Steve Jobs also always included a ―just one more thing‖ slide. practice and practice again. Lastly.908 . ―Just one more thing‖. 2013 27. ―and finally…‖This will ensure that they know you are drawing to a close. you must practice. Those are the two important areas to win or lose your audience. your close.
and sold it to Salesforce where he is now Chief Marketing Officer of Salesforce Marketing Cloud. the traditional model of advertising is fundamentally broken. "That's why we hate it. doing our thing. who co-founded BuddyMedia with his wife." Lazerow told me. Back in the days of Mad Men. shouting at me. feeling good. they invented the PopUp advertisement. the question advertisers asked was essentially "how many people can I reach by shouting at them and shoving it down their throats. when — Whoah! — I did not want that in front of my face." is Michael Lazerow's perfect description of how I feel on seeing my screen invaded by a Pop-Up ad. There are few shrewder observers of trends in marketing. Could they have come up with anything more annoying or more likely to turn off potential customers? "We are living our life. . I recently interviewed him for Newswire. that the Pop Up ad shows that in the digital. Kass." Indeed.When the Mad Men of advertising first went online to try their hand at selling. You can watch a soundbite from our conversation here: I strongly agree with his main point. especially the online sort. adding. social age. than Lazerow.FM at the Nasdaq Marketsite about the new rules of selling in the era of social media.
000 retweets and 20. So let me summarize what some of our newest research has found." That means producing genuinely interesting content. by Oreo cookies:―Power out? No problem. and start shouting. 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". .000 Facebook likes. Obviously. you are going to die as a brand.‖ The biscuit baker‘s reward? 16. That spells trouble. including my favourite. what is the new golden rule of selling? For Lazerow. The Economist article lists a whole series of examples. "If you are not producing content that people engage with. there are a growing number of successful engagements by brands. Yet in my experience. As Lazerow warns.‖ True. that is easier said than done. But what does it mean? For Lazerow. the goal of engagement for a marketer is to figure out "how do you as a brand get into the conversation. a tweet when there was a power blackout during the Super Bowl. that people want to share on Facebook or talk about around the water cooler.So.000 books in Amazon on the topic of leadership. 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.808 There are more than 10. Lazerow mentions the "beautiful photography of Burberry" and Virgin's use of celebrity stories as particularly effective. 2012 13. But even leadership development experts can't possibly read them all. I've read many of them.704 453 137 inShare1. You can still dunk in the dark. says an Accenture report entitled Turbulence for the CMO." What Makes a 21st Century Leader? October 18. far too many brands still defer to their inner Mad Man.
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 . but at its core leadership has not changed. It's just very hard.
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. chances are you're a great leader (or becoming one). you'll fail. They understand their people well and know how to being diverse groups together. Great leaders see reality. our research shows that five things really matter: 1. their customers. And what makes people follow you is that you have "common sense. their discipline. Great Leaders are Learners. global workforce. and their own organization. because once the environment changes (and it always does). It's often called "learning agility" in the HR field. But also Optimistic." GE. Great leaders understand that they are constantly learning. Much research (by SHL. 3. They don't wear rose colored glasses. 2. If you're the latter. Underlying these competencies. What makes you a leader? People follow you. Great Leaders have common sense. They have an ability to "see the future" in a way that others can understand. however." When a problem arises.capabilities to deal with a more diverse. 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. and a practical way of understanding how problems are solved. you're not keeping up. for example. Great leaders are Realists. the world's #1 assessment company and others) shows that great leaders always see a "way out" of a problem. They're no longer just "great general managers. They never stop learning. Today's leaders make faster decisions. Great leaders are hands-on. questions your own thinking. .leadership skills are being complimented by new strengths . fast-changing. These people always study their market. has greatly reduced its management rotation process (as have many other companies). and stay very close to customers. But they also have an optimistic outlook. Today's strong leaders come from the business and they understand the domain. to force managers and leaders to get to know the business you're in. Are you the type of person who reads a lot. you better find the right place to fit. great leaders seem to have an uncanny ability to "see the right direction." "Common sense" comes from experience. Their newest leadership program asks rising executives to spend at least 7 years in the same business area. 4. judgement.
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
As I said in my previous post. if she called you at the last minute. e-mail her a summary with a request to confirm or correct it. The key is that you clearly express what you need to close the issue. You address the person directly. Every productive confrontation includes a request for resolution. The first level concerns effectiveness in the task. 2. ask why. you seek to restore coordination. It‘s much harder to justify the lack of an early warning. you realize that your counterpart is not trustworthy and you can responsibly decide what you want to do about it. At best. 3. and the hurt. Ask what happened. then discuss how to avoid repeating this in the future. If this is the case. For example. inquiry shows respect. You repeat your story over and over. Here are three steps for a productive complaint: 1. summarize the agreement and verify that she concurs. The other key is that you ask for what you really need to close the issue. Many problems result from miscommunication at the time of commitment: You think you requested X. This serves as your ―signed contract. and you follow through to resolution. you end up with a new agreement that closes the matter. Check the commitment. trust. He might have an excellent reason for not keeping his promise. You confront only once. Then. he might have gotten an urgent request from a customer that you agree takes priority over an internal meeting. The next time you get a commitment from this person. integrity means ―no surprises‖ and one can preserve it even when one cannot deliver on one‘s commitment. restore trust. Negotiate a recommitment. 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. If he argues that . When you confront productively. At worse. you may confront your counterpart about the fact that he didn‘t let you know when he decided not to attend the meeting. You end up full of negative assessments and righteous indignation. you seek to soothe your anger by criticizing another. Your goal is to repair the task. the relationship. your counterpart thinks she promised Y. or it may include additional conditions. Your goal is to prove that you have been wronged. and integrity. It helps you evaluate whether or not the causes for the breakdown arose after the promise and were thus unforeseeable. For example.‖ There are three levels of confrontation.When you complain unproductively. For example. and feel at peace. you may confront your counterpart about the fact that he did not show up for the meeting as agreed. This may just be to recommit to the original promise. or not at all. The second level concerns trust in the relationship. You might attack the person you blame for your problem or even criticize him to third parties. then you can accept his apology and move to negotiate a recommitment. but it pales in comparison to the damage caused by holding your counterpart to a commitment she believes she didn‘t make. Besides helping you understand the other‘s perspective. For example. If your counterpart acknowledges that his behavior was a breach of integrity and that he should have called you.
The promise came from him. If your counterpart insists that he didn‘t have to call because the absence ―was not his fault.831 109 30 inShare611 . he‘s obligated by his own word to honor it.‖ you might confront him about the meaning of his commitments. Provided. it should resolve them. of course. a productive confrontation shouldn‘t create conflicts. you give him an opportunity to correct matters and reestablish trust. and his integrity. 5 Keys to Great Storytelling: Lessons from Barbara Corcoran June 03. When you confront him with grace.he didn‘t need to call because he had a good reason to skip the meeting. rather. letting you know of the problem as soon as he finds out and trying to minimize the consequences for you. The third level concerns integrity in the person. 2013 10. Therefore. then you must proceed to the next level. the relationship. therefore. that your counterpart receives it with grace. A person who breaks a commitment affects the task.
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.
Here are five simple reminders about the best processes to use when selling through social media: 1. You won't get the sale unless you ask for it. It's always easier to make a sale when you build a relationship first. If you're paying attention. you'll note that these are also five key steps to selling anything . great questions and great care. But just like hard-selling doesn't work in person. Those are the 5 key steps to selling anything using social media. And as I said. Uncover problems and needs. camp. without asking for anything in return. think not of the sale but of the help you're providing to someone whose needs you've uncovered online. Reyne Haines is an antique dealer who has sold many thousands of dollars worth of items using social media and currently has a $22. and closing. Invest your time up front in these relationships. antiques. Whether your job is to sell cars. Rock and Roll Fantasy Camp credits social media with driving 25% of its $6. This is your specialty.After considering a few models. If you're listening well enough. it doesn't work with social media. Long before social media. The most valuable business asset of social media is listening. followers and prospects say something that's a hint that they need what you have. But in the end. especially when the conversation has nothing to do with what you're selling. Show your friendship first. or widgets. That's your opportunity to engage further in a conversation that will lead to a sale. insurance. so they took a photo of Cakir and her new car and shared it on Twitter (pictured above). 3. Cakir wanted to see a car suggested by DOD and soon after she decided to buy it. Use social networks such as Twitter and LinkedIn to find prospects and get to know them online before you even think about selling something. Listen carefully.anywhere. you absolutely can use social media to your advantage. Social media purists will tell you that it's all about listening and conversation.000 worth of sales of adaptive vehicles in the last quarter alone.000 silkscreen up for sale on Facebook. there was relationship-selling: listening. Likeable Istanbul selling cars on Twitter is just one of many examples. you'll notice when your connections. helping sove problems.000-a-pop sales to its four social media sites. it's essential to ask for the sale. whether through an online link or a request to take the conversation to a phone call or even an in-person meeting. and whatever it is you're selling. 5. 4. Pay attention to what your prospects are saying online. The Mobility Resource credits social media with driving over $300. Help people solve those problems. using great content. listening and engagement is super important at the early stages of the sales funnel. Ask for the sale. 2. there are lots of social . Monitor their social feeds. homes. DOD wanted to share this sale on social media. Engage when you feel compelled. Now. Demonstrate your expertise and your willingness to help. Build relationships first.
The Secret to Putting Together an Insanely Successful Team May 28.612 493 inShare7. 2013 222.293 .networks and technologies and tools that may overwhelm some people.517 1. it allows you to sell at greater scale and efficiency than ever before. But to those people who embrace it all.
) Those words are: ―Hey.‖ Can‘t argue with that. can you? Who can be against putting the best person in the job?? Except…… . our goal is simply to put the best person in the job.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.
You Will Keep This Confidential June 04.with a basketball example. I‘ll admit it: I often do. But would they be a national championship team? No way.S. Look for the book to pop onto bestseller lists.and they outperform even more capable teams. a skeptic. this is particularly true if it‘s a difficult job or a stretch assignment. 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." a fascinating account of ambition gone bad. And we will have accomplished a great deal on increasing opportunity and diversity. ethnicity). But humans are human. many of us prefer to spend time with likeminded individuals. Ty Lawson and Kendall Marshall would be the best players.Research has shown that the best performing teams are diverse teams. our goal is simply to put the best team in place. If we can change our mindset from ―Hey. because I can imagine how I would do it. to name a few. When left to our own devices. a client advocate and an ―historian‖ as part of the team.. . The power of diverse perspectives is such that diverse teams outperform non-diverse teams….. simply because of its appeal as a Wall Street whodunit. The book chronicles a gifted group of Indian and Sri Lankan immigrants who rose to prominence in the U. Rajat Gupta. And I have also worked to include diverse backgrounds. 2013 23 0 0 inShare3 Over the past few days. Raymond Felton. I've tried to round out the group by including a visionary. 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. -. I've been devouring an advance copy of "The Billionaire's Apprentice. they will almost certainly be beaten by teams that have more diverse player skills. While arguably possessing the most valuable skill set on a team. it‘s just easier.‖ we will have accomplished a great deal on improving company performance. Frankly. our goal is simply to put the best person in the job‖ to ―Hey. betrayals and insider trading. whether acquired (time spent abroad. Jimmy Black. And it‘s also easier for me to picture how somebody who looks like me and sounds like me will get the job done. time spent at competitors) or innate (gender. to prison.. a doer. When I have built business teams in the past. And that‘s because they're all point guards. In any random group of UNC basketball players from the past it could well be that Phil Ford.and then wrecked everything in a frenzy of secret schemes. So let‘s take this to its logical conclusion..
praising their insights on many occasions. In business settings. people strained to please whoever was rewarding them the most. ideology. Along the way. conscience or ego. By the book's account. As seen in the Galleon story. to someone new who was offering a better deal. spying historically has been regarded as rare and dangerous stuff. of course. at any time.of his informants. Others decided it wasn't safe to chat via regular channels. Eventually. As former CIA agent Jason Matthews explained in a recent Wall Street Journal essay. elite players in tech. the largest paychecks and the most adulation. Once the villain is in action. A huge gulf has arisen between stated policies and actual conduct. confidentiality has become a strangely rubbery concept.As author Anita Raghavan explains. We learn quickly that the big beneficiary of each leaked secret is Galleon's founder. Yet no one felt enough remorse to back out. So they resorted to mobile phones registered in a gardener's name. Rajaratram. Even minor characters in the book treat "confidential" as a genteel relic that can be ignored with impunity. Some accepted payments under pseudonyms in hastily created foreign accounts. Allegiances could be transferred. . It hardly matters that bankers. 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. Life was a constant hunt for the best perks. in which people who gather information for a foreign country are knowingly breaking the laws and ignoring their instinct for self-preservation. though. Spying doesn't happen unless agents are deeply motivated by money. the informants at the center of Rajaratram's web ended up grotesquely compromised. There isn't much ideology or conscience. Rajaratram also played to the vanity -. money and ego enter the picture. His hedge fund repeatedly seeks wormholes into tech companies' internal data. but that would be a mistake. There aren't any lifelong "home countries" or enemies. Rajaratram and his business entities paid handsomely for money-making tips. on the chilling belief that it's easy to get rich if you can see tomorrow's earnings announcement a day ahead of time. finance and consulting are retooling their networks all the time. taunting them periodically for not knowing more.and insecurities -. Everything is transactional. But guess what? The Galleon boss's informants rode the same roller-coaster of money and ego in their day jobs. consultants and tech executives all work at firms with strict dataprotection agreements. most tipsters didn't regard their sub rosa work for Rajaratram as fundamentally different from their regular careers. the first few interactions with Rajaratram's world are justified as legitimate social mingling or business prospecting. the first few steps toward competitive espionage now seem to be traveled with an eerie calm. The craziness persisted until the end. Again and again. That's not done lightly. Such eagerness might be mistaken for lasting loyalty. Over time.
But I see a host of areas where greater care could pay off. It had existed in a smaller form before I took it over. 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. How Are You Planning for Your Succession? June 03. Firms that build a culture around taking good care of sensitive information will reap the rewards.either at Galleon or elsewhere -. starting with more careful hiring. Character matters.Is there a better alternative? Any rampant misuse of private information -. Ones that try to mask sloppiness with a few spray-on legal policies will be disappointed again and again. So does vigilance. training and a shared recognition that confidentiality must be taken seriously. 2013 7.903 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.can't be stopped by a single action. . Shortly after I graduated and left Ann Arbor the program withered back to where it had been before I was engaged.
Planning for change has made it easier for me and for the team to imagine a thriving Taproot without me in the daily mix. Relationships with nearly 200 institutional partners – I don't manage a single one of them. A clear and well-articulated mission . What I Learned in Italy (Or.Communicating and living our mission. We published our new book. Powered by Pro Bono. To that end. we made very intentional investments to create: A strong board of directors that is independent from the founder . Experienced executive directors run Taproot‘s local offices and built the local community around them and not around me. Executive Management Team and army of ―Roots‖ (as we call our employees) is set up for success. 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.Taproot‘s board pushes back and asks the hard questions. Several years ago. This month is my last month at CEO and will then spend the following 12 months as a senior advisor. 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. They also raise real resources – about 25% of our budget. vision and values. 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. I shared with the board my intention to leave at some point in the next chapter of the organization‘s development.Succession planning was core to the design of the Taproot Foundation since its first year. In addition to the ongoing investments in succession. 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. 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. 2013 3.360 21 9 inShare67 . vision and values. An exceptional executive management team. We are not done with the process and will surely learn as we go. 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. but having made these investments gives me the confidence that the Board. 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. Economies in Perspective) June 03. A talent pipeline – We have supported and developed staff to be able to grow into management roles.
When other U. Despite scary headlines during the time I was away ("Bonds dive!". Bond market crash: As predicted for the past two years. they wanted to know when the rotten U.S. Greece and Spain).6 percent at the beginning of the month. Yes. The U. up from about 1. Let‘s review. I keep thinking of an Italian saying. Italy.2 percent. Ireland. Life is always a matter of perspective. "QE to end!". the Nikkei 225 has . "Japanese stocks plunge!". it has been long-telegraphed by improving economic conditions. Yes. using a QE-type of bond buying and by doubling the nation‘s monetary base.S. the worst monthly performance since December 2010. 10-year treasury yield increased to 2. they wanted to talk about the U.S. "Jobs report is key!").S. interest rates on government securities across the globe have finally started to rise. but there is really nothing new under the sun. recovery would accelerate. "US growth lackluster!". Japanese stock correction: Investors started buying Japanese stocks last fall. travelers found out what I did for a living.I'm just back from a trip to Italy. there has been a flurry of turmoil seen over the past week and a half. where the economy is still in dire straights. economy and my thoughts as to when the tide might turn for Italy and the rest of the PIIGS (Portugal. When locals found out what I did for a living. but the gains accelerated after the recent Bank of Japan pledge to drive up inflation to 2 percent within two years. While the price drop and yield increase may seem dramatic in the short-run. ― Niente di nuovo sotto il sole‖ (nothing new under the sun).
4 percent from 2. It is expected that non-farm payroll employment will increase by a 165. and that the unemployment rate will remain unchanged at a four-year low of 7. Jobs report (once again) is key: Here we go again…just as investors come off an anxiety-inducing week. QE to end: As signs of recovery continue. Helping to boost the numbers could be a resumption of larger growth for the construction sector. While there is no doubt that QE will end.5 percent and the second quarter is likely to remain muted. Right now. As economic conditions improve.5 percent. The plunge in the participation rate to late 1970‘s levels has mostly been driven by demographics. The central bank has said that it would maintain its low interest rate policies at least until the unemployment rate drops to 6. some investors are worried that the Fed may withdraw stimulus sooner than later. 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. the government will release a monthly jobs report on Friday. bond market futures are pricing in a Fed rate increase in late 2014. compared with earlier expectations that interest rates would not rise until mid-2015. as aging baby boomers retire. state and federal levels has been a headwind for growth during the recovery. 2013 9. due to sequestration spending cuts. the timing and magnitude of the action is in question.5 percent.fallen 17 percent from its May 22nd peak and saw its first monthly decline in the past 10. 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.121 139 39 inShare519 . 5 Career Lessons I Learned in the Amazon June 05.000 in May.5 percent. about one-third of the decline is due to the severity of the recession and the weakness of the recovery. Still. US growth: The government revised down its original estimate for Q1 growth to 2. but it remains up more than 25 percent this year. concerns are mounting that the Federal Reserve will have to taper its bond-buying program (―Quantitative Easing‖ or ―QE‖). Such action would lead to higher bond yields and lower bond prices and could potentially jar the equities markets as well. The pullback in government spending at the local.
I hope they‘ll prove as useful to you as they have for me. Hundreds of Scouts from around the country used Change. UPS. First. 2. I was reminded of this experience because this week. I decided to pick the program furthest from any of my previous experiences: a semester studying Amazon rainforest ecology. So when I came across a catalog from the School for International Training. 1. I didn‘t know I would go on to leadership roles at some of the world‘s great internet companies. In one area we visited. I packed up my belongings. Advocates have tried to dismantle the organization‘s anti-gay membership policy for decades. But when the day came to apply to a study abroad program. One of my favorite things about the Amazonian area in Brazil where I lived was the spirit of . and I felt like I should do something more unusual – something off the beaten path that would really challenge me. even bringing their case to the Supreme Court a decade ago – to no avail. and now Change. I felt torn. I even studied two years of college Italian in preparation. Every night we were at risk of them coming close and either purposely or inadvertently biting one of us. My original plan was to go to Italy and study art history.org (the world‘s largest social change platform) – and that in my work at these companies. It was beautiful. But this past year. and a boat). Welcome everyone – they may have something to teach you. To get rid of the snakes. Unsure what lay ahead. poisonous snakes lived nearby our sleeping area.8 million people took action on Change.I always knew I wanted to do a semester abroad in college. Intel.org to petition their local Boy Scouts councils to allow in gay members. I learned so much about the incredible ecosystem that is the Amazon and the amazing plants and animals that thrive there. I was recently reminded of this lesson during an exciting moment at Change. and other major corporate funders of the Boy Scouts to pull their funding until the ban was lifted. 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. said goodbye to my parents. a bus. In honor of this event. 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. I thought it was fitting to share five valuable lessons I took away from living in the Amazon. the incredible organization that runs the School for International Training and hosted my Amazon trip all those years ago. the Boy Scouts announced this month that they‘ll finally welcome gay youth into their ranks. but could also be dangerous. Other Scouts successfully called on AT&T. I would repeatedly draw on lessons I learned in the rainforest. To get rid of the snakes. The lesson was clear: some problems are better tackled in strategic stages than with a single show of force.org – and in response to these voices and other pressure.org involving the Boy Scouts. I knew this would be a once in a lifetime opportunity. two planes. All in all. tackle the tarantulas. we had to first remove the tarantulas. I‘ll be speaking on a social innovation panel hosted by World Learning. an incredible thing happened. and hopped on a plane to the Amazon (actually. from Yahoo! to Google. Back then. 1.
from colleagues to family and friends – and even sometimes strangers – has something to teach us. Everyone in our lives. WHOA. 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. We all have something to teach and something to learn. Rather than go the traditional route of pairing more established women with their less experienced female colleagues. 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).openness and curiosity among all the people I encountered. When I look at the posts I have written on LinkedIn so far. as we call it. . Women Helping Others Achieve – or. There‘s always something we can learn from the people around us.org‘s new women in leadership mentoring program. they interestingly all seem to carry this common theme: we have a lot to learn from everyone around us. seeing each person as a source of potential knowledge. we just need to welcome them and their experiences. but they also all treated me as if I had valuable wisdom to share. like my recent post about 5 mentor archetypes. I wasn‘t used to being received this way. but I quickly learned to appreciate it – and I began treating others in the same way. That inquisitiveness has stuck with me throughout my career. That‘s the logic behind the unique structure of Change.
. Você come com ele. but I flourished. became a general manager and eventually a CEO when I‘d never led a company before. In the process of becoming conversationally fluent in Portuguese. Filled with adrenaline. I just didn‘t know the word. the opportunity to do so in a way that would truly be immersive was more real than it would probably ever be again. that was not the case. (And I have an extra appreciation for people navigating the world in a language other than their first!) 4. Push yourself. an important shift happened: I stopped taking for granted that people could understand me. the first time you do it.‖) He didn‘t grasp that I knew the concept of a fork. I took the jump. and I began listening more and molding my own way of speaking to match theirs. the actual children in the home where I was staying didn‘t understand my lack of basic language skills. I can remember my exchange brother holding a fork in front of me and saying in Portuguese. Although I studied intensive Portuguese every day for many weeks after I arrived. you can‘t progress in your career – or grow as a person.3. technical jargon or just a different communication style. I was struck by the thought that you only get so many chances in life to really push yourself beyond your comfort zone. I wish I could say I‘d always been that student who dreamed of studying abroad in a challenging environment like the Amazon. But for some reason I can‘t explain. in the moment of choosing a study abroad program. Yes. you haven‘t done it before. Knowing I could handle the Amazon gave me the internal strength to do many things. This lesson has proven immensely useful to me throughout my career. Thinking back on this still makes me smile. The truth is.‖ be it business-speak. the sheer act of trying to understand people gave me a headache for the entire first month. Speak someone else’s language. I felt like a child – and in an ironic twist. ―É um garfo. English – comes to work with their own ―language. gaining confidence in my ability to thrive in new situations. I had a key realization that has stuck with me since then: no matter how good you eventually become at something. for that matter – without pushing yourself to try things you haven‘t done before. One of the most challenging things about my trip was moving to a place where almost no one spoke English. Adjusting my own language to match my colleagues‘ demonstrates an appreciation of their backgrounds and generally helps me get my point across more effectively. And you know what? Not only did I survive. You eat with it. I started a nonprofit.‖ (―It‘s a fork. anyone can theoretically pack up their belongings and visit or move to a remote part of the world – but at that moment. but as I noted earlier. as everyone – even people who speak my native tongue.
the feeling of being alive. I was staying in the Brazilian part of the Amazon. Don‘t forget to celebrate it. They made or handed down instruments. No matter how much or how little you have. 5 Mentor Archetypes I’ve Met – And How to Spot Them May 23. and often had just a few articles of clothing. sat on the dock of the river. and sang to their hearts‘ content about their community. 2013 37. a region perpetually celebrating life with music and dancing.865 . Yet they they had so much joy spending time with each other.5. the people didn‘t have many physical goods – they ate acai berries off the trees. Don’t forget to sing and dance. In the small village where I lived. fished for shrimp from the river. and the beauty surrounding them. there‘s always joy to be found in life.837 426 100 inShare2.
Ask any career development expert how to succeed in the workplace. much less how to go about spotting one. and they‘ve given me immeasurable support and encouragement when I‘ve needed it most. I couldn‘t agree more – I‘ve been fortunate enough to have some incredible mentors over the course of my life. . 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.
You‘ll find that some people. and an essential one at that. Trust me – you want those people in your corner. He has tips for practically everything. but what stood out to me as a young woman was her endless energy. the quintessential Role Model. and here was the headmaster of a prominent school actually valuing my ideas enough to write them down. at Google. and still is. and the Achiever. my mentors have fit into what I‘ve come to call my ―5 mentor archetypes‖: the Advisor. Ham Clark. Then ask them how they did it. was a fantastic mentor for that reason. With two kids and a full-time job. I remember sitting down to talk about Summerbridge. the Motivator. seek out people who excel at things you want to learn. upon which he wrote vigorous notes as I talked. To find a Role Model. showing me through her life that it is possible to have a great career and be a great mom at the same time. and now at Change. applying and interviewing for 50 jobs before finally getting one – and going on to become a very successful consulting partner. and watching him pull out a big yellow notepad. He was incredibly wise. stemming from a deep-seated belief that persistence and passion pay off. He made me feel that what I was . rule 3: Don‘t work with jerks. I‘ll never forget my dad‘s ―3 Rules of Business. because they thrive on helping others succeed. Because he listened. just when you needed it the most? For me. Rule 2: Sooner is better than later. like my dad. and ask for guidance. Below. Archetype 2: The Role Model The name really says it all. including such gems as. and chat messages. My mom was.‖ and. doesn‘t it? The Role Model mentors by doing. of course. and he also showed a depth of caring and belief in me by always listening to what I had to say. she got her MBA at night and completely changed careers in her 30s.So. ―Always wear your nametag on the right side of your shirt – that way. (That one has come in really handy. look for someone who‘s living the life you envision for yourself. Yes. then the Headmaster at Sewickley Academy. your nametag will face toward them. 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.‖ which have guided my work over the years at Yahoo!.org. there‘s something so unexpectedly fresh and welcome about a real Listener.‖ Behind any good Advisor is an ability to distill life lessons into short. I was 21. I thought I‘d write about it. the Listener. ―Never start a sentence with an apology. always make themselves available to give advice that works. My first boss. the Role Model. Tweets. Rule 1: More is better than less. the academic enrichment program I started at his school. when you shake someone‘s hand. Try to get at the underlying values that drive their work. I made sure to listen in return. Ham taught me that listening is a skill. Without fail. she did this with a supportive spouse.) To find your Advisor. sharing their wisdom and cheering you on. that person has always been my dad. And. Archetype 3: The Listener In a world of rapid-fire texts. memorable soundbites. at my own startup. fresh out of college. and think about which ones you might embrace for yourself.
You actually need someone who‘s active – an active listener. and it was one of the best professional experiences I‘ve had. please don‘t feel like you have to do this. Jeff is the ultimate Achiever. Seek out someone who‘s not afraid to try to ―get inside your head‖ by asking probing questions. that pressure can push you to a level beyond what you think it possible. I became so used to clearing a higher bar that even when I wasn‘t working for him any longer. I‘ll never forget one of my first interactions with Jeff that ultimately that ultimately changed the arc of my career. now CEO of LinkedIn. Instead of talking just about work. Because Jeff consistently set high expectations for what I could accomplish. as a good Listener has a voracious appetite for understanding. ―If the timing doesn‘t work. formerly of Frito Lay. If he was listening that closely. Each person‘s contributions have value. And. I still set those performance standards for myself and for my teams. Her style was to motivate people by explaining what motivated her. emphasizing what made her want to wake up in the morning – her vision for our company and our team. ―but we‘d really love to have you. I‘d better be saying something worthwhile! A common mistake when seeking out a Listener is to look for someone quiet and passive. To recognize a motivator. as a leader who could inspire people to do their work better than ever before. I wouldn‘t trade that sort of mentorship – even if it was a bit challenging at the time. inspiring way. she got us to think bigger about the impact of the work we were doing on a daily basis. Although I didn‘t know exactly how I‘d make it work. she wore purple nearly all the time. In the process. 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. showing her love and allegiance to the brand she was stewarding!). Archetype 4: The Motivator I still feel inspired when I think back on the day Cammie Dunaway. And all the while. and a good Motivator knows how to point that out to you in a compelling. joined the Yahoo! team as our new CMO. she maintained an incredibly high level of energy that left people feeling excited to get back to work (plus. I joined the team (at first just two days a week in the office and three days from home). but Jeff somehow knew I could do it before I did. She had such a difficult role: come into a team with hundreds of people and establish herself. The pressure to accomplish greatness can be overwhelming – but if you embrace it. which caused me to be much more careful with my words. instead of pushing back against their high . and she gave people a clear plan for how to get there. You‘ll likely leave conversations with a Motivator feeling energetic and empowered.saying was important.‖ Most other bosses wouldn‘t think of calling someone who had just had a baby with that sort of request. she told her own personal story. look out for someone who reminds you of your greater purpose. still an outsider. This daunting task seemed easy when I saw Cammie do it. 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.‖ he said. for many years at Yahoo! and learned so much during that time. and can make you better because of it. setting a high bar for himself and for his team. I‘d been on maternity leave for several weeks with my second child. Archetype 5: The Achiever I had the good fortune of working with Jeff Weiner.
Interestingly. You start closely examining everything they do and say. coaches and colleagues when you recognize them as valuable sources of knowledge. Bill Harris. In addition to the ones I mentioned. 2013 3. To Know Yourself: Why It Matters June 06. and in the process. there are more mentors in my life than I can count. they all fit into one or more of these five archetypes. In my experience.162 30 13 inShare351 . An important shift happens in how you interact with your family. you learn from their wisdom and success. 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. the best mentors are the ones you already have in your life. You might be surprised at what you can accomplish. including Susan Dalton. without realizing it. friends.expectations out of fear of failure. and I‘d like to thank a few more of them. A common myth about mentors is that you‘ve got to probe your extended network to find them. try to live up to them.
The illusion that we are alone in the universe. as much as they did two thousand years ago. is a grave mistake. Buddha. That.Wisdom has become a musty word even though it described the highest vision of life for many centuries. The illusion that happiness comes from maximizing pleasure and minimizing pain. and illusion is born of the mind. One can take a very broad view of wisdom . due to random chance and accidents. and Muhammad. The desire to know reality implies many things. here and now. The illusion of death as a great ending. Plato. But the only real test must come in daily life. The illusion that physical objects are the measure of what is real. today. In a previous post I described what the wisdom principle is. I think. Here is a list of illusory ideas that countless people live by. different as they were from one another. the application of wisdom to the hard realities of work. . cut off from a higher power or intelligence. The illusion of inhabiting a separate body. and so on has been largely ignored. This test depends on knowing what wise choices are and what they aren't. The world's wisdom traditions agree on this point. Someone who makes wise choices in life should wind up happier and more successful than someone who doesn't. relationships. The illusion of having a separate mind. Confucius. Because we classify these figures as either religious or philosophical. The first is that reality doesn't exist right before your eyes. family. Wisdom is about skill in living. The illusion that life isn't fair.it was taught by Jesus. It is veiled by illusion. In the earlier post I suggested that the first requirement for anyone who wants to be wise is a desire to know reality.
and then taking the time to seriously investigate the validity of each illusion. as witnessed by the epidemic of depression and anxiety in our culture. the journey to wisdom also happens to be fascinating. Skeptics protest that the whole "perennial philosophy" that espouses wisdom amounts to wishful thinking and empty promises. and it's not news that it holds sway in modern culture. because it involves exploring your own consciousness. 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. we are utterly alone. If you are a strict materialist. "Of course" God is absurd. I think they have it upside down . finding connections to the soul. and purely physical. and mastering many skills in awareness that are unknown to those who feel satisfied with life on the surface. with enormous validation from science. devoid of higher intelligence. and the emptiness that comes from endless consumerism and the pursuit of distractions to fill the hole inside. but it hasn't been extinguished by gaining more creature comforts.materialism has promised far more that it can deliver. As Richard Dawkins and other scientific materialists are quick to argue. all the other illusions on the list will seem like reality instead.The last illusion is called materialism. Wisdom doesn't consist in turning materialism on its head and saying no to Dawkins and company (although that might be a good start). the rise of chronic stress. Wisdom consists in taking seriously that reality might be different from the daily spectacle that greets our eyes. "of course" the universe is random. The motivation to find a better way existed thousands of years ago under much harsher conditions for the average person. . tapping into the source of cosmic intelligence.
com When aiming for success. to find their true selves beneath the distractions and demands of I. people spend many years building up the externals of their lives. As a result. we'll examine the rewards of the true self and how they can be achieved. to follow the impulses of ego. "Know thyself" was wise for telling people to look beyond those things. in terms of money. She can . and mine. how can you know what is happening inside? I recently met Donna."Know thyself" wasn't wise advice because it told people to learn about their likes and dislikes. This is all to the good. me.479 852 336 inShare5. even bubbly. but if your attention is entirely focused outwardly. and to constantly look out for number one. What's Happening Inside? May 24. and accomplishments.012 www. The expected rewards arrive. she is enthusiastic.kristinbairokeefee. status. Now fifty. 2013 74. a woman who has risen up the ladder to become the chief public relations person at a major international corporation. In the next post. they generally meet with good fortune.
Sadly. you are already forgotten and alone. friends. countless successful people cannot handle retirement day. and her efforts to become Super Mom have paid off . shifting. In her anxious moments she dreads a future where she will be forgotten and alone. it has been starved of attention. No wonder everyone who knows Donna sees her as a wonderful person . and her ex-husband. it's just a matter of getting back into balance. One advantage that the East has over the West is that in the East the self is the source of creativity. which is calm. You aren't asked to become so self-absorbed that you forget the outside world of family. In other words. paying as much attention to the inner world as you do to the outer. it means you've gotten lost in a private dream. leading to egotism. wise. the self is considered a problem. .travel wherever she likes. and joyful. and since the self changes over time. friends. self-indulgence. When the opposite happens and the self stagnates. and constantly renewing itself. and now her beautifully managed external life is mismatched to an inner life that is disorganized and unsatisfying. Nothing is more important than knowing what is happening inside. a successful private banker. and loses interest. peaceful. which is a shallower level than the true self. 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. the reason for this is that once you have given yourself away. much less seeing how worthy she really is. Without other people to validate her. who you really are is dynamic. and career. is still her best friend. intelligence. In the West. and these qualities grow the more you pay attention.except herself. Missing the train home from work doesn't mean you're spiritual. and it remains interesting for a lifetime – if you have a real goal in mind. I don't think Donna is an exception. For decades it didn't seem to matter what was happening inside. Her time. and it soon became apparent that she had given away too much of herself. This is the process of waking up. has worked out for the best. Krishnamurti put it. they both agreed. As the noted spiritual teacher J.her college-age children love her. Both images are true. But it's not necessary to "go Eastern" in order to seek your true self. The point is to learn who you really are. for instance. energy. Not that you are like a doctor checking in on his patient. Getting past your demons and finding your true self is the very essence of a quest. Donna has a hard time enjoying her own company. and emotions had gone outward to family. you can experience the timeless and still catch the train. So why is Donna suddenly having days filled with anxiety and occasional panic attacks . and work. External rewards will still be there. You only need to be interested in what's happening inside and to keep paying attention.to the point that her family doctor has prescribed tranquilizers? I talked with her for an hour. but they exist at different levels. That's how the self naturally grows and evolves. or personal demons no one would enjoy meeting. Their divorce. becomes boring. The negative aspects are psychological. because it means losing their external drive and being left to live with a stranger. themselves. and bliss.
going to the gym Going to the movies . List A: External. the world "out there" Family Friends Career School.As a quick indicator of how much of your attention goes outward and how much goes inward. look at the following two lists. Roughly estimate how many hours you devote to each time. higher education Status Wealth Property and possessions Politics Hobbies Exercise.
poems and inspirational literature . 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.
enrich your inner life. even if time hasn't been set aside to pay attention to them. For now. and most of us realize the value of meditation and stress management.572 101 50 inShare433 . there is also higher success. like a close family. In the next post we'll discuss why it's so valuable to know what's going on inside .and that's up from twenty years ago. the inner life isn't precisely measured in hours. just be aware of these two lists and how much you participate in them. I'm not suggesting that there's an ideal ratio to aim for. Turning 'Otherness' Into an Asset June 05. or out of compassion Appreciation and gratitude. and certain externals. Psychotherapy Personal growth Intimacy Bonding with someone else empathically.just as there is higher consciousness. 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 . Consciousness is on the rise. 2013 6. It goes by the name of wisdom.
In my recently published book. when I realized that it is precisely this otherness that allows me to question the conventional wisdom. 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.‖ . traces of my accent come through in a conversation. ―So. No introduction of mine ever skips the question. 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. The Nature of the Future. It is a curse when no matter how hard I try. ―the way things have to be.‖ and ―the right way to do things.
I laugh at scientific studies showing that girls are not as good at math as boys are. where young people do not have the luxury of an extended childhood or a desire to live in nuclear families. but not in many other parts of the world. Being an immigrant. immigrants from an earlier world. we are all immigrants to the future. I got used to feeling at home and yet slightly estranged in many places. with a sister who was a math whizz and surrounded by girls who were outperforming boys in math in high school. 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." I don‘t think she meant the comment as a compliment. none of us is a native in that land. willing to discover a new land. living in an age essentially different from anything we knew before.I bristle when I hear from ―experts‖ that teenage rebellion is a normal part of the adolescent development. now directing the Institute for the Future in Palo Alto. After college. But in my work as a futurist. I never heard this growing up in the Soviet Union. After all. She always comes back from some faraway land and tells everyone how people there live differently. I have come to view my immigrant history as a blessing. learn a new language. a new way of doing things. 'You are like Pippi Longstocking.‖ The same applies to thinking about the future. we all need to be looking at the future with the immigrant‘s eyes. a friend said to me. . while I was working in Europe for a refugee agency. Normal where? Maybe in the West. and I certainly viewed it more as a curse at the time. California.
or ethnic characteristics of the workforce. cognitive. Conversations about ‗diversity‘ usually revolved around the gender. Turning 'Otherness' Into an Asset June 05. ―For decades diversity in many global organizations has been largely a political and social imperative. skills. work. particularly if you are young. broadening it to include a host of new dimensions—age. and backgrounds. what diversity means will be redefined. Researchshows that groups that include a variety of people with varying experiences and knowledge. disciplines. In the process.With the benefit of hindsight I have come to view many experiences where being an outsider. and much more.‖ and being ―different‖ is hard. In IFTF‘s forecast on the Future of Work in 2007 we wrote. being different. In the next ten years we will see innovation emerge as a new imperative for diversity. 2013 6. requires microcontributions of large diverse groups) to turn your difference into an asset. race.‖ tend to be more innovative. feeling like the ―other" turns out to be an asset.‖ We already see this happening in many massively collaborative endeavors. No one asks to be the ―other. from Wikipedia to multiplayer games that rely on diversity and collective intelligence of large groups. there is no better time than now. learning. including those who may not be considered ―experts. And for organizations to make diversity an innovation imperative. when so much of our work is being what I call socialstructed (i. However.e. and thinking styles.572 101 50 inShare433 .
In my recently published book. No introduction of mine ever skips the question. when I realized that it is precisely this otherness that allows me to question the conventional wisdom. The Nature of the Future. 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.‖ . ―So. 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.‖ and ―the right way to do things. traces of my accent come through in a conversation. It is a curse when no matter how hard I try. ―the way things have to be.
'You are like Pippi Longstocking. I have come to view my immigrant history as a blessing. none of us is a native in that land. but not in many other parts of the world. But in my work as a futurist. 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. a friend said to me. living in an age essentially different from anything we knew before. learn a new language. .I bristle when I hear from ―experts‖ that teenage rebellion is a normal part of the adolescent development. I never heard this growing up in the Soviet Union. and I certainly viewed it more as a curse at the time. with a sister who was a math whizz and surrounded by girls who were outperforming boys in math in high school. Being an immigrant. while I was working in Europe for a refugee agency.‖ The same applies to thinking about the future. After all. we all need to be looking at the future with the immigrant‘s eyes. where young people do not have the luxury of an extended childhood or a desire to live in nuclear families. After college." I don‘t think she meant the comment as a compliment. willing to discover a new land. California. I laugh at scientific studies showing that girls are not as good at math as boys are. She always comes back from some faraway land and tells everyone how people there live differently. Normal where? Maybe in the West. we are all immigrants to the future. now directing the Institute for the Future in Palo Alto. I got used to feeling at home and yet slightly estranged in many places. immigrants from an earlier world. a new way of doing things.
With the benefit of hindsight I have come to view many experiences where being an outsider.140 64 23 inShare235 . race. cognitive. learning. from Wikipedia to multiplayer games that rely on diversity and collective intelligence of large groups. when so much of our work is being what I call socialstructed (i. broadening it to include a host of new dimensions —age. and thinking styles. 2013 9. work.‖ tend to be more innovative. requires microcontributions of large diverse groups) to turn your difference into an asset. disciplines. In the next ten years we will see innovation emerge as a new imperative for diversity. what diversity means will be redefined. Conversations about ‗diversity‘ usually revolved around the gender. And for organizations to make diversity an innovation imperative.‖ We already see this happening in many massively collaborative endeavors. feeling like the ―other" turns out to be an asset. particularly if you are young. including those who may not be considered ―experts. or ethnic characteristics of the workforce. and backgrounds. In the process. there is no better time than now. ―For decades diversity in many global organizations has been largely a political and social imperative. I Can't Say No to The 'Yes Man' June 04. and much more. No one asks to be the ―other. skills. In IFTF‘s forecast on the Future of Work in 2007 we wrote.‖ and being ―different‖ is hard. However. Researchshows that groups that include a variety of people with varying experiences and knowledge. being different.e.
I am just going to stop following her. I still like what he has to say. albeit petulant. because it is considered an imposition. I don‘t really expect him too.Some years ago. one woman. According to research. Neither did. commented on their blogs. I thought — he didn‘t reciprocate. I discovered two thought leaders. About the man. whose ideas really resonated with me. I‘ll keep following him. wasn‘t all that surprising. About the woman — Why hasn‘t she responded? She should respond. while women are not because . If she doesn‘t. It turns out my reaction. I followed them on Twitter. when men help others they are rewarded. hoping they would eventually engage with me. one man.
Is the feeling "If-I-give-anymore-I-justmight-give-myself away" the problem? Or is it. When we learn to say a thousand no‘s to mere giving.‘ Yes works for him because he has the x-factor Y chromosome. First. setting themselves up for burnout. and read his Harvard Business Review articleIn the Company of Givers and Takers. they are punished. 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. feels compelled. they too were givers. Whether a professional or a parent. when men don‘t help. Availability. or a giver’s inclination is to neglect his/her own responsibilities. ―givers haven‘t yet learned how to ―distinguish generosity from three other attributes—timidity. availability. to learn to say ‗no‘.of our presumed desire to be communal. as Grant avers. But then came the finding: ―When Flynn turned his spotlight on top-producing engineers. ‗No‘ the key word of protection. I really did. I thought. I listened to his interview with Business Insider‘s Aimee Groth. his mantra ‗give to get ahead. because we expected them to. Warren Buffett has said ―Every important yes requires a thousand No‘s". there will be more of themselves to give. When a giver can buck timidity. he cited the research of Stanford professor Frank Flynn: ―When Flynn examined the patterns of favor exchange in one company.‖ Let‘s take each in turn: Timidity. I threw all caution aside and became curious. According to Jungian psychology. more scope for generosity. . the least productive engineers were givers – people that had done more favors than they received. he clearly knows how to say ‗no ma‘am. It is especially so for women. we didn‘t expect them too. Imagine then my skepticism when I heard about Wharton professor Adam Grant. According to the Bem Sex Role Inventory.‖ At this point. giving away more than they received. we can say yes to generosity. to sa y ‗yes‘. The solution in this instance is to create boundaries. In other words. his moniker is ‗the ‗yes‘ man‘. I wanted to. I couldn't say 'no' to Adam Grant. For example. and be responsible for those choices. Just as ‗yes‘ tends to come more easily to women. dream so your children can dream. tends to come more easily for men. or leaving themselves at the mercy of takers. And while Adam Grant may be the ‗yes‘ man. we receive hundreds if not thousands of requests a month: a giver wants.‖ Up until that point I was on firm footing. learning to say ‗no‘ is one of the most profoundly difficult tasks of feminine development. and empathy—that tend to travel with it. to recognize we can make choices. Because agency can feel incompatible with generosity. or “an unwillingness to advocate for ourselves‖ – As Flynn has demonstrated. When women don‘t. Grant‘s proposed hack is to make choices in the context of our relationships. Determined to swiss cheese his premise. The antidote to timidity is to become more agentic. but alas. this can be problematic for men and women.
and thus I must say yes to Adam Grant. Of course. to imagine what people are thinking and what their interests are. I agree.Empathy – the ability to understand what another is feeling. California. for example. My example takes place in an old office in Carlsbad. That‘s where I met my business mentor Lee Leichtag for the first time. the person runs a serious risk of being manipulated by shrewd takers. you rarely realize something significant is happening until it‘s happened. even as I am learning to ‗no-gotiate‘ until I say yes. But of course my dad didn‘t know it when he first met that person. used to go to the Beirut pier every day as a young boy. far more than the mere ‗yes man‘ moniker or ‗give to get‘ headline-grabbers would suggest. And for anyone trying to become more generous. woman or man. hoping to meet an American to learn about the United States and the Western world.‖ In order to avoid this third trap. 40% reach optimal agreements. Indeed. who wants to move beyond the childish play of give and take and become truly generous -. But his work is providing the tools to anyone. Grant recommends we start with perspective taking. That daily ritual eventually introduced him to the person who would move our family from Beirut during the war to Minnesota. All are vital. My father. while only 17% of empathizers do. What Your Business Mentor Can Teach You In life.the only getting ahead that really matters. of the perspective takers. He cites research indicating that an emphasis on what will serve people well leads to optimal agreements.‖ Based on my experience. are feminine strengths. ―if a busy person is moved by empathy to spend time doing favors he or she cannot afford. This will likely come more naturally than ―greater assertiveness or bounded availability. ―But‖ says Grant. nor was Lee . and ultimately change our lives forever. There is much at play in the tug-o-war between give and take. of yes and no. His ‗yes‘ may be on the other side of no. like availability and connectedness. we learn to become perspective takers. I was not looking for a mentor. Empathy.
I had no idea the ultimate impact Lee would have on my business acumen for the rest of my life.. but Lee wanted me to be ready. after I first met Lee. I knew everything Lee said was correct.but come to impress. deep down. He asked me to sit down. my immediate reaction was to never go back. said. Keep in mind. he did not waste time. He got us a sandwich to split. In addition to his success in business. he didn‘t exchange a greeting but instead looked at me in the eye and said. I did not want to hear his feedback. looked at me. Lee was not an ordinary person. He was in the Pharmaceutical business and sold his company for a significant amount of money. now. He began showing me what he was doing at hospitals. you should have been wearing bright colors. From that point forward. instead of letting me set a time to meet again. again without a greeting. It was powerful. I would rather move forward and pretend that I never met Lee. you do not make it through the front door. I shook his hand and introduced myself. Lee leaned back. universities.‖ Lee told me he lived through the Great Depression. I could tell that once you walked through Lee‘s doors. consume and sell products in the future. it is important to know that we start at excellence and work our way up.‖ He added: ―Dan. at the time. it was passionate. but it was on me to understand what he was teaching. He made money and lost money. ―I am going to have Diane set up the meeting. said: ―you might be the future. ―Dan. he wanted to get right into it.‖ Lee picked up the phone and said. But the truth was. Lee gave his money to many causes.‖ Lee went on.‖ He said. I would have to set up another meeting. Lee was incredibly successful. I knew.looking for a student.. Of course. I was afraid of what he would say. When I first met Lee.‖ Remember: A half hour ago I was rationalizing reasons to never call this guy again. but he eventually became successful because he was able to show mutually beneficial value. He began prodding me about this thing he‘d been hearing about: the Internet. but speak to me in terms I can understand. who. spoke with his assistant Diane. ―Dan. I walked back into Lee‘s office. But. Lee liked what I had to say. you either get kicked back out through them or you have to come back to learn more. By the time I got back to Digitaria. but I felt his presence. Lee accepted me and began telling me everything I needed to know about his business and how he got where he was. About a week later. I told Lee that I would come back in about a week and clearly explain to him how I could help. I really knew nothing about Lee. within a second. please know I come from a world where if you cannot clearly show how you drive profits. I later learned that every time I stepped into Lee‘s office he wanted to teach me something. other Community-based work.‖ He did not say hello. Lee was already teaching me lessons. despite myself. with a bright shirt. I had never met anyone like him before.. I know he wants to speak with you. Lee wanted me to be great. . I went on to tell Lee that digital will change the way we connect. Fortunately. ―if you are going to sell me something today. half a sandwich in hand. I am going to pass you through to Lee. ready to tell him how I could help. a man who I just met was pushing me to come back. From the moment I said hello. we got connected by a mutual friend. ―Tell me again how you think you can help me. but we found each other. but you have a lot to learn. he was a successful businessman and philanthropist. So I called Lee‘s office immediately.
―Dan.196 In a recent interview I did with the Wall Street Journal. we hit on a wide range of topics: discount programs disguised as loyalty programs. so thank you. he said. I missed that journey. sales. which quotes one of his favorite sayings: ―Keep it simple. both in my heart and on my business card. his wife Toni. you have spent so much time with me over the years. The reporter asked.‖ I could probably dedicate an entire book to the things I learned from Lee. I saw me. as well as my management style. But it was a rather innocuous question that took me by surprise. what do you do to recharge? . Another lesson. I returned to Lee‘s office as often as I could. another conversation. I carry him with me everywhere I go. his daughter Joli. when I met you.‖ If You're Learning. and all other people whose lives were changed by Lee and Toni. the (minor) impact of the Affordable Care Act on our business.After our first meeting. leadership and the importance of giving back to the community. the experiment in human nature that we call Panera Cares.625 439 98 inShare2. and the good times I spent with him. Over a course of 5 years. it was a pretty in-depth Q&A. but you gave me the most valuable asset you have: your mind. You had no idea who I was. All in all. Lee taught me about cash flow management. You gave me back that journey. One day I asked him: ―Lee. 2013 32. Why?‖ Without a pause. You'll Never Need to Recharge June 06. the opportunities and challenges that come with taking a suburban brand into urban environments. another insight.
My work is also energizing because I believe I'm doing work that matters. The British author John le Carré once quipped. Hence. The work itself will renew you. And what will work in the world. where one in six households don't always know where their next meal is coming from. How humanity works. I've never had reason to refresh my spirit and renew my spark. But thankfully. Of course. I visit anywhere from 25 to 100 Panera cafes every month. And that helped them endure the Nazi's brutality. with the overriding goal of ensuring that when customers exit our "stage.Man's Search for Meaning. 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. And I inevitably learn something new. I've never experienced the chronic exhaustion. a prominent Jewish psychiatrist and Nazi concentration camp survivor. After three decades in the food industry.000 Panera associates. their lives still held meaning. Learn Good Management From Bees and Golfers June 06. Nor am I immune to the stress that comes with running a public company for 22 years and shouldering responsibility for more than 70. wrote that those who endured the death camps believed that "life was still expecting something from them. so there's no need to refresh. The reason. All of that gets me up before dawn and keeps me going until late in the evening. I doubt you'll ever have reason to recharge. I'm engaged in the world around me. I go to work to learn about how the world works." 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. We've helped entire communities care about the quality of their food. I'm not a scientist. We don't cure cancer at Panera. is that I view my work as a lifelong learning journey. We don't launch shuttles into space. Eighty-hour work weeks and way too many red-eye flights will wear anybody down. I get tired. we're contributing our resources and know-how to the fight against food insecurity in America." I couldn't agree more. Opportunities for change are revealed. 2013 21. and cynicism that come with a temporary slump or even classic burnout. I never feel the need to recharge because I rarely feel burned out. When I learn. But we do touch the lives of 8 million people each week in thousands of cafes across the country. I can unreservedly declare that I still love what I do. We've given customers an inviting place to gather and feel welcome. I think. something in the future was expected of them. And through our pay-what-you-can cafés and other efforts. Viktor Frankl. The performances always differ.The fact is. the results are actionable ideas and a broadened vision. 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.362 268 . frustration. inertia. "The desk is a dangerous place from which to view the world. In his seminal book.
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as Barton details in the debut column. the caddie suggests a shot and it goes all wrong. Chances are. speak to each other using pheromones that communicate when the hive is hungry or needs water or needs to produce more workers. are generally loathed. That‘s largely because the relationship is built on trust and.‖ writes Barton. ahem. Consider the relationship between golfers and their caddies. yes. Develop others. So neat. But the most effective delegators hand down plumb assignments and support employees while they figure out how to complete them. never competing.125 . Be decisive.Delegate. Bees. Think strategically. one of you did all the work and the other sat back and took credit. 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. or brainstorming sessions where the group decides a matter. Ah. ―Real delegation requires something unexpected. Use the 2-question Interview to Assess Soft Skills June 06. another buzzword to decode. that it can be hard to unpack these concepts and dive into what it actually means to effectively delegate or develop others. The key: Hiring and developing people you can trust. It‘s human nature—we want to be responsible for our own professional fates. the keys to being an effective manager and leader all tied up in such neat little buzzwords and phrases. They spend hours doing course research so they can suggest which club to use on each shot. But it‘s rar e for a golfer to place blame on his caddie or regret delegating such a big decision. effective managers don‘t just delegate. in fact. assignments that require input from multiple people. 2013 11. Once a crew of trusted employees is assembled. Consider the first time anybody asked you to work on a project with someone else. keeping the best or key tasks as their own. 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. Turns out. And it doesn‘t always work out. writes Barton. People are another story. letting go of control of important tasks —even when the outcome impacts you directly.‖ Sometimes. Yes. Build consensus. they also foster teamwork. And that‘s understandable. 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. for instance. ―Caddies don‘t just carry around a pro-golfer‘s bag. It was likely back in third grade. Even individual hives work together.‖ writes Eric Barton in Leader Board. agreeing on what land to cover . ―In the US. Too often managers want to hand out only secondary assignments to the people who work for them.
For example. the wrong things are measured the wrong way. including traits like communicating with both techies and non-techies. I‘m not sure if it take exceptional technical skills to assess technical skills in others. dependability. This is much better than saying. Use The Most Important Interview Question of All Time to assess the traits. That‘s a lot of important stuff that is far from soft. the ability to plan and organize. but ―soft‖ is too soft for something so important. influencing and collaborating on technical and non-technical issues with all types of people. winding up with too much tech and not enough non-tech. dealing with changing circumstances. As described in The Essential Guide for Hiring & Getting Hired. I‘m okay with non-technical skills or ―foundational skills‖ as one commenter suggested. here‘s the 4-step process I suggest using for assessing both technical and non-technical skills. a can-do attitude and strong communications skills. to name a few. 110 38 inShare771 In Part 1 of this post . Covert how the skill or trait will be used on the job as a performance objective. drive and initiative. As a result. 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.‖ 2. This is a smokescreen. hitting budget and schedule deadlines. Maybe that‘s why technical managers over-emphasize technical competency and give short shrift to everything else. and coaching and team development. First describe the performance objective to the candidate including both the technical and non-technical challenges. balancing and prioritizing work. If true. 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. it means that it also takes exceptional soft skills to assess soft skills in others. whether the interviewer possesses either in abundance or not: 1. ―Soft skills‖ encompasses more than personality. . I suggested that soft skills were misnamed. ―must have 8-10 years in advanced state-of-the art optics design. if a senior engineering staff position requires close collaboration with operations and product marketing to meet a tight schedule.
Then ask the candidate to describe some major accomplishment that best compares to this. This fact-finding can often take 10-15 minutes. This is called the Most Significant Accomplishment question (MSA) in Performance-based Hiring jargon. or just reacted to the events as they unfolded. like being aware of potential pitfalls. and know how to develop a workable plan before implementing a solution. Ask the problem-solving question (PSQ) to assess critical non-technical skills. you‘ll have the needed information to make a proper assessment. for meeting a tough delivery schedule I‘d want to see multiple examples of the candidate meeting some comparable challenging deadlines. not feelings. some of the fact-finding would include getting specific examples of how the candidate collaborated with other functions. This is a great way to hire ― 90-day Wonders. the problem for most interviewers is a lack of understanding of how the technical and non-technical skill are actually used on the job. 2013 54. From a practical standpoint you need to have both to be successful. As part of this I also want to see if the candidate anticipated these problems and planned them out properly.) As part of this assessment it‘s important to use specific evidence to rank all of the technical and non-technical factors. 3. emotions or intuition. I suggest using a scorecard to collect this information during a formal debriefing session. made technical compromises.001 . That‘s why step one – converting the skill into some measurable outcome – is the key for increasing assessment accuracy. For example. understanding the technical challenges. and then make a superficial assessment of soft skills usually based on presentation. The quality of the candidate‘s questions are a key part of the assessment.‖ These are the people who seemed great during the interview. 4. This same four-step process can be used to assess technical and non-technical skills. For the example above. Without this. The best people have the ability to figure out how to solve realistic job-related problems. ―we have to get the XYZ project done in 6 months instead of the 9 as originally planned. figuring out the required resources. but 90 days later you begin to wonder. conducting what-if business analysis. Complete the assessment giving equal balance to all of the hard and soft skills. appreciate the implications of different approaches. what a plan of action would need to include. There are a lot of soft skills involved in this.473 496 177 inShare4. overcame schedule challenges. How to Tradeoff Potential for Experience and Why You Should May 30. affability and personality style. the interviewer will naturally revert to a personal benchmark for technical competency or box check skills. Unfortunately. and knowing the impact on the people involved. and organized the entire effort. but by focusing on realistic non-technical issues the new hire will likely face on the job. (Here‘s a sample from The Essential Guide for Hiring & Getting Hired. dealt with setbacks. The PSQ starts by describing a realistic job-related problem like. 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.
experience. 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. the skills.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. academic and industry filter automatically kicks in. It hasn't been easy. They quickly agree when they‘re hiring or promoting someone whom they‘ve worked with in the past. age. 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. However. This is shame for a variety of reasons.
more legally sound. and essential for improving the quality of people hired. the toughest customers and the most difficult technical problems. Find out how they got their last few jobs to see if the person was rehired. or applied to a job posting. 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. 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. I make the claim that bridging the ―experience and skills‖ vs. all that‘s left is a method for assessing future potential. referred. The Achiever Pattern indicates that the person is consistently performing in the top 25% of his/her peer group. . Here‘s how: Find out if the person was rehired. Even if the person lost their job. or rehired others. Achievers tend to carefully select jobs based on some major overriding career goal. This is pretty easy to spot if you know how to read between the lines. they're more predictive and they possess the advantage of opening up the door to more high-potential and diverse candidates. on these pages and in The Essential Guide for Hiring & Getting Hired. For the legal part I‘ll refer you to this white paper and webcast by David Goldstein of Littler Mendelson (the premier U. ―potential and performance‖ gap is actually quite easy. 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. and offer this tidbit of his: Employers are not legally required to post their internal job descriptions when advertising an open position. Achievers get assigned to handle the most important projects. find out how they found their next one. Despite these challenges. labor law firm). nor is there any legal obligation to (or advantage in) posting boring ads. Achievers do much more than just applying to a posting. Determine if each job change was part of a bigger career plan or a reaction to a problem. and a means to translate past performance from different industries. David goes on to suggest that performancebased job descriptions can be substituted for skills and experiences.S. With the legal excuse put aside. Not only are these equally objective.
During the interview ask the person to describe their biggest accomplishments with the least amount of skills and experience. presentations at industry conferences. you then need to let them drive. Get comparisons of performance to the person’s peers. If this has increased significantly to include expanded functional responsibility. They learn new skills quickly. and how they applied this knowledge. Assigned to important teams and early exposure to executives. special bonuses. Of course. and what the person did differently to get to the top of pack. commendations. Breaking Organizational Walls June 07. published whitepapers. As Jim Collins said in Good to Great. differences between the top and average. Compare the person‘s specific performance to others in the group by asking about rankings. Look for this pattern. you can rest assured there‘s an achiever out in front. or a great team. and see if the work is expanding in scope and challenge. and more exposure to senior management inside and outside the company. This can take a variety of forms like bigger raises. Achievers receive lots of recognition. track the growth of the teams the person has been assigned to over the past few years. Then find out how they learned what was needed to be learned. You‘ll quickly discover why you want to hire more achievers. patents. standings. regardless of their years of experience. Achievers do more with less. you can be assured the person is an achiever with strong team skills. Rather than use affability to assess team skills. you need to put great people on the bus if you want to build a great company. Ask about any type of recognition received and how and why. and if the wake is big enough.511 164 61 inShare749 . promotions. coaching roles and fellowships. determine if it occurred at different companies and with different managers. look for the Achiever Pattern instead. broader crossfunctional involvement. Achievers leave lots of evidence in their wakes. even if they don‘t have a lot of experience. awards won. 2013 13. Stop box checking skills and experience as the first step in your interview process.
. I shared the importance of connecting across organization levels and removing the barriers of intimidation between executives and the broader teams. The front lines know when products are running behind. The absolute best ideas and thoughts in an organization emerge from those that are on the front lines. 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. Most companies have several different mechanisms to ensure better communication and tighter management for this reason.In my recent post about career mistakes. more so than management and often more accurately then the formal status processes.
It‘s an opportunity to strip away the job titles and just have an enlightening conversation that sparks creativity and innovation. roll up my sleeves and think about technology solutions. I always found this time valuable and enriching for myself as well as the students. However. Social Networks Taking a page from the success social media for personal use. I wrote about this in an earlier post on Millennials. which is why as a manager at Microsoft I instituted office hours once again. I was intimidated by the higher-ups or the corner office. The dividends in doing this right are incalculable for any leader regardless of where they sit in an organization. I found them to be extremely valuable to build relationships across the team regardless of level. It gives me insight into the passions of my colleagues. The first few months of using the ESN has been extremely valuable. or just talk through an idea they had that may not have much at all to do with the course curriculum. conduct polls and most importantly have a real dialog with those in the organization who know the most about a given topic. organic connection in my organization. have me review their work. In my experience. Turns out. Being available and connecting with the front lines in a genuine and authentic way is the key to success. 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). 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. One is a tactic that‘s been around for decades. when I was a junior-level employee. It gives me a chance to step away from my regular role. process and environment where there is far more organic and native connection between teams and management layers. Recently I was confronted with a decision to approve the use of a new technology for one of our most high profile games. carry out live AMA with the team. read up on the technology. 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). Holding office hours may not attract someone who is more shy and doesn‘t want to request a 1:1 meeting.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. I recently adopted an enterprise social network to create a real-time. I often post pictures from meetings I go too. many colleagues agreed with me – those who otherwise wouldn‘t have been able to weigh in on this type of . I love when people come to me with projects that don‘t have to do with our dayto-day responsibilities. I held office hours where students could come in and ask questions about recent lectures. I had my reservations that the technology would reap rewards for our dev teams. I just decided to implement them again at EA as well for the same reason. The most important characteristic to doing this right is accessibility. I did my homework.
537 115 35 inShare658 I am approached a lot by curious people who wonder how I'm always able to stay "energetic". 2013 8. healthy lifestyle while being a founder.decision. They almost don't believe it. Hope this helps. I rejected the proposal because of this additional value and insight I got from asking for feedback. People think I'm always on the go and that I never sleep. 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. Breaking organizational walls in a company. That my energy is contagious . In the end.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. . 5 Tips on Staying Energetic as a Founder June 09.
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. It's possible and it's the secret that most people don't share. There will be time devoted to your team. decks. Quite honestly. and more. disconnect and find your own tempo. Leave your most inspired hours to brainstorm. e-mail. Make your own path. Finding your own tempo means knowing when to spend time with others.find something that you can just tilt your head and go "woah". Then you start browsing Facebook. You'll know your peak .spending too much time reading about other people's lives is only wasting time you could be spending living your own. or reading. Optimizing time means knowing which hours you'll get more done in 60 minutes than some get done in an entire day. Stop hanging out with people that make you want to fall asleep.you can feel it. to meetings. new ideas. and about your next moves. don't force yourself. or listening to a good symphony . If it's not at 9am. Remember that you are living your own life . to absorb energy. I love doing this.and concentrates them into a firehose. and when it becomes less encouraging and more discouraging. product. Find Your Source of Wonder This is directly tied to everything above. Whether this is travel (it is for me). 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. Your tempo involves not taking a "break". I need to be around people who are just as happy as me to feel like there are others just as excited about life. It just doesn't happen.then following hours are just diminishing marginal returns in work results. It's all of your senses.Find Your Own Tempo Not everyone needs to work 20 hours every day.the notable stories . Sometimes it's encouraging and inspiring. As a founder.but the perception that this is consistently so is just wrong. or going on "vacation". I believe that everyone has a peak number of hours that they can truly be productive . Then you start checking your phone. to phone calls. if you're doing this you're probably doing something wrong. there's no such thing. mind map. and question the status quo. some days you may need to . It's . You're constantly thinking about your company and what you've potentially missed. But you can certainly distract yourself with a good dose of wonder. and realize that news focuses on the lightning strikes . Find a setup where you know when you're the most inspired and productive. You need a break. You'll never be able to turn it off. Yes. But when it becomes FOMO (find out what this stands for if you don't know).you can push yourself .
When we get older we are always reminded that we need to act "adult". Get them wondering why you're so happy. He's a smiley guy.there's a lot of research that tries to prove it. Because. It hit me that as our lives appear to get better. I asked him if he liked it. . and do what you want to do. they are bound to be happy. Smile My friend Omer Perchik from Any. life is pretty good when you think about it. He didn't even know he needed to do that until he got it. Smile . Smile big. Anytime you feel like you're being thrown into a situation you don't want to do. if people around you see that you're happy.try it. Don't let that happen too often. Try Being You and Stop Second Guessing Yourself My version of this is talking loudly. you need to figure out why.the curiosity that triggers a part of your brain that you haven't triggered for a while. by the way). Smiling makes you happy . That's why I like him. but it's important to let loose once in a while in a situation that doesn't necessarily involve alcohol and karaoke. It's a magical thing and I will continue to seek it out like a drug. 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. be spontaneous. It gives you a natural high. at the end of the day. but who cares about the research. If that's happening too much. and drinking coffee like water. Follow your gut. Maybe you're hanging out with the wrong people. because now that he had it his girlfriend expected him to text her all the time. I always will remember the whooshing feeling you get stepping out of a train station or an airport to a completely foreign place.DO posted this video of a TED talk on smiling recently. This TED talk talks about the power of smiling and something that I've always abided to without even knowing about this talk. At the end of the day. Of course there are inappropriate moments not to yell like a sailor. You won't regret it. occasionally making a funny. 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. 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. He said he hated it. it sometimes makes us unhappier. The funny thing is sometimes the most childish adults are called "eccentric". A smile is the best way to disarm a grumpy person. I feel like it eats at you.
Remember to give yourself something to look forward to. Hitchhiking to School and Other Lessons in Connecting June 08.672 58 21 inShare256 . 2013 4. you should look forward to every day.There are many more ways to harness the energy within you. Be active and drink life up. If you've done it right.
I was not happy at all about the move. At first I tried the English method where you walk along with your back to the traffic and your thumb stuck out. I had a one-hour-plus. to the village of East Horsley some 12 miles away. Instead of a five minute walk. which is 35 miles southwest of London. two-bus trip. It rarely worked. 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. So I decided to turn things around and . where I caught my connecting bus.In the summer of 1973. I had an hour's wait for the next one. And if I missed the 408 to Guildford. So I started hitchhiking to school.
More than once. I often heard from those that picked me up. too. you‘ve then got to connect with people. So what did I learn from that year of hitching and the subsequent three years of thumbing a lift back home from Cardiff. of course. ―I don‘t normally get picked up by women!‖ Naturally. If I asked for my final destination. 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. The first question was always. On one of my last days of school. if only about the weather. I got a lift in the Mayor of Guildford‘s limousine.‖ And my usual response was. I often got picked up by women. But the key thing I learned was to make eye contact with each and every driver (and passenger. trust. when they were younger. your voice. I could explain my full plans while riding along. I looked the part of an upstanding young man heading off into the world with purpose and direction. if possible) as they came into view. many drivers would simply take off. The 70‘s. ―Where are you going?‖ I learned to say. 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. to help make a connection. . I also learned to quickly read a person. as well. As the dress code at my school required a jacket and tie. ―I don‘t usually pick up hitchhikers. saying they weren‘t going that far. It was simply an acceptable way for young people to get around. were simpler times when car ownership was much lower in the UK than it is today. it is all about positioning. It worked. There were few horror stories of hitchhikers being attacked by those that picked them up or vice versa. 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. And these were more innocent days. ―Guildford‖ as most traffic was headed that way. Use whatever is in your personal arsenal. I had never had so much leg room in my life. the next thing they almost always said was. your body language to convey warmth. I often got a ride within a few minutes of turning up. Or as Woody Allen said. ―80% of success is just showing up. At least if I could get in. You‘ve got to get yourself in a place where you will be noticed. humor or good stories.‖ Once you‘ve got in position. that they. They felt an almost karmic need to pick up hitchhikers now that they had grown. a driver would go out of their way to take me to school. where I went to university? That in life and in business and the non-profit sector. whether it be charm. After they asked me where I was going. had once hitched. sincerity and a willingness to listen. I tried to make a connection while stopping short of pleading or appearing desperate. In those fleeting moments. got a job and could afford a car. Use your eyes. to see if there were any warning signs before I jumped in and to try and find common ground.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.
showed up in your life and who may be in need of a ride home. keep an eye out for others who may need a lift or a kind word or some form of encouragement.682 300 51 inShare1. It’s been adapted a bit for length. most people are good and want to help. make eye contact and figure out a way you can help this person who has. In spite of the drumbeat of news stories to the contrary. So stop. I was trained to play a very specific role as a designer of the products we surround ourselves with. Ask them for their contact details so you can keep in touch. serendipitously. If you‘re in the early stages of your career. Class of 2013: Start Designing Your Life May 21. It‘s amazing how even the smallest of gestures can have a profound impact on a young person‘s life.700 Here’s the commencement speech I gave at UC Berkeley's Graduate School of Informationin 2010. And as you progress on your career path.Trust in the kindness of strangers. . 2013 26. but my advice to you is the same: start designing your life. I am a designer and I was trained at an educational institution very different from this. And make sure to thank them for whatever help or assistance they may offer. you will need help from a variety of sources including complete strangers.
it certainly isn‘t appropriate when designing one‘s life. easier to use. Ask why. 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. Designers sometimes do that. Here are few things you might think about: Don’t ask what. I discovered that I could apply those same design skills to many kinds of problems. Problems that. might have greater impact on the world. There is not much you can do to change that. My friend Dan Pink talks about this problem in his book The Adventures of Johnny Bunko. the next business project. We have a habit of accepting the challenges that get put in front of us—the latest school assignment. and more desirable—and I spent the first several years of my career doing exactly that.I was taught to use my skills to create products that are more attractive. if solved. Perhaps there is something you can do to prepare for it. We then expect our clients to go and perfectly execute our vision. I am not going to paint some beautiful detailed picture of a perfect life that you might wish for. 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 . But I think the principles of design thinking might help you create a life that is more rewarding. We create a perfect picture of a possible future. I think that mindfulness is at the heart of design. The only problem was that most of those products were obsolete within a few months or years and most are now occupying landfill. interesting. creative. 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. 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. Designers have a habit of being awkward on this subject. But I was fortunate. And while it may be possible to approach the design of a car or a house that way. Open your eyes. So invest plenty of time in getting to the right question before you invest your creative energies in finding solutions. We spend most of our lives not noticing the important things. and perhaps more meaningful. They ask. and that‘s why I think it is possible to design a life. We hide it under a metaphorical black cloth and ―ta-da!‖ we pull off the cloth and expect the audience to swoon in wonder.
I wish you the best of fortune as you leave here and embark on the task of designing your lives. Balance your portfolio. They do not spring fully formed from the minds of geniuses. even if it is just a rough sketch or a photo on your phone. but in your own reflection on your life or when you try to explain to your friends. Being visual allows us to look at a problem differently than if we rely only on words or numbers. 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. Record your observations and ideas visually. . This will be invaluable not just in the prosaic drumbeat of performance reviews and job interviews. whatever it is that shows how you think. Picasso was famous for happily using the work of his fellow painters as genesis for his own masterpieces. Leonardo da Vinci‘s sketch books are full not just of his own ideas but those of other inventors and engineers. Drawing forces you to make decisions about what you want to happen. Something exists at the end of the process that did not exist before. Build on the ideas of others. They show what else is going on. Just remember to give them credit where it is due. Assembled as a portfolio. Do it anyway. Demand options. prototypes. Just as it is too easy to accept the questions that get put in front of you. Make it visual. what it is you really do.take it for granted and in the process miss the opportunity for insight and inspiration. or perhaps kids. Preserve those pictures and sketches you use to inspire and create. Don‘t worry if you think you can‘t draw. 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. If you chose to apply design thinking to your activities as you go forward then remember to document the process as it unfolds. One of the most satisfying things about design is that the results are tangible. Keep videos. It is easier to feel proud of your contribution when you have a record of it. 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. Good design thinkers observe. never mind enjoyment. Design thinkers seek out options. 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. They show the whole idea. Great design thinkers observe the ordinary and in that ordinariness find great insight. Great ideas evolve. Pictures put things in context. parents. Don‘t stop until you have explored at least three ideas you would be excited by. multiple solutions that can compete with each other. Design is a Darwinian process and diversity always creates the strongest ideas. this material will document a process of growth and record the impact of many minds.
3 Ways to Avoid Decision Quicksand April 29.079 407 195 inShare2.045 We often get sucked into trivial decisions. 2013 122. Here are 3 ways to avoid this painful phenomenon. Have you ever agonized over which restaurant entrée to order? Which shade of white to paint the kitchen? Which flight to purchase? .
don‘t worry. You‘re trapped and you can‘t seem to find a way out. Decide how much time you want to spend in advance. 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 have to choose whichever option you were looking at last. After all.‖ Not only does it lead to wasted time. If something like this has happened to you. But then you begin comparing options. for less important decisions. and sink deeper into the quicksand. And this unexpected difficulty leads us to think that the decision must be more important than we originally thought. We don‘t expect the same difficulty. and ready to knock it out. You compare each dimension one by one. Want to avoid the quicksand? Here are 3 simple ways out. 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. So you go back-and-forth. If the decision is this difficult it MUST be worth my time and effort. Which entrée to choose? Which flight to pick? That should be easy! Just pick and go. You‘ve been caught in something my colleague and I call ―Decision Quicksand. The Italian place has great food. . sure. It doesn‘t mean you are bad at decision making.and your stomach is starting to grumble. But unimportant decisions frequently end up being more difficult than we expect. So we devote more energy to the decision. they‘re important. You‘re choosing a vacation destination or a restaurant to go for dinner. And set a timer.If so. careful deliberation and weighing of alternatives. collect more information.. it also makes people unhappy and less satisfied with choice. however. It starts simply enough. They require. We expect important decisions. but you had to wait a while last time to be seated. period. 1. Pre-Commit. and deserve. Both seem good in some ways and bad in others. You‘re struggling and struggling but the harder you work the more you get sucked in. Like a walk in the park. Five minutes at the most. Soon you‘re starting to get frustrated. weighing the benefits of each. like whether to switch jobs or buy a house. or conflicting tradeoffs on different dimensions. Each option has positives and negatives. Suddenly a choice that seemed relatively unimportant starts to feel more weighty and consequential.. but a pretty trivial one. You‘re relaxed. The reason it happens is less about you and more about the situation. happy. You think you‘ll quickly pick something and move on. It‘s a decision. you‘re not alone. Decision quicksand happens to everyone. 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. to be difficult. I‘m going to pick a flight in 10 minutes. We start spending more and more effort and the decision comes to seem more and more important. Once it goes off.
John Stauffer. now heading up social globally for Burberry. positive word of mouth. 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. No significant competitors to steal talent from. We believed there was ―good‖ social media and ―bad‖ social media practices. There were no university programs churning out bright young things. ‗Good‘ drove sustainable.331 47 19 inShare200 We started Social@Ogilvy eight years ago. Either option is great. That planning framework has evolved over the years thanks to efforts by our ―grown‖ experts – leaders like Kaitlyn Wilkins. But in many cases. authentic and. 2013 8. worse. We had to grow our own. No industry associations holding quality training seminars. 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. So stop deliberating and move on with your life. Training Global Teams . and others. technically we first created some pretty important intellectual property (IP). any of the options would make you quite satisfied.‘ They represented every thing wild and wonderful about social media. People often maximize. That‘s what we were doing. Then Training Early on we developed a training program. We created a planning framework to create predictably great programs. trying to find the best possible option. You‘d have a wonderful time in either Disney World or Hawaii. But few choices are that important. marketers had a fascination in a phenomena known as ‗viral videos. unethical. Only problem was they were a bit of a chimera. now leading global accounts for us. Flip a coin. The Dangers of Growing Experts From Within June 10. Satisfice. Take A Break. They were impossible to predict and questionable in terms of effect. There was one big problem – hiring experts. Our discipline hadn‘t been invented yet. ‗Bad‘ was either snake oil or. IP First. Well. 3. Decision quicksand leads us to be so narrowly focused on a choice that we think the world revolves around that decision.2. most often. At that time.
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. 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. That was key for two big reasons: Our teachers had credibility.Next came training. IBM and other major brands. The same experts. myself included. Having the training function integrated and supported by the rank and file has kept it alive and vibrant for these eight years. Since their core job function wasn‘t training there was no visible training head count to be cut by some fiscally-squeezed executive. . competed and presented. Nestlé.
She launched Social@Ogilvy . She understands change management and that mindset has helped us immeasurably. Hastie Afkhami. who has seriously professionalized our program.The Danger Our training mission has become more sophisticated. We hired a learning and development expert.
How the Matrix Changes Leadership Focus June 03. We need to take extra care to recognize them and align compensation and growth plans. 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. Many will stay. social planning. 2013 14. training our experts from within is worth it.030 82 24 inShare592 . to scale the training across our worldwide teams. and more. Ben Casnocha. right? The danger is that we become the university for the industry. In the karmic world of business. Sounds good. This aligns well with Reid Hoffman. A Learning Culture is Magnetic At the end of the day.Accelerator. we are essentially accelerating their development. Certainly some of our bright stars will move on to another adventure. that‘s all good. hungry to learn more and thrilled to be called on to train the next generation. the Principles of Social Design.0. our e-learning platform. Our general training workshops have evolved into deep-dive workshops in critical specialties like community management 3. and Chris Yeh's article in HBR on Tours of Duty. By training.
this isn‘t about an alternate reality created by computers where enlightened heroes punch their way through. The Matrix. Multiple reporting lines are a de facto standard in companies as are leaders with influence but no hard authority.No. 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.
And I could certainly go on with the metaphor of elusive realities. So. But I have many other projects in the works at the same time. why so many? . Social Paths applies insights to discover the best opportunities to use social media along the customer journey. But matrix structure and leading through influence and relationships are facts of life. The strategic leader analyzes the ―signals of business‖ and carefully places one or two big bets that he or she believes will pay off. The Matrix Demands Diversity In the matrix. Focus is a big deal to me.dark side. I have to build project teams where I and a colleague (or more) share responsibility and the resources to make something happen. Business Demands Focus There is something about the matrix that changes how leaders must apply focus to an organization. Often at the same time. This project by itself will have big impact on how our teams in 35 markets do great work for our brands. We just developed the next generation Social Planning Framework & Toolbox. and so on. This is the planning model we use for integrated social media marketing and communications programs.‖ I like to try lots of things. That goes against most business wisdom that focusing on less is the winning leadership move. I had about five big contributors and many supporting team members working on it beside myself. Each is smart and address a business need. The Social Brand Print analyzes the strength of a brand‘s social content and presence. The toolbox is full of nine utilities. And I am tired of feeling bad about it. I often identify one of my leadership faults as having ―eyes bigg er than my stomach. exploitation of people as ―batteries‖ energizing the machine and so forth. It‘s all about partnerships. The military hierarchies of the sixties are few and far between. I like to rally teams to explore different directions. It was a big project. I could have gone ―chips-in‖ on this project and maybe one other. I don‘t know about you but that just isn‘t my reality.
we have rallied our core team around 6 key missions that will help us align to achieve our business goals and the key priority. On the innovation side. It determines where we place resources and influences which projects we pursue. We choose a more ‗agile‘ approach of designing prototypes and get them out into people‘s hands. In a matrixed world. transformational ideas to tactical ―must-do‘s‖. This is how I harness the matrix. Lastly. Rather than squelch that drive (as if I could). At it‘s best. I need to romance managers to allow their people to commit time to work on 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. I know that‘s a cop-out. I embrace those initiatives. They are all important. Worldwide Chairman and CEO Miles Young established these and has consistently communicated around them. The real answers lie here: We are innovating and operationalizing our use of social media practices for business at the same time. 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. That means I need enough projects brewing to count on enough winners. There are pockets of entrepreneurial drive across our network where teams take it upon themselves to build a better mousetrap. My team lies embedded in the matrix.771 44 7 inShare623 Company culture can be a huge motivator for people. Innovation and improvement can come from anywhere these days. it can provide a sense of belonging through shared values and an intangible. we share a priority we call the ―twin peaks:‖ pervasive creativity and effectiveness. we have a single annual priority.The first answer is that we have a big aspiration. Leadership Alignment Makes All the Difference With all of our projects. Across Ogilvy & Mather. The projects that fit within this structure run the gamut of big. The actual team members are always willing to contribute to the IP of our discipline. Matching people to projects and their general availability means I am better off with a collection of projects underway. It is easily communicated and can be shared by anyone inside our team. In my own group. I cannot know what will completely work or be useful to enough markets. . Most leaders could say the same thing. Like Tom Sawyer who attracts children to help whitewash a fence. emotional belief that we are on a shared journey. I embrace it and make these projects part of the plan. 2013 7. This is usually a big concept that can significantly accelerate our business. we remain focused.
manipulative.Getting people aligned around values and culture feels better. Herta Ogilvy‘s home outside Poitiers. Spending time with Herta Ogilvy was the highlight. We find the fun in the work earlier. a few of those hours are a modest dinner with local colleagues in that city. South Africa and soon.com. 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. I feel privileged to have been there and will likely talk about it for the very reasons mentioned above. France. I know that I share more than a business card with my colleagues there. If anything. Mention that I sent you. Not everyone goes. We have created derivative works to help interpret these values and make it easier for us all to ‗walk -the-walk. I have days where the silly bureaucratic needs wear me down. sixteen hours of the day. (Note: You can hold your own meeting there. Part of our culture is that there is no UScentricity. I find it well-intentioned vs. India. Retention of talent Strong culture helps retain talent. That makes it easier to stay at it fifteen. Indonesia. Ogilvy & Mather has a very tangible culture. Check out the Website here and send an email to Douglas at info@touffou. Part of it is to find the others who have visited to share stories and amazement (―Could you believe the dungeon underneath the chapel?‖). I am like everyone inside a big company. It is not lip service nor generic motivational posters (eagles soaring). Part of it is to simply share a sense of our shared culture.) Productive behaviors For me. We share values. Those that have been find ways to share about it. It is grander than you can imagine yet homier than you would ever expect. When we move across the world to collaborate on projects. I was lucky enough to visit recently for our global Digital Council meeting. Or where a single sharp personality makes me wonder if it is . 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. She embodies our culture in many ways. When I travel to offices in Paris. After all. She is so much more than David Ogilvy‘s widow. This was the home of David Ogilvy. Have You Been To Touffou? One ritual (or is it a rite of passage?) at Ogilvy is participating in a meeting at Touffou. Herta has created a marvelous experience from the exquisi te food to the rooms tucked away in turrets and wings. And it helps us work together.‘ The Eternal Pursuit of Unhappiness is a chapbook that has floated around for years. It will be a terrific experience. I love the people at Ogilvy. I find our culture palpable and anchored in behaviors. It captures a shared belief that we must always be trying and learning to make things better. Part of it is status-seeking (―I was chosen to go to the meeting in Touffou…‖). That means higher productivity. language and ritual. We get down to business faster. Brazil. we know how to talk and behave with each other. we see China.
. often to the very brands we support. They did not invent hackathons. carries that torch for Ogilvy supported by many who believe in our culture. support a ―One Ford‖ initiative that held the company together during hard times and anchored their culture in shared missions. Most have only been around a few years. CEO of the Ford Motor Company. Senior Vice President. These are all Silicon Valley staples.worth it. What about start-ups? We talk about the culture of Silicon Valley start-ups all of the time. define the company. They start as mo st start-ups do. The culture. with a borrowed culture. They did not invent agile work processes. Imagine what it will be like in 25 years. distinctive and one of the reasons people want to work there. We cultivate communities of ―alumni‖ – people who have moved on. Miles Young. a term likely sparked by how we speak about college affiliations. We tell each other that we are ―Ogilvy Red‖. We talk about ―boomerangs‖ – people who have left Ogilvy and returned. That is why executive leadership support of behaviors and initiatives that can strengthen culture are so important. I expect the culture at Facebook will be strong. They did not invent social-by-design. the people and the wonderfully creative work I get to do most days help me endure. With leaders like Sheryl Sandberg and Mark Zuckerburg. Still. Short-lived Start-up Culture These are leaders of companies that have been around for decades. Leaders need to protect those initiatives from the natural impulse of management to sacrifice everything to the ―numbers‖ or to the business metrics. I am not sure its accurate to call Facebook a start-up anymore. They did not invent concierge services to improve the work life of their hard workers. stories of hackathons and ―Fail Faster‖ posters (I actually love that Facebook has a print department cranking out graphic design ―artifacts‖). I witnessed Alan Mulally. is the author of some of the most useful corporate thinking on the value of corporate character – those shared beliefs that bind us together. but timescales are long. Still. Marketing and Communications at IBM. Worldwide Chairman and CEO at Ogilvy & Mather. I see an authenticity in what they do and how their employees talk about themselves. they are quickly making them their own. Jon Iwata. The myth Can culture be manufactured or engineered over a short period of time? That‘s the myth. I believe culture can be cultivated and grown. I am certain that Facebook‘s culture will strengthen over time. Certainly the culture is at the top of the list. Culture has been cultivated over the long haul. People stay at or return to Ogilvy for many good reasons.
And because we see ourselves it makes it real and achievable to us with our ―if they can do it. there are more instances we look for ourselves subconsciously. Joe Public. the lucky few to be in the spot competing where they are now. but bring in the underdog. 2013 2. the weekend warrior. . and we instantly see something there that could be us.155 30 4 inShare107 Why do we inevitably support the underdogs in a sporting event. It doesn‘t stop there though. 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.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. so can I‖ attitude.
call it hog wash. and you only. but its there.Take the true story about a CEO whose company had some pretty tough staffing issues. Everything You Think About Business Leadership Is Changing June 19. He made you feel like he was singing directly to you. 2013 14. There is something inside us. call it human nature. James Blunt sang ―You‘re Beautiful‖ which sent many women swooning (me included!). the way we are wired maybe. Take a group photograph with you included in it. but somewhere in our subconscious. you wanted to be the person he was singing to and so you saw yourself. I don‘t know I can‘ t explain it. We are not being selfish when we do this. Who do you look for first? You. and because we see ourselves we go ahead and employ. it registers. Call it an interest. to get them talking about themselves rather than us talking about ourselves. that makes us think about ourselves but not selfishly so. 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. Am I right? Dale Carnegie encourages us to talk about the other persons interests. If we spent 10 minutes talking to a stranger having answered only questions about ourselves. its really hard not to seek yourself out first. Try it if you don‘t believe me. 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. he had employed 20 people that were all like him! Can you imagine how their business was running internally. we think the person we have been talking to is interesting. even though we know nothing about them simply because they encouraged us to talk about ourselves.004 .
And this has been in part because having many customers also meant having better insights into their behavior.‖ ―beating the competition. their sheer might and resources could often shape their industry in a certain direction. or how they would react to the shift. expecting competitors to fall in line.) But this is changing. regardless.‖ War. (I recognized that the weekly client surveys we conducted at Merrill Lynch gave us a HUGE advantage over our wealth management competitors.‖ as they‘ve said they did. Picture a business leader. in a way it couldn‘t have been a decade ago.‖ operating through ―command and control. a significant competitive advantage.‖ ―cutting losses.‖ ―gaining share. Negative customer reaction was swift and dramatic. and in some cases to mobilize their reaction to company actions.Quick. The one that traditionally comes to mind is that of a Jack-Welchian type ―taking the hill. sports and gambling analogies abound. . Technology and social media today are enabling almost anyone to tap into what consumers want… by simply asking. the bank instead bet that its might as an industry leader would serve as a forcing mechanism. And these same resources are also allowing customers to ―talk back‖ to companies. size matters. and the bank reversed course. It is clear that the bank did not fully engage with its customers on what they valued. who didn't have similar resources. (―Any color as long as it‘s black‖ worked back in the day. In this world. 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.) And even if large companies didn‘t always really ―listen to their customers.
There are often creative ways to find more people and dollars. the most successful CEOs of their future will view customers not in a paternalistic way (at best) or as sales targets. 2013 2.964 81 11 inShare363 As a leader. there are typically three sets of resources in your toolbox: time. collaboration and co ordination. 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. yes. He shared that he was very proud of all the products that Apple hadn‘t built. but the one resource you can never create more of is time. 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. it can certainly help companies of all sizes understand what consumers value. what wasn‘t working. I gained a first-hand preview of this when I led Smith Barney and Merrill Lynch. While this approach may not lead to Steve-Jobs-type innovation. How you spend your time also sends a strong signal to your team about what you view as important. 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. . Managing Your Most Precious Resource: Time June 19. 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. and allowed them to make those products great. what was working. but instead as partners… whose buyin to a course of action will be the key component of their success. the prototypical leader of the future will shift from the steely-eyed command-and-control type to one who is more open to feedback…. The first step in good time management is picking your priorities and sticking to them.one who specializes in communication. And. this does make me more optimistic about the progress of women in business and the value we place on their leadership qualities. because those decisions made it possible to focus on the ones they did build. people and dollars. and had their buy-in on strategic moves. The same is true for all of us. Combine the scarcity and importance of this resource. By taking several months to engage them instead in a discussion of what they observed from clients. Thus.Thus.
The key is making a ―100 point‖ plan so that you are the master of your own time. The key to successful time management is proactive planning. skip levels and teaching at leadership development seminars. The trick is to be brutally honest with yourself. I am off a bit. Allocating your time can be the biggest challenge or opportunity for any leader. and the last ten percent is invested in personal growth and development.Define a “100 Point” Plan Time will slip away from you if you are not clear and diligent in your planning. The hard part is sticking to it. and this tracking allows me to adjust course and steer closer to the goals I have set. and then make clear. Often times. For myself. proactive time allocations to maximize this most precious of resources. One size does not fit all. Hold Yourself Accountable Making the plan is the easy part. Don't Screw Up Your Mission Statement! June 19. seminars and board rooms. I encourage all leaders to carefully examine how they invest their time. meeting with my personal coach and other select mentors. twenty percent is invested outside the company learning from others by engaging with fellow leaders in roundtable discussions. thirty percent is invested in building our organization‘s capability and leadership bench through 1:1‘s. 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. 2013 6. 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. For myself. so I encourage you to find the mix that works best for you.046 75 27 inShare286 .
. crewmember or shareholder would know what ―premier value-based carrier‖ meant. we wanted to ―bring humanity back to air travel. When jetBlue was founded in 1999. airplanes had come to feel like crowded.. What they don‘t realize is that these attempts at being aspirational and inspirational often come off as interchangeable and irrelevant.‖ The what? Yes. more than a few have had mission statements are long and flowery. we wanted to transform it into an enjoyable and inclusive experience – in the words of our founder. full of buzzwords and the language of lofty virtue. meaningful mission statement came out sounding like our auditors drafted it. So we went back to the drawing board. More than just making flying more affordable. .‖ In the forty years that I‘ve served on different corporate boards. I‘ve seen lots of businesses claim that they're changing the world.it didn‘t take us long to realize that not a single customer. expensive buses in the sky. David Neeleman. one of our early attempts to craft a pithy. thanks to their forward-thinking products and unimpeachable integrity. The key line declared that our airline would become ―the premier value-based carrier in the Americas.At jetBlue. We had wanted to change that.
This is the art of saying what you mean. How inspired are you when you hear something like.‖ Holmes‘ far-side simplicity is the kind that captures complex ideas in a sentence – or an image. both to your team and to your customers. 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.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. it‘s time to mean what you say. and trial and error. but I would give my life for the simplicity the other side of complexity. rather than loyalty and appreciation. If you‘ve ever achieved this kind of simplicity. Mission statements written in business-speak or soaring rhetoric tend to invite eye-rolling and suspicion. you know it‘s rooted in the hard and often frustrating work of deep thinking. or a product – that anyone can understand. But the simple ideas that emerge from that kind of process can be the most powerful and inspiring. false starts. Once you‘ve done that. ―we aspire to be the premier provider of tasty take-out food while maintaining uncompromising principles. 2013 674 10 1 inShare72 . ―It is our responsibility to assertively administrate timely deliverables in order to solve business problems‖? Or.‖ I‘m constantly reminding myself that if I haven‘t figured out a simple way to explain something to other people. 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. A Simple Plan to Eliminate the Skills Gap June 21. I probably haven‘t figured it out yet.
I put this concept into the graphical form shown. Later. Here‘s what stood out: They all possessed the Achiever Pattern. and after about 100 mid-level manager placements. They were assessed largely on their past performance. but a pattern emerged on that drive home as I pondered the differences between the best and the rest of my first 100 placements. . They were successful in their new roles. so this is the group whose names rolled by along with the LA traffic. People with the Achiever Pattern get assigned bigger jobs quickly and get promoted more rapidly than their peers. I knew they were being promoted or given expanded roles very quickly. 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. The big idea is that past performance – the DOING – is a better predictor of job success than skills – the HAVING. fellowships and write more whitepapers. awards.Many years ago while stuck in LA traffic. speak at more events or have more patents. not what you HAVE. not their skills. I hit upon an epiphany: It‘s what you DO with what you HAVE that counts. About a third had been promoted or were given expanded roles during the first year. They also receive more honors. I had been thinking about this for a while. Since I was working with their managers and many started hiring other people from me.
returning military vets. Listen to the judge: the idea for this was to delay any yes or no decision until all of the evidence was heard. but obsessed with the idea of how to eliminate the ―known‖ requirement as a precondition for shifting the emphasis to past performance. we required the hiring manager to define real job needs as a series of realistic performance objectives. their subsequent performance is highly predictable. 3. Techies still overvalued tech skills. A number of years later the twoquestion Performance-based Interview emerged. I arrived home. A promotion is designed to give the person a chance to develop skills and experience he or she doesn‘t already possess. This question uncovers thinking ability and potential. Use a measuring stick: without some sort of reference point to assess candidates against. This begs the question: why do we naturally over-emphasize skills and experience for the unknown person. approach when interviewing candidates not personally known or referred to them. To gain a sense of this. but flawed. We refered to these as performance profiles or performance-based job descriptions. 2. To address this. like handling a difficult business challenge or overcoming a technical roadblock. As a result of these vagaries of human nature. high potential people who are light on experience. Unfortunately. We eventually found these to work the best: 1. and anyone who wants to make a career move into a new industry without having to make a giant leap backwards to get ahead. (Note: it has been validated both academically and legally.) The process starts by looking for the Achiever Pattern as part of the work-history review. even this wasn‘t enough. executives still overvalued their intuition. The first question involves digging into a candidate‘s major accomplishment s and comparing these to the true performance requirements of the job. most interviewers reverted to their natural. The second question involves a formal discussion around real job-related problems the person is likely to face on the job. and just about everyone overvalued first impressions. consider people who have been promoted. was that this bias to measure performance occurred naturally when the person was known or highly referred to the interviewer. This is The Most Important Interview Question of All Time. It was at this point. but potentially more important. aka the Most Significant Accomplishment Question (MSA). Equally important. 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. even more powerful countermeasures were needed. but minimize it‘s importance when assessing someone we know? Breaking this barrier would open the doors to more diverse candidates. This alone minimized the seductive impact of first impressions. we suggested 30 minutes. exhausted. Here‘s a link for those who want the complete version. especially using flawed techniques. As a minimum. This was enough time for the interviewer to look for the Achiever Pattern and ask one MSA question. Despite the improved predictability of the Performance based Interview. valuable data was gathered that could later be shared. not the list of skills and experience listed in the job description.Less obvious. interviewers would naturally use their personal and unvalidated interviewing techniques.
when you find a job of interest.. use the job post as a lead to find someone in your network connected to the hiring manager. don‘t hit the ―apply now‖ button.) Networking is as much art as science. don‘t hit the ―apply now‖ button. performance-based information became the primary basis of the assessment. Perhaps HR and recruiting leaders should spend more time in LA traffic.. (Here‘s a sample of the Quality of Hire Talent Scorecard we used for this. 2013) Networking Rules! Step-by-Step Phase 1: From the Known to the Unknown 1. (Sign-up for a "how to" and Q&A networking webcast on June 25. . using flawed interviewing techniques. 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%. With this in mind. Instead. (LinkedIn shows you the closest connections. Instead. Find 1-5 people people who can vouch for your ability. here‘s a step-by-step process for building a robust network.. Equally important. The process worked. I called it Performance-based Hiring. Then connect with these people on LinkedIn and request a personal meeting.) By discounting rankings based on feelings or superficial data. . and relying on the collective biases of the interviewing team to cancel each other out. Enforce “listen to the judge” or call a mistrial. Not knowing the job.4. when you find a job of interest. To minimize the impact of biases and emotions. 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. Research by Dr. and getting connected to influencers is hard work. does not seem like a great way to bring on new talent. all of the interviewers were required to share their evidence in a formal debriefing.. Networking Rules! . John Sullivan (FYI. but it doesn‘t need to be haphazard.
Side note: it‘s better to have a list of possible connections to ask about ahead of time. Nurture the network. Become good at presenting yourself. For example. 6. Force the connection. Here are a few ideas on how to get started. 5. 4. Expand your network. Implement Phase 1 and Phase 2 in parallel until you’ve landed another job. Seek advice from others. 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. Personally meet with these people. Note: this is the hardest part of this process. Every function has national organizations and each of these have local chapters you can join. A resume needs to excite the reader enough to want to read it in-depth. Use LinkedIn to find nodes who work in industries and companies of interest. 7. but you‘ll know it‘s a result of your hard work. 2. One way: describe the biggest goal you have ever had that you have already accomplished and how you did it. Prove you’re reliable. Expand these new contacts using all of the appropriate steps in Phase 1. but sometimes the obvious isn‘t to everyone. During this meeting have the person look at your resume or LinkedIn profile for just 20 seconds. Right now I‘m looking at a number of very strong people on one of my alumni groups who stand out as major contributors. Once you get the recommendation to the new person. nor would I ignore their requests to contact me. Pretty soon you‘ll begin hearing about some jobs of interest. . 1. I just found 20 people who are well-connected product marketing people who are members of the same groups I‘ve joined. sales reps. (A node is someone who works with lots of different people like project managers. While Phase I is an important aspect of building a network. 3. you really are a networking rookie. Phase 2: Build a Network from Scratch Prepare a network target list. at least 50-75 people. and VPs. Discuss their reaction and modify your resume so your best stuff grabs their attention. 3.2. rather than asking if the person knows someone who might know someone who is hiring (but do this. too!).) 6. 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. Put your feet on the street. connect and repeat steps 2-6. so be persistent. product managers. disciplined and worth recommending to others. This includes a thank you note and semi-regular contact. Conduct network research. in parallel you need to engage with more people you don‘t know. Have the person ask you The Most Important Interview Question of All Time and then take their advice on how to improve your presentation. For example. but don’t be a pest. You‘ll need to iterate this process 4-5 times with every connection in order to get enough coverage in any given job market. If I was still recruiting I wouldn‘t hesitate to reach out to these people. Be a joiner. 5. The referrer will consider it a coincidence. see some of the great ideas in the comments below and join this group for even more. Of course. 8. Use LinkedIn and join groups in your area of specialty and contribute. if I had to mention this. active participant and leader in organizations of interest. 4. I can now contact them directly through LinkedIn Join and participate in groups of interest. Have them highlight what stands out. like sending an article of interest. You‘ll ask about these people during the meeting.
The ability to bounce back in the face of adversity or failure. As such. With their position and collected experience. can affect how we move forward. There are many elements to consider as we evaluate strategies to effectively lead a group of individuals in today's world of work — but. Efficacy. yes. 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. advises building on the aspects of our work lives that help us garner strength and flourish. The confidence that one can put forth the effort to affect outcomes. A leader's view of a challenging situation. researchers are actively examining the impact of the construct Psychological Capital (PsyCap) in the workplace.939 354 100 inShare4. can positivity play a central role in enhancing a team's outlook and performance outcomes? A growing body of evidence says. but how we process those moments. The HERO resources: Hope. Resilience and Optimism). regardless of how you found it. is of primary interest. The movement. (The "HERO" resources. . This will be helpful to others using networking to land new positions.487 Those who lead or manage others have the unique potential to serve as an energizing force within organizations today. A belief in the ability to persevere toward goals and find paths to reach them. Hope. understanding how leader behavior affects the attitudes and actions of team members. and it‘s likely the way you‘ll get your next job. which stresses the identification of what is "right" within our work lives. Efficacy. including the psychological vantage point or "mindset" they bring to bear upon a problem. they have the ability to influence not only what transpires within our work lives. the celebration of successes). continue to build and nurture your network.Once you have another job. (Emphasizing our strengths. Akin to this theory. Getting started Note to Managers: Positivity Matters June 20. 2013 20. Resilience. PsyCap is comprised of a number of key "state like" psychological resources.
Employees at all levels. Psychological capital has universal benefits. Those leaders that "flex their positivity". have the opportunity to serve as powerful role models. Exhibiting behaviors which express positivity when facing issues and obstacles can be critical.485 47 23 inShare349 . and has revealed that leader psychological capital can not only be significantly related to levels of follower psychological capital. Recent research has explored this dynamic. as well. A generally positive view of work and the potential of success. in stride. Pausing to note accomplishments.) Going forward. may indeed have the ability to change the tenor of the workplace. After the Crisis. These leaders are more likely to bend with adversity and deal with failure. can build confidence. Some implications: Leader selection & development. through the process of modeling. Furthermore. Goal setting. it appears in our best interest to encourage leaders to not only strengthen their psychological resources. Leaders with stronger psychological resources are more likely to develop alternatives pathways to meet these obstacles — a skill that can be learned by followers. It follows. How Do We Move Forward with Our Work Lives? June 11. This in turn can enhance workplace well-being and the achievement of valued outcomes. for example) and the expression of a positive mindset when interacting with their teams. An example of the classic research of Bandura (1977) (which posits social learning through role models) — leaders can help shape follower attitudes and behavior. One explanation for these findings: positivity in the workplace can become somewhat "contagious". that we should explore the potential impact of leader positivity and the associated behaviors on members of their team. maintain energy and enhance self-efficacy. Optimism. Leaders can utilize the power of feedback to build needed resources. 2013 5. training opportunities for leaders can include the development of these resources (resilience and optimism. particularly those who interface with multiple employees. set more robust or challenging goals — and are highly motivated to accomplish such goals. by exhibiting strategies that reflect higher levels of key psychological resources (for example behaviors that reflect resilience and hopefulness. but follower performance. Organizations can readily assess the psychological resources possessed by candidates who will lead or manage the work of others. The development of psychological capital within organizations should not exclusively focus upon leaders — but those in varying roles and levels. Problem management. but outwardly express positivity — and provide model behaviors when interfacing with their employees. Performance feedback. Leaders with higher levels of psychological resources (such as hope).
) There is so much to work through. I deal with work-related behavior — the elements that combine to form jobs and organizations. Take a moment to acknowledge that you. the more trauma I seem to observe. Talk with your team about all that has happened and discuss the changes (both good and bad) that have occurred. Celebrate your resiliency. process. this goes beyond job analysis and process improvement. the trauma is the variety of doubts that infiltrate their work lives. The continued pressure of meeting the needs of customers. Examine hesitancy. (See a discussion of financial PTSD here. The dark clouds are still visible — and the visceral reaction to protect ourselves remains. the fear that the entire process will repeat in the next chapter of work life brings doubt. It is as if on one hand we know the storm might be resolving. each and every day. Yet. However. They hesitate to take risks and make key decisions. Then attempt to rally energy and reconnect in "positive mode". but we still want to hunker down in a place of safety for just a while longer. the mood seems akin to post-traumatic stress disorder. For others. and it walks with them side by side. your team or your organization have weathered – and are still capable of weathering – the storm. and with good reason. then focus forward. and they have become comfortable.I've been observing a trend of late — and it is one that many of us may be struggling with. the same strategies may not enhance our long-term position. The closer an organization's industry is to the "epicenter" of the economic crisis. But in this case. process. Let them vent and weigh the options — for all that it is worth. What we might do: Reflect. Their confidence has suffered. Often this is triggered when we contemplate letting go of the strategies that kept us afloat during trying times. These actions may have been quite effective for the past. and attempt to rekindle hope for the future. as both physical and emotional distress seems to be more prevalent. Avoid self-blame. as much of what has happened was beyond your control. Many find it difficult to shake off all that has happened and move forward as who they once were. They seem saddled with the memory of what they have been through. . During interviews. The frustration of evolving roles or dramatically lowered salaries. The pain of job loss. for some of my clients. Yet they seem frozen within past experiences — looking over their shoulder as they try to press on. Build a forum to discuss ideas that may help the group get "back on track". with far less in the way of resources and support. Process. Interestingly. and the extended uncertainty that has traveled with it. It is the disturbing level of lingering stress caused by the economic downturn. things are subtly improving business-wise.
. Take a moment of pause and reflect on the health of the contract that you have with your employer. :) Now. About four weeks back when we were driving down to ISB for my Term 8. ownership matters.) In times of duress. do so with your team individually. There were three brothers who caught our attention. (More on this in a later post. reach out to a trusted friend. I got a call. The Mango People On Wednesday. Ultimately. We did go the next day and again found these boys and bought mangoes. 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. We went on our way and ate the mangoes right through the week and they were delicious. but ownership comes much after the alignment to one's dreams and aspirations. The call on Wednesday was for that purpose. also because the mangoes they had for sale were quite good. We bought a lot for the week at ISB and for gifting as well. He also told me that his father will setup a vegetable and fruit stall in a month's time and would contact me. is suffering from debilitating stress. expectations and promises are often breached. 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. 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. gave us special discounted prices and kept their word of letting us know if they were closing the stall. so that we could buy another last tranche of Mangoes. Not just that. physician. One of the boys is doing his BBA and the other is doing his Engineering from colleges in Coimbatore. this was their livelihood and their means of fulfilling their dreams. We thought of stopping at the same place on our way back. we spend hours training people on customer service and closing the loop with the customer. so we just drove back home. we stopped at the series of mango stalls that had been setup on Jayamahal Road. Share your situation and get a proper plan in place to affect concerns. so that we continue to remain their customer.. Can you find a connect with the work you ask an employee to do and their dreams ? Yes.. (If you manage others. but there was some traffic blockade and vehicles were backed up for a couple of kilometres. June 19th. They gave us an excellent product. if you or someone you know. Mend the psychological contract. Are you wondering what's so special about this that I need to write it up ? Here's some background ..) Seek help if needed. Then we went the next week again and that's when we got talking. extending the business etc etc and here are two Mango sellers who did all of this with no training. These boys asked us to come back and that they will continue to give us really good quality mangoes. We exchanged phone numbers and asked them to let us know when they were winding up. 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. social worker or coach.. they smartly introduced their father's vegetable and fruit stall.
All the training in the world cannot replace the impact of desire that one's dreams bring forth.Understand your employee and help him or her link their dreams to the vision of the organization and you can sit back and relax. magic happens. align it with their everyday work. between 2 and 5 crores. they couldn’t reach out to the better choices out there. and suddenly there is no longer any reason to remain invested in the 1 to . 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). 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. Facebook. And this post is the result. no internet. 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). 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. Internet. there were strict societal/parental (government) norms and the world was comfortable with the feudal system. 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. Computers. for some it was access to new markets. anyway you figured out that Alliances offered lower transaction costs (another motive). for some it was low cost production. If you can kindle the desire of reaching their dreams in your people. Russian revolution twice. 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. Twitter. governments have relaxed rules. another major motive for seeking alliances. Then came the Industrial revolution. there is uncertainty. new ideas germinated. In our parents’ time marriages (mergers and acquisitions) worked because there was limited awareness. then live-in (joint venture) then either get married or breakup. for some it was access to low cost capital. it set me thinking on how can I draw similarities between all the technical definitions am learning and examples from day to day life …. above 5 crores and the obscene crores segment. both men and women find other cost effective options. And then the rapid technological advances keep happening.
Man. The wiser ones then go the dating. they will get done anyway. 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. It’s a landmark book in many ways and an all time favourite of mine. 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. When people come to me with time management issues. be smart. Hmmmm interesting.obscene crore marriage. No guarantees that the marriage will still succeed. I have recommended that book to many people. it leads to an united front. Deshmukh’s probability) and not burn a hole all over your sari/shirt…. Ugly or happy divorces happen. go steady. The teaching is get to the most important things first and dont waste time on the unimportant and non-urgent. Grow up. Little realising that her team was planning . medium rocks. but she would ask her team members to fill out a daily time sheet of big rocks. …. 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. Infact I have a mini training on it that I have repeated often with several groups. progressive or otherwise depends on many other factors. live-in and be fully informed before you marry. Yes yes I jumped to our favourite bashing boy – the UPA alliance. You know exactly the strengths and weaknesses. so the moral of this post and Term 8 is. whether there is learning opportunities from each other and hopefully if the M&A does happen. before the email-email game starts and a busy nonproductive day goes by. date. Ofcourse this is gender neutral global advise. 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”. huh !! Ok. Krishnan and I had two study-groups around it and I quote from it often. small rocks and gravel …. 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. and whether you have complementary skills. 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. 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. but atleast you improve the chances (Arun and Prof.
an articulate Shakun and both not letting the clear thinking Raghavan to utter a word … Rohit you were sorely missed. so there was no way to stay in touch and I anyway didn’t introduce myself to him in that session. the gang managed to meet him which was almost like being in one of our OYD or CYD sessions. . Then I moved to my current organization and four years back. able to hold an audience spellbound with my conviction. As soon as I knew Vish was from NIIT. An uncontrollable Shalini. She has rectified her approach and the team is coming around. spend the time to explain. Not just me. Venki is my coach. So happy ending in a difficult situation. friend and my first and enduring corporate idol. I asked him if he knew Venki and he said yes. They got it the minute context was provided. communication and leadership skills. 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. S&S just took over. Then I met another close friend of Venki’s nearly 12 years later in Spectramind and he became my mentor and a dear friend. What’s important is for everyone to understand what the team’s priorities are and then let each person do it in their style. 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. Venki escaped me then too.. Your score 100/10 I didn’t think I will get a chance to meet him in this trip. I never managed to meet him through Vish. and also that they were neighbours.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. I also took his ethics lesson to heart and values and ethics became the cornerstone of my career. I had found my corporate guru and I thought then that someday I should be like him. On an August afternoon 24 years back. This was a time when there was no internet. There may be some who don’t understand the priorities or are not bought into them. mentor. Atleast you would have managed to say something. Venki called and we did manage to meet on Tuesday. 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. So he was oblivious of my existence ! Life moved on. when I got promoted I asked for an executive coach. no email and we had to book a trunk call and STD had just been introduced. debate and convince or get convinced. but telepathy worked and just as I picked up my phone on Monday during a break.
Every time we meet you. The rest is history – my team ofcourse just became fans as expected. shared many profiles and when none of them worked out and I told her exactly the type of person I had in mind. When I met him. you brought perspectives that expanded my vision. Venki. from your part of the country. 20 years later. 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. but he doesn’t accept coachees as easily. after looking through my career graph. I had finally tracked Venki down. I said its about “Making a difference”. I do promise to “give forward” and I think you are fine with that. I learnt to be more tolerant of different styles. Your rating on my ordinal scale is 100/10. I can help you :) Privilege of watching transformation When I was asked to summarise what my corporate life stood for. The grid is just that – part subjective and part objective assessment of a professional. you validated my belief that its ok to stick to your values and ethics and the rewards are just. . values based. Please continue to guide and shape my career and we will find more people who can carry on your vision of an ethical.” And I asked her if he was from NIIT and she said yes and I knew. the famous grid developed at GE by Jack Welch and copied widely across. and if you want to improve that rating… We can talk about it.Our Talent Development leader then. :) Thank you for starting me off on the right path and rejoining the journey when I needed your guidance the most…. The challenge is what parameters do you use to evaluate potential. Many organizations have the performancepotential nine blocker grid. you challenged me when I thought I couldn’t think any further. we learn something and that is invaluable. This is a guy called Venki Iyer. you taught me new things and most of all. inclusive work environment. inclusiveness became second nature and I will never forget the lesson on working from my strengths. she said the famous words – “there is one person. 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. 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. this is what happens. 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. 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. I love the whole process of unlocking potential.
displayed their unlocked potential during a leadership meeting. I read this nice fable long long back about how when asked to reduce the Torah to one sentence. 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. if you see dissonance between the role and ability. the big picture view. Without the basic right values. I don’t see a lot of calibration on this – the whole activity gets reduced to a tick in the box. from the “Vadamecum” mornings to hearing you articulate the goals of your department so well. This may be very rudimentary but what is needed is calibration on what each organization defines as potential. chances are that there have been no calibrations of the kind I mention above. . And when you overlay the other complexity of mapping the potential to what is required in the role. accountability. the Master said “Never do unto others what you would not have others do unto you” and that is the essence of fairness. planning for succession. Rohit Malik. or culture and strategy. letting the buck stop with you – all these come by when a person is willing to take ownership. 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. otherwise the Performance-potential grid will be a wasted exercise. since there are always some metrics and some folks to compare against. Someone who doesn’t make false promises. Rohit Sharma. The willingness to take ownership is important since it brings a very different level of involvement – the long term thinking. it has been a privilege to see the growth. another special corporate moment got added to my list :) thanks for the privilege of watching a transformation unfold. but potential is the tricky one. your hidden eloquence finally came out in the open. your genuinity and sincerity just shone through. Yesterday was special for me as two people that I have had the pleasure of knowing for a long time. two is the willingness to take ownership. 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. I sat there feeling so proud and so happy. it leads to mixed results. 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. As you look around organizations and the leaders.
you came in with a brilliant strategy to teach us “competitive strategy” and executed flawlessly. but just getting the chance to sit in the same room with him was great. 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. courtesy Prof Kale !!! For the first time. we sat 10 ft away from Mr. Couldn’t get a picture with him or shake his hand as he left before the session finished. Prof Stiglitz had some compelling arguments about why Walmart’s entry into India is no good for the Indian retail industry.. 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. 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. a two time Nobel laureate. Murthy had come by. our assignment is all done !! Today was a truly a great day – besides the interesting conversation that Krishnan and I could witness. that this organization survives a 100 years and more. like the other great organization. . the Tata group.I attended a Nasscom session today. Without Red Bull Ahmed started the last four terms with a stash of Red Bull cans that helped him keep his energy up. I just hope and pray. especially in the second half. the Infosys campus represents hope… The fact that an organization started with 10. in their board room and Mr. And he is carrying back all of his Red Bull cans this time. And I said this to many people. They will need to find the next generation of leaders to lead the sustaining of hope. Murthy deserves a big “thank you”. Mr. For that alone. Thank God. 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. and fascinatingly enough.000 rupees 25 years back could create a world class campus like this in India spells hope. All that we learnt in our macro economics class at ISB was worth it because I understood everything that was spoken. Ravi Venkatesan was interviewing Prof Joseph Stiglitz. It’s no mean feat. Narayan Murthy ! This conversation was held in the Infosys campus.
the Brazil tickets gave us a tour of all the airline websites. 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. 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. well and truly well. the term nearly went by without anyone complaining about the food (I am ignoring the last day’s lunch). We all love Prof Deshmukh. and we will ensure you scale the heights you choose to. The drive was beautiful – classy road.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. The gala was muted. ofcourse you are suppliers of your time. we got to meet the assistant deans and for the first time I drove down from Bangalore along with Krishnan and Amma. 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. there are no substitutes in place. The visit to Bhaskar’s dairy plant and just hearing him speak of his struggles to setup Creamline dairy was hugely valuable. Prof Kale and Prof Chopra – both of you have raised huge entry barriers with your respective styles of teaching. If in the marketing class we saw the video where some folks in China were sleeping in an Ikea store. We are so glad we didn’t. We owe you ideas and our collective mastermind. PGPMAX and ourselves. perseverance and openness to learning is the bigger lesson for all of us ! Hats off to you Bhaskar. You said in the last class. This term was also about using Ideascale and all of us coming together to think about how to create more value for ISB. To have created an amazingly successful business in 22 years deserves a standing ovation and Bhaskar’s humility. 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. no reasons to get below 120 kmph ! Another first in this term was seeing a deer on one of my . where to target it and how to improve – after we separate simplicity from complexity. your artistry and mastery lies in the fact that each class sounded slightly different but you brought it all around to the opening note. Prof Kumar gave us the macro economic view of FDI in retail and you gave the operational reasons why the “Kirana” stores are needed. 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.
Had seen several peacocks but this is the first time I have seen a deer. You don’t know me. There is a lot of money to be made – the right way. Your forefathers have touched every facet of life for an Indian – and you are leaving a global footprint. In a world that is ready to take every shortcut in the book and innovate a new shortcut to make a quick buck. . 3. The truly rich are those that give freely – and that is why you and the Tata group are truly the richest. If Jamshedji Tata gave India the first 5 star hotel and had to import steel for the dome. And all above board transactions. there are several professionals for whom you are a role model and an inspiration. but like me. 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. his son setup India’s first steel plant and your predecessor. We better choose our seats well. Your value increases manifold when you give freely – think of what you can contribute to developing the community. a brand name synonymous with values. A bigger Thank you for proving again and again and again that doing business ethically is not just possible. to get in all the sights. As you retire from your role as the chairman of Tata Sons. community centric way of doing business is the right way. 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. For more than 100 years this group’s existence is proof that ethical. you stood for values and never taking a shortcut. And time flies. but the only way to do business. If only all the corporate honchos and the corporate gurus can understand this simple truth. exceeded your mentor JRD’s expectations and perpetuated the enduring Tata legacy. Term 5 is a high five …..cycle rides inside the campus. Can’t wait to see what you do to philanthropy !! A new era begins …. 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. 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 …. Thank you Ratan – you lived upto your name. A new era begins The news channels talk of the end of an era …. down road no.
and all the other children not getting any attention. the trauma that they go through. cheating. till they are able to get him out of it – the social cost being the social stigma. has complete monopoly of both his parents emotions. the social cost being all her other relationships. broken homes…. In a relationship each person wants emotional monopoly over the other and the social cost is infidelity. the pain that their child goes through. emotional monopoly has sometimes a bigger social cost and over a sustained period of time. no team dynamics and a terrible culture Just as monopoly in the market has a social cost. sometimes losing the friend like I nearly did in college with Vidya ! At work emotional monopoly turns into something more dangerous – favouritism and bias. divorces.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. sometimes her health. The social cost is again enormous. low engagement. It’s a big price that one pays for wanting emotional monopoly. 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 :) . just born will have complete monopoly of its mother’s emotion. sometimes even the post partum blues. In friendships too some people want emotional monopoly ok am guilty of that and the social cost is losing out on other friends.