This action might not be possible to undo. Are you sure you want to continue?
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
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. sports. 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. manage the highs and the lows. What some . forget your opponents and play against par). health and wellness.The best advice I ever received was not really advice but more of an approach to living. 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. luck is the fortune which occurs beyond one‘s control. Ben Franklin apparently once said ―Diligence is the mother of good luck. and probably many others." although more recently people think of legendary South African golfer Gary Player as the person who coined the phrase. relationships. The harder you work. you can't control a bad break. It applies to several aspects of life: careers. the luckier you get There's some debate about who first made this statement. The idea that the harder you work the luckier you get has always appealed to me even though it seems like an inherent contradiction – after all. That's probably how it was eventually passed along to me.
but those who do find themselves in a place filled with opportunities. I‘ve never been a fan of counting on blind faith or strokes of pure luck to help me achieve my goals. When you work hard on your golf game and improve from a 20 handicap to a 3 handicap. When those opportunities convert into realities. To be lucky is to be in the minority of good fortune. Few people are actually willing to travel the sparsely populated extra mile. there's usually a rich story of perseverance. persistence and dedication to increasing your chances of being at the right place at the right time. 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. more often than not. for example. having not seen the behind-the-scenes climb. proactive networking. there will always be cases in which a person is in fact the beneficiary of a completely random event. does not presume you can guarantee great things will happen – you obviously can‘t cause an undefined or unexpected thing to occur. yet insiders know it was made possible by out-hustling everyone else. This approach. And. The idea that the harder you work the luckier you get doesn‘t guarantee good fortune. outgoing and personable people are typically exposed to a greater number of potential friends or partners than those who make minimal efforts to socialize. You 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 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?). at the very least. are really just improving their odds of being at the right place at the right time.people call luck others call preparation. It's easy to look from the outside to see another person‘s extraordinary success in life. . however defined. The more effort (i. however. but because you're skilled enough to repeatedly hit accurate shots over and over. 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. When it comes to business. you're putting yourself in a much better position to make a hole-in-one. 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. The world often works in weird and unexpected ways. and label it plain luck. outsiders call it luck. work) you put into meeting people and exploring different opportunities. when conditions are perfect you're in the ideal situation to be able to capitalize. but it undoubtedly puts those who make the extra effort in the best position. People who make an exceptional effort at something. dedication and hard work that. However.e. 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. of course. laid the groundwork for that person‘s "lucky" outcome. which by definition puts them in the minority. and there are no guarantees in life. When it comes to relationships. and you can increase your chances of being a part of that minority. for example.
pepper CEOs with questions as their targets do their best to stick to talking points and avoid sweating out. Walt Mossberg and Kara Swisher. and others from around the country who want to be just like them. If you‘re pursuing something big or important in your life. I suggest you do the same! The Dreamer’s Dilemma: Prevent Your Dreams from Turning into Nightmares Silicon Valley is full of dreamers. Lazy dreamers. This week. . I‘ll follow this approach and work as hard as I can to put planned serendipity to work for me. Brilliant dreamers. Silicon Valley is also full of even bigger piles of money to hyperloop those dreams into tomorrow‘s reality. During the day.If there‘s a positive outcome I‘m striving for. Crazy dreamers. the ringmasters. The format is simple. trekked down to a small resort outside Los Angeles to dream big at D: All Things Digital. the Valley‘s leading dreamers and their backers.
. Milli Vanilli winning a Grammy Award. Elon made dreamers feel like first graders held back for another year.At night. technology and the world. Tim Cook (Apple). Dropouts of the game of ―change the world‖ we all signed up to play. founders. dinners and drinks move to poker and pizza upstairs. journalists – and even a few bankers – talk about the future of the internet. Jeffrey Immelt (GE) and Kazuo Hirai (Sony). tweeted: A whopping 82 others agreed by retweeting or favoriting his sentiment. Ben Silbermann (Pinterest). But one session – Elon Musk – captured my imagination and still has it in solitary confinement two days later. knowing we‘d have to give it back after we were ousted for being phonies. Barry Diller (IAC). I‘m not going to even try to put the session into words. Dick Costolo (Twitter). This year‘s interviews featured Sheryl Sandberg (Facebook). and the goals I‘ve tried to achieve. I questioned the importance and relevance of the projects and companies I‘ve spent my working life working on. the founder of LeWeb and a longtime Silicon Valley leader. Jeff Zucker (CNN). Watch it here and I imagine you may feel the same way as many in the room shared the same feeling. Loic LeMeur. where billionaires. John Chambers (Cisco). Or 10. 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.
entrepreneurs and creators. she was asked about hate speech on Facebook. For an hour Wednesday night. discussed our existential need to create more fuel-efficient transport. arcane tax strategies and alternative ways to distribute today‘s content. as Shervin Pishevar so eloquently pointed out as he asked Elon about his hyperloop project ("a cross between a Concorde. 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 contrast between Elon‘s presence and every other CEO was stark. That‘s cool. and an air hockey table. This would seem like mere science fiction if it weren‘t for the fact that he has already done the ―impossible‖ on multiple occasions. yes. Elon announced that the US government is now paying his company. Facebook's Sheryl Sandberg. before adding that it would be kind of cool to die on Mars.‖ he said. on the other hand. a rail gun. it felt as if Steve Jobs had returned to the D conferece. 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. Elon helped us all dream about why multiplanetary life would be so cool. For Elon. and sad. the company‘s mobile strategies and what it‘s like working with Mark Zuckerberg. Elon. Her insight into gender issues in the workplace was awesome and human and important. SpaceX. for the record. But also power marketing for why our youth should become scientists.") The others talked about smaller versions of their current products. ―It‘s difficult but achievable. 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. For any other entrepreneur. billions to haul stuff back and forth from the space station. 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. new ways to get theme park visitors to spend more money. this would be the accomplishment of a lifetime. ―It‘s a fixer-upper of a planet but we could make it work. we awoke yesterday to news that Elon may be dating Cameron Diaz. The only laws Elon holds sacred are the laws of physics. shined.‖ Elon says so matter-of-factly. and I think we should really try our hardest to make it happen. 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. Sickening. it‘s a sidenote.And to make matters worse for our collective egos. But just as the crowd and Twitter was jamming to her inspiration. .
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 I did? What if our kids are like me and can‘t remember 4 of the elements on that table that hung on the wall of my high school s cience class. What if our kids continue to drop out of the sciences. And then flip it for a few pairs of Google Glass and free food. . And makes me feel so stupid. explore new planets and leave the world better than when we entered it. They‘ll want to create the next Minecraft.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. Like.and dated at least a dozen of them. do we need any of the above? Who knows? But what really scares me are the bigger questions. That scares me. or even non-existent. 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. 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. mocking me like the impenetrable bastard it is? I bet Elon knows every one of those elements by name .] What the fuck is going on here? Or for those in Silicon Valley. or finding someone to have an affair with? Actually. 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. [He thinks he should yet refuses to actually call it an ad network as ad networks are out of favor.
I fret about which mobile phone to carry while he builds his dream home on Mars. 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 my dreams aren‘t just business related. My dreams are black and white and released direct to DVD. which isn‘t a good idea. he‘s ripped and would probably beat the crap out of me. how do I start answering those questions? I have no fucking idea. hairy. . And it's the only way you and everyone in that room this week can live. I can only focus on my own reality. So my dreams fit me. Focusing on Elon‘s big. It‘s the only way to live the life I want to live. 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. I know a few things about the internet and marketing and starting companies. They put me in the best position to succeed and make the most use of my time on this planet. I need to stop. And you don‘t either. Because in addition to being a multibillionaire. But what I do know is that I can‘t keep writing like this and thinking like this. They work for me. I‘m focused on Elon‘s dreams and not my own. awesome dreams makes me want to eat a pint of Ben & Jerry‘s Phish Food and punch the guy in the face. Because it‘s hard enough to accomplish my own dreams that it makes my brain melt trying to comprehend Elon‘s. And that‘s about all I know. His are directed by Jerry Bruckheimer and shown on massive IMAX 3D screens. fat.
A dad that doesn‘t roll his eyes or shake his head too many times. You can dream with me here. Sometimes. And even then. Dream about the world you want to create. two things that have been easier said than done over the last few years. and all of us. Elon didn't get into the electric car business because he wanted to. or compare ourselves to. Who are we to worry about. I dream about being a great dad. I‘ve had my dreams. Dream about how you can help make the world a whole lot better tomorrow than it was today. And he was smart enough to see that he had the innate skills and drive to make it happen. of getting there. A dad that is patient and doesn‘t lose his cool. A friend that is present and dependable. is dream what you dream. . others‘ dreams when we can‘t even execute on our own? So all I can do. So here's the deal with the dreamer's dilemma. This isn‘t something that comes easy for me and I want to continue to try to be better. you have a 50-50 chance. and he had a dream that we could have cars that are better for us. Do I think I‘ll see 100% of all cancers cured by the time I die? Not really. And I dream that one day I‘ll be part of the large movement that kicks cancer once and for all.I dream about being a great husband. A dad that is trusted. or could. Success can only happen if your skills and drive are equal to or greater than the scope of your dreams. 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. It‘s easy to dream big. This is my Mars dream. But that shouldn‘t be an excuse stop me from trying. doing this seems harder for me to do than building a vacation home on Mars like Elon. And never stop dreaming. He got into it because no one else would. But it‘s hard to turn those dreams into reality. Dream about the person you want to become. They need to have their own. at best. and all you can do. I dream about being a great friend. And that means being present both physically and mentally for Kass. This intersection of dreams and execution is where the magic happens for Elon.
And with that. And you will have fewer doubters if you also tune into your dreams. If you think your dream should come true and you‘re not violating any rules of physics (or basic human ethics). whatever they are. and then we did that. So I hope they will observe there is a trend here. so many people called bullshit on the Model S it was ridiculous. as Elon did. go for it. give you the inspiration you need to dream in your own way and. Elon. and bring them to life. Some of that change will be great for the world.‖ Elon said Wednesday last night. ― I imagine Elon will have fewer doubters in the future. Some will be great for just your own little world. Or better yet. and thanks for making all of us dream a little bigger. ―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. ―After the Roadster. but then we brought it to market. Tune out the critics. turn those critics into the electric power to fuel your dreams. Congrats. I hereby declare my two days of being completely depressed about Elon‘s inspiring work over. Let Elon. Most will be somewhere in between. Magic Lessons for Retailers . and everyone else who have made some of their dreams come true. as Gandhi said so eloquently.And don‘t let ANYONE or ANYTHING get in the way of your dreams. be the change you want to see in the world. But all of these dreams are important. Then they said you‘ll never make a profit.
Guests can create a Disney profile that can be used to track their history of Disney visits. make meal reservations. reducing wait times and learning far more about how people spend their time. bracelets that park guests can use to access the park. Although millions of visitors come to the parks over and over again. 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. Disney is now able to address a challenge most physical businesses face. Data is being used in ways that are obviously of value to guests. share plans with fellow travelers and ensure that they can access all of the logistics involved with a park visit from their mobile phone. 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 has no idea whether the visitor walking in the gate is a first time guest or a lifelong visitor. interact with characters. purchase items. and when not obvious. customize their trip.Disney World will roll out MagicBands. so privacy concerns are avoided. sign up for fast passes. In addition to the "magical" experiences that Disney technologists envisioned. 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. the bands interact with park features and act as a link to a much broader MyDisney experience. find pictures snapped by Disney photographers and much more. It doesn't know whether different types of guests route differently through the parks. It doesn't have a link between avid online users of Disney sites and games and the people who show up in parks.
they could have prevented the entire industry from going bankrupt as the trucking industry took over. He knew his business was about creating an experience. not the railroad business.S. Cutting Your Frontline Sales Force Could Be a Huge Mistake . Once you really understand how to consistently offer more value than anyone else in your market. But ask Starbucks CEO Howard Schultz. Having a business map really means framing your business in terms that enable you to see opportunities (and threats) that you might otherwise overlook. if railroad companies in the U. He saw the promise of a transitional meeting place between home and work. not just delivering coffee. and he will likely tell you about his trip to Italy. Knowing what business you‘re really in means having a deep and thorough understanding of your customer and the value they gain from you. what business is Starbucks in? Most people would say the coffee business. For instance. where he saw people eagerly meeting in cafes before and after work. The next two questions are: “What business am I really in?” and “How is business?” How is this useful? Back in the early 1900s. you‘ll understand what business you need to be in to become the dominant force in your market. you‘re in a better position to identify where you are now. You‘ll have more certainty about what your business needs to grow now.To create an effective business map. and you‘ll be better able to steer your organization in accordance with that vision. and what it will take to get to where you want to be. Most important. and that was the seed that grew into Starbucks. first ask yourself “What business am I in?” And then drill a little deeper. realized that they were really in the transportation business.
But McKinsey research indicates that as many as 40 percent of customers remain open to persuasion once they enter a store. adding salespeople offers one of the more attractive payback opportunities in retail. Find the right frontline talent . Bolster your sales staff When done correctly. 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. however. Our research into the frontline of retail staff. When the profit margin from up-selling or cross-selling accessories is added. providing extra sales assistance during select hours led to a conversion rate increase of 9%. the cost of hiring a good salesperson is recouped by selling just one additional product per hour on the floor. recouping the cost of the extra human help within an average of 10 to 15 minutes during normal selling hours. Consider the case of home electronics sold through discount stores. for example. just one additional sale every two hours is needed. or $20 per 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. and comparing prices on their own. With tax equivalency approaching. reading online reviews. despite undertaking extensive product research. 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. retailers have been cutting back on frontline sales as volume has shifted online.In the last few years. At one self-help apparel company. Many retailers assume that customers walk into stores for purely transactional purposes: they know what they want and just need to buy it. Retailers without knowledgeable staff on hand to help customers make decisions are losing sale after potential sale. With an average selling price of $200 and an average gross margin of 10 percent.
Our research indicates that. 2013 767 5 1 inShare42 So now that you've been inspired to try your hand at social content marketing.Having staff that understand and enjoy the sales process is critical. In addition. Understanding the content mix that works for your audience is incredibly important and many companies get this very wrong. at most. I break content down to four very general categories: . we found that few retailers provide training with the specificity and quality to effectively support sales associates in their mission to sell more. and you understand your audience and what kind of content may appeal. How are you helping your frontline sales team drive retail growth? The Content Marketing Mix June 02. more than 75 percent appear in the store having done extensive independent research). 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. That leaves even natural salespeople often unable to answer basic questions about their products from potential customers who are increasingly informed (in some categories. 45 percent of frontline employees across multiple retailing sectors have the personality and attributes to be effective sellers. it's time to plan out your content mix.
These types of posts are essential for communicating what it is you are selling. it's posting the specials on cleaning and whitening. the comparisons and the contrasts. like to get a coupon. They are the ones that most resemble the traditional marketing one-way message. where and how of what you are selling. If you are doing content for a dental office. though many companies are trying to create interaction with these by adding a sharing. me" posts. who is behind the product (slightly crosses over to brand. If you are doing content for your consulting business. it's the scientific study that shows a 25% reduction in crows feet. when it is available or goes on special. the benefits. PRODUCT Product type content is the stuff that most people understand as self-promotional. If you are doing content for a rockband. it's posting the concert dates and new singles. when.A. where people can buy it.and even they will be less and less interested as time goes on. etc). If you are doing content for a cosmetic company. comment to let us know how you would wear this. me. it's posting where you are featured as an expert in the Washington Post. It's the who. which I'll explain next) and why people should buy your product. liking or commenting incentive (share to enter a contest. These are posts about your product itself: the features. Product posts are the "me. However. what. . a content schedule made up of too many of these posts will not be interesting to anyone other than already devoted fans . how they enjoy/use your product.
more efficient. 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. They are posts that recognize memes. If you are doing content for a fashion retailer. but they do speak to your audience. more meaningful and better. less alienating. the image went viral because of many factors. They can even help you improve your product. This will give your audience a feeling of personal investment in the product. but a family focused company giving any recognition to the gay . It didn't say. current events and pop culture. less confusing. "Why would YOU give a damn about my product?" but they don't list the features and benefits. which will lead to a deeper relationship and long-term loyalty. but the biggest was that they took a risk. but focus more on the "why" by empathizing with your audience and connecting with them on a more emotional level. BRAND Brand type posts still relate to your product. this is where you showcase the issues and ideologies that people can connect with in order to support that person. Brand posts answer the question. holidays. C. Brand type posts are still product related. providing tools to help them show their team colors.B. These posts evolve over time as you interact with the audience and understand what makes their lives simpler. It listens and learns and evolves with the needs of the audience. LIFESTYLE Lifestyle type posts don't directly relate to your product. When Oreo posted the gay pride cookie. this is where you can connect with the audience's competitive instincts. Oreo took a risk with a holiday that divides many (as gay rights is widely contested). but they speak to how the customer connects to the product rather than the awesomeness of the product itself. more efficient. they talk more about the customer and how they serve the customer's needs. Brand type posts are answering how you are making your customers‘ lives simpler. "support gay rights" or stand up for anything in particular. leading to a wide number of supporters and detractors discussing and sharing the ad. This is where the content gets social. If you are doing content for a public figure. less alienating. less confusing. These posts connect to your audience by recognizing what else is going on in their minds and show that your company gets the audience. 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). If you are doing content for a sports team.
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. which led to setting the left wing audience off to counteract the ire. Memes can be a clever way to connect with your audience. but be careful with the rights to images. 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. but they were meaningful and encouraged more people to share their own stories.and combining it with community). These posts weren't the most shared or liked. One of my clients was asking for their audience to submit a big design project. ideas. we collected supporter stories on how people came to meet and support Justin. but don't get too complex. The next thing you know. We used these stories in a post. Lifestyle type posts are simple to fall back on. Many brands do well aligning to pop culture. it's probably best you keep these posts a small percentage of your content. don't overdo these as they could start to look like desperate attempts at content ideas and pandering. Unless you can be creative about it like Oreo (without looking like a copy cat). Many cosmetic brands will hold contests for their audience to do makeup tutorials. posting them to the blog. These content posts highlight customer stories. 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. . There are several sites online that list all sorts of fun holidays (i. Community type posts are very good at involving your customers in the future of your brand. The results were incredible and some of their most popular posts (good example of using lifestyle .e. feedback and lifestyles. for example) and a too obscure meme may go over the heads of your audience and may offend. a cute. Occasional Lifestyle type content posts will pack a good amount of punch if you post them sparingly. However. COMMUNITY Community type posts focus on your customers and audience. or Best Friends Day on June 8) that could tie back to your product easily or creatively or speak to your particular audiences. Talk Like a Pirate Day on September 19. D. but make sure the memes are known enough and current.Halloween . Facebook and Twitter. sleeper campaign turned into national news and Oreo cookies were top of mind for people again.community was enough to set the right wing audience off. and interviewed and highlighted the really unique ones. When doing the Justin Trudeau leadership campaign. A 'yesterdays' meme will make you look out of date (posting a Harlem Shake video today.
Community posts can also be brand. but they empower your customers to be involved with your brand. Your content planning will move from a daunting. Decotheca. 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. Community type posts most likely won't be your most shared or liked post. they got many more submissions. Accessories.298 . do almost exclusively lifestyle posts (that have a brand bend) and people love them. these four classifications I've outlined are very top level and only to be used as a guideline for your initial content planning. When assessing content. for instance. When they reduced that ask to a before and after photo. get feedback to improve your product. but this approach wouldn't work for everyone. From there. Ultimately. you will break down types of posts even more finitely. bringing in a larger audience. Currently people love the DIY projects the most. "Are You Mad at Me?" June 02. etc. a client of mine who provides design inspiration and guidelines for Canadians who are designing or redesigning their rooms and homes. Design Style Overviews. loving audience spread the word for you. but have broken these posts down to: DIY projects. The overall purpose of content marketing is to build and connect with your audience. A product post can have lifestyle and brand type elements. 2013 39. Design Terminology. As your content evolves. we look at the type of post and the type of content of each post to determine how to adjust and balance going forward. you should let your audience and their engagement and feedback determine how it evolves. THE CONTENT MIX These four classifications aren't black and white.which required too much work. The mix also varies depending on your audience and your own goals. And remember. grow loyalty though involving your customers in your evolution and then help your loyal. but overdoing these would reduce their effectiveness. have focused most of their energy on brand type posts.454 276 141 inShare3. which is important for relationship building. this leads to you being top of mind and increasing your sales or supporters. Color Inspiration. laborious task to a fun and learning experience. Oreo Cookies.
when I briefly locked eyes with my colleague. We sat down. 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. and the question came out of the blue: ―Are you mad at me?‖ Of course not. and I would often have just a short window to get a story into shape for the next day‘s paper. I‘m guessing I was thinking hard about some story as I walked through the newsroom one day -probably furrowing my brow. . since I had to no reason to be. As an editor. I said. wondering what was up. but I realized later what was going on. who was startled enough by my body language to later pull me into a conference room to wonder if the air needed to be cleared between us. I responded immediately. I was puzzled. I faced a lot of tight deadlines. my mind a million miles away -.That surprising question packed a powerful lesson. Sure.
in effect. told me he learned from his father: ―I remember him saying. 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. people will be confused. Because if you‘re serious one day and happy the next. Here was one of them: ―It was when I first became a company president. And then I come back to work the next day. And I‘m at work on my very first day. and I have my first day at work. how confident I was — all those kinds of things. the way I carried myself. cues. that people were watching everything I did. which comes from my interview with her a few years ago. the president of BAE Systems. Do they look concerned? Is something up? The leader who best crystallized this notion for me was Linda Hudson. They won‘ t be able to figure out where you‘re coming from and that‘ll be threatening. Many CEOs have told me similar stories about moments when they realized how much they were.That colleague did me a huge favor. intensely scrutinized by employees who often pay more attention to the non-verbal cues than what their leaders are saying. 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. but the responsibility that goes along with it. I‘ll let her tell the story. ―That was a lesson I have never forgotten — that as a leader. confidence and optimism. From that moment on. ‗Pick a face. And I go to work and wear my suit. 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. If you want to be serious. It was about my behavior. And I didn‘t see that nearly as profoundly when I was leading a functional organization or a smaller enterprise. then you have to be serious all the time. I had asked her about important leadership lessons she had learned. I found myself making much more of an effort to be aware of my body language. and I run into no fewer than a dozen women in the organization who have on scarves tied exactly like mine. the example I set. even if I was on a tight deadline and wrestling with a difficult problem. and to always show energy. the f ormer CEO of Timberland. ―I was the first female president of the General Dynamics Corporation. Here‘s a smart tip that Jeffrey Swartz. But to this day. and often unintended.‖ It‘s a challenge that every leader faces. not only the awareness of that.‘‖ . It really was now about me and the context of setting the tone for the organization. is something that I think about virtually every day. ―And that‘s when I realized that life was never going to be the way it had been before. constantly under the bright lights of a stage. particularly with the team of reporters I was leading. people are looking at you in a way that you could not have imagined in other roles. and it was the first job where I was truly responsible for the performance of a company. and I went out and bought my new fancy suits to wear to work and so on. the tone I set.
The CEOs I interview each week for my Corner Office series offer regular reminders of the power of simplicity. it‘s not worth it for them or for us. If leaders are consistent. at the most. 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. Be Real.Pick a face. say.852 It is a key test for leaders: Can you take complex tasks – like working through countless variables for. the CEO of YouSendit. then their employees can spend more time focusing on their work. I‘ve tried to pick a face – no more furrowed brows – and be consistent. . In last week‘s interview with Brad Garlinghouse. 2013 77. It‘s a short and punchy list – ―Be in. Ever since that colleague asked me the surprising question about whether I was angry. Life is short. I‘ll let him explain what they mean: ―‗Be in‘ is all about passion. he described the new cultural values that he helped develop after he was brought in to help turn the company around. There are so many interesting things we can do in our life.‖ – and it‘s memorable.325 606 279 inShare3. and less time searching for clues in the boss‘s body language. The Power of Simplicity May 28. and I feel like if someone is just kind of showing up. Be Bold.
We were in small groups of 20. ‗be real. We went from $20 million to $100 million in five years. and we should congratulate ourselves. driving the business.‖ This skill – to create simplicity out of complexity – is one that separates people as they move up in an organization.―The second value. If a company has eight values. all the typical ones and then a bunch of other ones. shared the story with me of how he worked with his employees to boil his company‘s values down to just two. So let‘s acknowledge that we‘re going to do that as a team. more than 300 of them. ―And the last one‘s about being bold. as a company.‘ ―We had 40 core values at that point — innovation. What‘s better than three? How about two? Robert LoCascio of LivePerson. It‘s a little Kumbaya-ish. I have seen different cultures in my career that I felt had atrophied and needed revitalization. All the employees. that instinct is almost beaten out of the system. and they were the ones where you just didn‘t feel like people were being real in terms of their communication. But everyone came.‘ is really about being authentic in our communication. and we need to design a different environment. As some companies grow and develop. and helping others is about being reflective and understanding that we‘re in a community here. it‘s a good bet you‘ll be reaching for a scrap of paper to make a list before you head out the door. Be an owner is about us being owners as individuals. and it was a really fascinating process. I remember some people said: ‗I don‘t want to come. and we spent three days doing this cultural evaluation. This is kind of crazy. And now we are going to move forward. and I provided context to the whole thing. We should be very proud. I think great cultures encourage risk and are tolerant of failure. we‘re not trying hard enough. I call it a ―Simple Mindset. came. You‘d sit in a meeting and work through something and think you got somewhere. We can‘t be selfish. Then. If you don‘t do that. and we sat in circles.‖ and it‘s one of the five qualities that I've identified in . 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. where our research offices are. I remember that I had an all-company call and said: ‗You know what? We‘ve done amazing things. if we‘re not failing a little bit.‖ The repetition of ―be‖ helps make it stick. customer first. The first day people were like: ‗I don‘t know what‘s going on here. we started to get more reflective about what all this meant. can the employees really be expected to remember them all? Think about a time you had to make a quick run to the grocery store – if you have to pick up eight things. I t seems to be the sweet spot for what our brain can remember day-to-day.‘ There was a lot of friction. on the second day. And so that‘s where we ended up with our core values. ―I invited everyone into the process. This is dumb.‘ ―And we ended up all going to Israel. but so does the fact that there are only three values. We eventually got to two core values: be an owner and help others. a different company. To me. you‘re going to end up with a culture that is stagnant and not thinking about the next generation of products and experiences.
. stalk them. and to find another business model instead. finding what you love. I think it's important to learn to make something. It could be an app. video tutorial.‖ – to help explain why some people get promoted over others. The key is to find a way to stop selling your time. Or haven't ever tried. Stop selling your time There's a better way . blog.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. in their article Find The Thing You're Most Passionate About. All the hand-wringing about work/life balance. First and foremost. Let's call this the "sell your time" version of a personal business model: You sell your time to an employer. It always shocks me when people don't really know how to make anything. or anything else. . At least the traditional version of a job. Anything.my book -. this is what I'd say: Jobs suck. etc. . YouTube channel. Weird.drawings. and are paid for your time to just grit your teeth and do it. Have you seen examples of leaders putting their ―simple mindset‖ into action? Don't sell your time for a living June 01. Anything. all the way to the top of an organization.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. Turns out this personal business model sucks. and study them. 2013 3.238 33 3 inShare264 If there's one thing I could tell every graduating student. Then study the people who have become successful enough to support themselves in this craft. etc. Then Do It On Nights And Weekends For The Rest Of Your Life. and they pay you for that time. copy them.though it might not be the easiest way. kids versus work. And the important aspect of this personal business model is that you'll be able to make money even if you are sleeping. from 9-5p. in which you do something you sorta hate. 1) Learn to make something. crafts. There's so much conflict stemming from the fact that this is the predominant mode of work in our society.―The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed. table. and meet them. It's something we've all done as kids . Even The Onion agrees.
And if you are just starting out or you are still in this phase. and your work will be as good as your ambitions. For the first couple years you make stuff. It'll also be an opportunity to find small wins in what you do. It‘s trying to be good. It‘s gonna take awhile. It is only by going through a volume of work that you will close that gap. Again.whether that's improvements in craftsmanship. This means you'll want to constantly show people your work. no matter how bad it is. or from finding an audience for your work. But your taste.2) Create a feedback loop with your audience/customers Remember that the end goal isn't to make art. or a customer base. you'll get frustrated much earlier on because you'll think that you suck at it. A lot of people never get past this phase. . But even before you sink years into something. creative work went through years of this. and it‘s just not that good. whoever they may be. But there is this gap. it's to get out of selling your time for a living. you'll want to learn how to make stuff that people actually want. but it takes years of solid practice to be any good at anything. Put yourself on a deadline so that every week you will finish one story. And then 10. is that all of us who do creative work.sometimes you may be picking up early skills that will help you on your own . the thing that got you into the game. We know our work doesn‘t have this special thing that we want it to have. starting as a beginner: ―What nobody tells people who are beginners — and I really wish someone had told this to me . we get into it because we have good taste. but it‘s not. There's a great quote from Ira Glass (of This American Life) about the difficulty of getting good at anything. is still killer. This means you need to create a feedback loop between you and your customers. So even while you're learning to make stuff. this is a skill in itself and may take years to figure out.000 hours (roughly 10 years) to become a worldclass expert. You‘ve just gotta fight your way through. They quit. And I took longer to figure out how to do this than anyone I‘ve ever met. . 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. It‘s normal to take awhile. And your taste is why your work disappoints you. This kind of positive feedback will keep you going. you gotta know it‘s normal and the most important thing you can do is do a lot of work. We all go through this. Most people I know who do interesting. 3) It'll take years to become competent It's been discussed endlessly in books like Malcolm Gladwell's Outliers. You'll want to try and build an audience.
I'm not saying to run off and quit your job right away. You might find that it's better to team up with a bunch of people to accomplish the same goals. 2013 3. the goal is to stop people from both hating and becoming dependent on their work.thing later on. Stop Judging And Allowing Judgements To Kill Your Dreams May 31.ultimately.218 61 15 inShare227 .that's why an early stage startup has some of the same feelings of mission and is appealing in the same way.
I have just started to notice it myself and I am trying to fix it by not judging others either. 2013 50. I also notice it when I judge others. Most people never start their own business not because they cannot or because they do not have a good idea or even lack skills. That is stupid. the press and strangers predicted Elon's failure. I am not surprised. "This is not what you should do. Not even eye contact is allowed between the participants for 10 days.970 . I am trying to protect myself from both judging and being judged so I can see broader and do much more.As I was writing yesterday. I am curious. If you cannot stop others from judging you. which was not always the case. It is because their friends and family judge them and tell them they will fail. I do not mind being judged as "weird" but I do notice it. Had he listened. Most people thought he was crazy when he launched SpaceX.353 336 114 inShare1. 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. nobody judges you there. The Dreamer’s Dilemma: Prevent Your Dreams from Turning into Nightmares May 31. Judging is a dream killer. He also sells more than $1 billion in rockets every year to NASA. 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. Someone recently judged me about learning to meditate. Musk is said to have first thought the SolarCity idea at Burning Man. for others and for yourself. you can at least become aware of it and protect yourself from it. I thought about this as I meditated today. It is the most creative place on Earth for a week. Elon Musk launched two fully electric cars and made them profitable while everybody was telling him he was going to fail. he would have just stopped pursuing his dreams instead of making them come true. So they do nothing. Why would you ever want to do this" and so many more. I have read Ben Casnocha's excellent posts about his meditation retreat and his follow-up post a few months after. making out to be weird — if not scary. I always want to learn new things. Friends. 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.
Dick Costolo (Twitter). This year‘s interviews featured Sheryl Sandberg (Facebook). Barry Diller (IAC). . 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. During the day. technology and the world. dinners and drinks move to poker and pizza upstairs. But one session – Elon Musk – captured my imagination and still has it in solitary confinement two days later. pepper CEOs with questions as their targets do their best to stick to talking points and avoid sweating out. the Valley‘s leading dreamers and their backers. 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. founders. John Chambers (Cisco).Silicon Valley is full of dreamers. trekked down to a small resort outside Los Angeles to dream big at D: All Things Digital. Walt Mossberg and Kara Swisher. where billionaires. Crazy dreamers. Jeff Zucker (CNN). Jeffrey Immelt (GE) and Kazuo Hirai (Sony). and others from around the country who want to be just like them. This week. Brilliant dreamers. the ringmasters. Ben Silbermann (Pinterest). Lazy dreamers. At night. Tim Cook (Apple). The format is simple.
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?
So my dreams fit me. They put me in the best position to succeed and make the most use of my time on this planet. A dad that is trusted. They work for me. 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. I‘ve had my dreams. Sometimes. Because in addition to being a multibillionaire. And that‘s about all I know. And you don‘t either. I‘m focused on Elon‘s dreams and not my own. hairy. I dream about being a great husband. fat. I know a few things about the internet and marketing and starting companies. This isn‘t something that comes easy for me and I want to continue to try to be better. 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.What if we create political organizations to do good but mess it up so royally that people pull out right away? What if Elon pulls out first? What does that say for the rest of us? What if I'm not invited back to D? What if I'm ousted as the phony entrepreneur I am who just got lucky building stuff that wasn‘t important? What if? What if? What if? What if? Man. he‘s ripped and would probably beat the crap out of me. But what I do know is that I can‘t keep writing like this and thinking like this. Because it‘s hard enough to accomplish my own dreams that it makes my brain melt trying to comprehend Elon‘s. doing this seems harder for me to do than building a vacation home on Mars like Elon. awesome dreams makes me want to eat a pint of Ben & Jerry‘s Phish Food and punch the guy in the face. And it's the only way you and everyone in that room this week can live. . Focusing on Elon‘s big. which isn‘t a good idea. how do I start answering those questions? I have no fucking idea. They need to have their own. It‘s the only way to live the life I want to live. I need to stop. I can only focus on my own reality. And that means being present both physically and mentally for Kass. A dad that is patient and doesn‘t lose his cool. And my dreams aren‘t just business related.
or could. and then we did that. so many people called bullshit on the Model S it was ridiculous. So here's the deal with the dreamer's dilemma. And I dream that one day I‘ll be part of the large movement that kicks cancer once and for all. turn those critics into the electric power to fuel your dreams. And don‘t let ANYONE or ANYTHING get in the way of your dreams. ―After the Roadster. You can dream with me here. of getting there. It‘s easy to dream big.I dream about being a great friend. as Elon did. This is my Mars dream. but then we brought it to market. And he was smart enough to see that he had the innate skills and drive to make it happen. Or better yet. But it‘s hard to turn those dreams into reality. go for it. A friend that is present and dependable. Elon didn't get into the electric car business because he wanted to. This intersection of dreams and execution is where the magic happens for Elon. and all of us. So I hope they will observe there is a trend here. and he had a dream that we could have cars that are better for us. Tune out the critics. and all you can do. If you think your dream should come true and you‘re not violating any rules of physics (or basic human ethics). at best. is dream what you dream. Then they said you‘ll never make a profit. ― . Dream about the world you want to create. Do I think I‘ll see 100% of all cancers cured by the time I die? Not really. Who are we to worry about. He got into it because no one else would. Success can only happen if your skills and drive are equal to or greater than the scope of your dreams. others‘ dreams when we can‘t even execute on our own? So all I can do. And never stop dreaming.‖ Elon said Wednesday last night. ―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. or compare ourselves to. two things that have been easier said than done over the last few years. Dream about how you can help make the world a whole lot better tomorrow than it was today. you have a 50-50 chance. Dream about the person you want to become. But that shouldn‘t be an excuse stop me from trying. And even then.
and bring them to life. I hereby declare my two days of being completely depressed about Elon‘s inspiring work over.I imagine Elon will have fewer doubters in the future. as Gandhi said so eloquently. 7 Ways To Make Your Customers Smile May 30. Elon. Congrats. . Most will be somewhere in between. I am not suggesting you make your brand a laughing stock. be the change you want to see in the world. Let Elon. and everyone else who have made some of their dreams come true. whatever they are. but making your customer smile at some point can‘t be a bad thing. a smile on anyone‘s face has got to be worth going the extra distance. Some of that change will be great for the world. I thought there must be other great ways that companies big and small can add in a little humor each time they touch a customer in some way. give you the inspiration you need to dream in your own way and. And you will have fewer doubters if you also tune into your dreams.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. But all of these dreams are important. And with that. Some will be great for just your own little world. 2013 20. and thanks for making all of us dream a little bigger.205 202 81 inShare1.
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. with little messages saying things like ―off to the races‖ to amuse you while it searches for a moment. how can you make that a better experience and make them smile? It may be something simple like the sign off. why not write something a bit more creative. this for many is the first touch point from your brand. Unsubscribe Messages Rather than the customary ―we are sorry to see you go…‖ message. Generic Email Contacts Many companies have a generic email address that is used on their website such asinfo@xxxxxx. 4. Your Online Personality As so many people do their research online before they actually buy a product. A Google Adword campaign can be more effective if the message catches your new customers eye by making them smile. How can your brand be a little more creative here? Sayhello@xxxx. and probably thousands of others that have had the pleasure of receiving it directly too.com. a daily quote or even a brief joke? 6. they are about to leave your subscribe list. why not? Sorry I couldn't embed this one. so it‘s your last chance to keep them. 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. 2. It made me smile when I read it.com. "Thanks from your personal online shopping companion. 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. why not post amusing messages that pop up when your visitor is waiting for a search result to finish? HubSpot do this well.Here are a few examples of how you might add humor to your brand and spread a smile across your customers' face: 1.com/best-unsubscribe-ever/ 5. This video takes it to the extreme but if it works. When they get to your website. . great choice of product I must say!‖ 3. http://waldowsocial. Telephone Automated Messages Whether you are choosing from a menu or on hold.
CD Baby also have another way to get a message to them listed on their contact us page. People say. 2013 18." After the speech. There is a fine line telling the truth to make your customer smile and not going overboard and ending up in a pickle like Ratner did. it‘s by homing pigeon! 7.881 314 88 inShare1. which very nearly resulted in the firm's collapse. 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.com could be a more inviting alternative.orchiefhelper@xxxx. Ratner resigned in 1992 and the company changed it‘s name to Signet Group. "How can you sell this for such a low price?". as long as it‘s appropriate and just the right amount to suit.95. all for £4. When Gerald Ratner made a speech at the Institute of Directors in 1991. the value of the Ratner group plummeted by around £500 million.518 . 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. Leave Them Laughing: 4 Things To Remember in your Presentations May 20. 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. But be warned. I say. it doesn‘t always work. "because it's total crap.
Avoid too much information Too much information with several different line colours adds confusion to the audience. but it also have a very serious side to it too. what are the main ingredients to keeping your audience not only awake. and then bang. but you had a good time. at a seminar or conference. but every presentation should have some humour in it somewhere. the few words and numbers on there are simply for you the audience to look at and maybe a prompt for him. I plan to get my first laugh within the first 1 minute of my presentation. Take a look at this video of Steve Jobs presenting. Add in a bad presenter and you have the perfect recipe to put any insomniac to sleep with boredom. 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. That‘s why we have canned laughter on sit coms. we probably would have all laughed. right on the very last slide. then it will always lose out to the maybe empty but funny presentation. If the best content rich presentation has no humour. so give your audience permission at the right places. ones packed with pie charts. delivered to you from his heart. but engaged. so make sure that you grin broadly or laugh with them to encourage laughter at the right places. so plan where and how that humour is going to be delivered. As the presenter didn‘t smile or laugh at that time.You have probably sat through many a boring presentation. the slide your audience will remember you by. but nothing else. Audiences all over the world want one thing from a presentation. Try using a handful of funny images or very short video clips rather than risk a joke falling flat. leave them laughing. There is very little information on his slides. . then they are scattered at regular intervals throughout. to tell us the viewer when to laugh! Listening to a very serious presentation some time ago. to be entertained. Had the presenter laughed. way too much text and cheap clip art. So if it‘s your turn to present to the team. Its just human nature. Tell us to laugh If you don‘t give your audience permission to laugh. where you probably didn‘t learn a dot. Instead. the words are all in his head. they probably won‘t. This last slide is so important. felt stupid and maybe even callous because we hadn‘t been given permission for our outburst. there was a funny bit. inspired and ready for more? Minimalize your slides. those of us that did laugh.
you must practice. Steve Jobs also always included a ―just one more thing‖ slide. Start Engaging: The New Rules of Selling May 30. you are all but finished. and your final slide. Lastly. As you wrap up your presentation. have a ―Just one more thing‖ slide and tell the audience. it really knits everything together.Your Columbo finish Lieutenant Columbo always said at the very end of asking his suspect questions. your close. but focus on practicing your first 2 slides. 2013 27. On the day of your presentation. run through your notes. ―and finally…‖This will ensure that they know you are drawing to a close. Those are the two important areas to win or lose your audience. I like to tell a very short story at this point to demonstrate a real life experience about what I have been presenting.908 . practice and practice again. ―Just one more thing‖.358 256 98 inShare1. Stop Shouting.
adding. when — Whoah! — I did not want that in front of my face. There are few shrewder observers of trends in marketing. than Lazerow." is Michael Lazerow's perfect description of how I feel on seeing my screen invaded by a Pop-Up ad. You can watch a soundbite from our conversation here: I strongly agree with his main point.FM at the Nasdaq Marketsite about the new rules of selling in the era of social media." Indeed. I recently interviewed him for Newswire. the traditional model of advertising is fundamentally broken. Kass. social age. Could they have come up with anything more annoying or more likely to turn off potential customers? "We are living our life.When the Mad Men of advertising first went online to try their hand at selling. and sold it to Salesforce where he is now Chief Marketing Officer of Salesforce Marketing Cloud. feeling good. who co-founded BuddyMedia with his wife. . that the Pop Up ad shows that in the digital." Lazerow told me. shouting at me. they invented the PopUp advertisement. Back in the days of Mad Men. especially the online sort. "That's why we hate it. the question advertisers asked was essentially "how many people can I reach by shouting at them and shoving it down their throats. doing our thing.
Yet in my experience. The Economist article lists a whole series of examples. it boils down to one word: "engagement". that is easier said than done. Obviously. says an Accenture report entitled Turbulence for the CMO.‖ True.‖ The biscuit baker‘s reward? 16. So let me summarize what some of our newest research has found. 2012 13. and start shouting.000 Facebook likes.000 retweets and 20.000 books in Amazon on the topic of leadership. including my favourite. you are going to die as a brand. But what does it mean? For Lazerow. "If you are not producing content that people engage with.808 There are more than 10." What Makes a 21st Century Leader? October 18." That means producing genuinely interesting content. That spells trouble. a tweet when there was a power blackout during the Super Bowl. . I've read many of them. 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. the goal of engagement for a marketer is to figure out "how do you as a brand get into the conversation. there are a growing number of successful engagements by brands. You can still dunk in the dark. that people want to share on Facebook or talk about around the water cooler. 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. Lazerow mentions the "beautiful photography of Burberry" and Virgin's use of celebrity stories as particularly effective. But even leadership development experts can't possibly read them all.So. far too many brands still defer to their inner Mad Man. by Oreo cookies:―Power out? No problem. what is the new golden rule of selling? For Lazerow.704 453 137 inShare1. As Lazerow warns.
21st Century Leadership Competencies As this data shows (directly from more than 700 companies who participated in this research). It's just very hard. but at its core leadership has not changed.Our research shows that 21st century leadership competencies are different. core .
however. They never stop learning.leadership skills are being complimented by new strengths . understand how to innovate. their discipline. great leaders seem to have an uncanny ability to "see the right direction. But they also have an optimistic outlook. chances are you're a great leader (or becoming one). for example. 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. . Underlying these competencies. 3. and stay very close to customers. Today's leaders make faster decisions. their customers. They understand their people well and know how to being diverse groups together. you better find the right place to fit. They're no longer just "great general managers. Much research (by SHL. questions your own thinking. Great leaders are hands-on. Their newest leadership program asks rising executives to spend at least 7 years in the same business area. And what makes people follow you is that you have "common sense. to force managers and leaders to get to know the business you're in. you're not keeping up. fast-changing. Great Leaders are Learners. They have an ability to "see the future" in a way that others can understand. because once the environment changes (and it always does). Today's strong leaders come from the business and they understand the domain. These people always study their market. Great leaders see reality. What makes you a leader? People follow you.capabilities to deal with a more diverse. Great Leaders have common sense. the world's #1 assessment company and others) shows that great leaders always see a "way out" of a problem." "Common sense" comes from experience. and always tries to learn from mistakes? Or are you the one telling others what they need to learn? If you are the former. global workforce. you'll fail. They don't wear rose colored glasses. our research shows that five things really matter: 1. judgement. It's often called "learning agility" in the HR field. 2. and a practical way of understanding how problems are solved. If you're the latter. Great leaders are Realists. 4. has greatly reduced its management rotation process (as have many other companies)." GE. Are you the type of person who reads a lot. and their own organization." When a problem arises. But also Optimistic. Great leaders understand that they are constantly learning.
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
If your counterpart acknowledges that his behavior was a breach of integrity and that he should have called you. Then. For example. For example. The key is that you clearly express what you need to close the issue. the relationship. Check the commitment. and integrity. but it pales in comparison to the damage caused by holding your counterpart to a commitment she believes she didn‘t make. and the hurt. Negotiate a recommitment. 3. he might have gotten an urgent request from a customer that you agree takes priority over an internal meeting. At worse.‖ There are three levels of confrontation. It helps you evaluate whether or not the causes for the breakdown arose after the promise and were thus unforeseeable. you seek to restore coordination. Ask what happened. then discuss how to avoid repeating this in the future. When you confront productively. you may confront your counterpart about the fact that he didn‘t let you know when he decided not to attend the meeting. and you follow through to resolution. and feel at peace. Every productive confrontation includes a request for resolution. or it may include additional conditions. He might have an excellent reason for not keeping his promise. You repeat your story over and over. if she called you at the last minute. Many problems result from miscommunication at the time of commitment: You think you requested X. or not at all. At best. 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. 2. integrity means ―no surprises‖ and one can preserve it even when one cannot deliver on one‘s commitment. If he argues that . For example. You address the person directly. If this is the case. Here are three steps for a productive complaint: 1. For example. It‘s much harder to justify the lack of an early warning. The next time you get a commitment from this person. then you can accept his apology and move to negotiate a recommitment. This serves as your ―signed contract. Your goal is to repair the task. you realize that your counterpart is not trustworthy and you can responsibly decide what you want to do about it. you seek to soothe your anger by criticizing another. You might attack the person you blame for your problem or even criticize him to third parties. you may confront your counterpart about the fact that he did not show up for the meeting as agreed. your counterpart thinks she promised Y. The second level concerns trust in the relationship. Besides helping you understand the other‘s perspective. ask why.When you complain unproductively. inquiry shows respect. restore trust. The other key is that you ask for what you really need to close the issue. You end up full of negative assessments and righteous indignation. Your goal is to prove that you have been wronged. you end up with a new agreement that closes the matter. You confront only once. trust. e-mail her a summary with a request to confirm or correct it. As I said in my previous post. This may just be to recommit to the original promise. The first level concerns effectiveness in the task. summarize the agreement and verify that she concurs.
rather. If your counterpart insists that he didn‘t have to call because the absence ―was not his fault.831 109 30 inShare611 . then you must proceed to the next level.he didn‘t need to call because he had a good reason to skip the meeting. 5 Keys to Great Storytelling: Lessons from Barbara Corcoran June 03. you give him an opportunity to correct matters and reestablish trust. the relationship. A person who breaks a commitment affects the task. Therefore. The promise came from him. he‘s obligated by his own word to honor it. that your counterpart receives it with grace. 2013 10. therefore. of course. Provided.‖ you might confront him about the meaning of his commitments. The third level concerns integrity in the person. it should resolve them. and his integrity. a productive confrontation shouldn‘t create conflicts. When you confront him with grace. letting you know of the problem as soon as he finds out and trying to minimize the consequences for you.
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.
helping sove problems. you'll notice when your connections. Invest your time up front in these relationships. think not of the sale but of the help you're providing to someone whose needs you've uncovered online. If you're paying attention. Pay attention to what your prospects are saying 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. Whether your job is to sell cars. Help people solve those problems. or widgets. Listen carefully.After considering a few models. This is your specialty. Long before social media. Demonstrate your expertise and your willingness to help. And as I said. 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. insurance. If you're listening well enough. you absolutely can use social media to your advantage. antiques. DOD wanted to share this sale on social media. listening and engagement is super important at the early stages of the sales funnel. The Mobility Resource credits social media with driving over $300. Uncover problems and needs. Now. 3. so they took a photo of Cakir and her new car and shared it on Twitter (pictured above). Those are the 5 key steps to selling anything using social media. there was relationship-selling: listening. it's essential to ask for the sale. Social media purists will tell you that it's all about listening and conversation. Monitor their social feeds. Use social networks such as Twitter and LinkedIn to find prospects and get to know them online before you even think about selling something. and closing. Rock and Roll Fantasy Camp credits social media with driving 25% of its $6. Here are five simple reminders about the best processes to use when selling through social media: 1. Cakir wanted to see a car suggested by DOD and soon after she decided to buy it. But just like hard-selling doesn't work in person. camp. But in the end. especially when the conversation has nothing to do with what you're selling. 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. you'll note that these are also five key steps to selling anything . 4. without asking for anything in return. Show your friendship first.anywhere. it doesn't work with social media.000-a-pop sales to its four social media sites.000 worth of sales of adaptive vehicles in the last quarter alone. homes. there are lots of social . Likeable Istanbul selling cars on Twitter is just one of many examples. That's your opportunity to engage further in a conversation that will lead to a sale. 2. Ask for the sale. great questions and great care. using great content. and whatever it is you're selling. 5. whether through an online link or a request to take the conversation to a phone call or even an in-person meeting. Engage when you feel compelled.000 silkscreen up for sale on Facebook. Build relationships first.
612 493 inShare7.293 .networks and technologies and tools that may overwhelm some people. The Secret to Putting Together an Insanely Successful Team May 28. 2013 222. But to those people who embrace it all. it allows you to sell at greater scale and efficiency than ever before.517 1.
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. 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.‖ Can‘t argue with that.) Those words are: ―Hey.
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. many of us prefer to spend time with likeminded individuals. Frankly. And we will have accomplished a great deal on increasing opportunity and diversity. this is particularly true if it‘s a difficult job or a stretch assignment.and then wrecked everything in a frenzy of secret schemes. our goal is simply to put the best team in place. Raymond Felton.. When I have built business teams in the past. simply because of its appeal as a Wall Street whodunit. they will almost certainly be beaten by teams that have more diverse player skills. And I have also worked to include diverse backgrounds. ethnicity). 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 tried to round out the group by including a visionary. a client advocate and an ―historian‖ as part of the team. The book chronicles a gifted group of Indian and Sri Lankan immigrants who rose to prominence in the U. whether acquired (time spent abroad.. to prison.S.Research has shown that the best performing teams are diverse teams. 2013 23 0 0 inShare3 Over the past few days. a skeptic. . it‘s just easier. The power of diverse perspectives is such that diverse teams outperform non-diverse teams…. So let‘s take this to its logical conclusion. You Will Keep This Confidential June 04. But would they be a national championship team? No way. Rajat Gupta. Look for the book to pop onto bestseller lists. to name a few. And it‘s also easier for me to picture how somebody who looks like me and sounds like me will get the job done. Ty Lawson and Kendall Marshall would be the best players. In any random group of UNC basketball players from the past it could well be that Phil Ford." a fascinating account of ambition gone bad. a doer.‖ we will have accomplished a great deal on improving company performance. -. our goal is simply to put the best person in the job‖ to ―Hey. I‘ll admit it: I often do. But humans are human.and they outperform even more capable teams. Jimmy Black. If we can change our mindset from ―Hey.with a basketball example. And that‘s because they're all point guards. When left to our own devices. I've been devouring an advance copy of "The Billionaire's Apprentice. While arguably possessing the most valuable skill set on a team. time spent at competitors) or innate (gender. betrayals and insider trading. because I can imagine how I would do it..
taunting them periodically for not knowing more. praising their insights on many occasions. Life was a constant hunt for the best perks. elite players in tech. Again and again.of his informants. Rajaratram also played to the vanity -. Rajaratram and his business entities paid handsomely for money-making tips. There isn't much ideology or conscience. the first few steps toward competitive espionage now seem to be traveled with an eerie calm. Once the villain is in action. But guess what? The Galleon boss's informants rode the same roller-coaster of money and ego in their day jobs. people strained to please whoever was rewarding them the most. Along the way. Yet no one felt enough remorse to back out. As seen in the Galleon story. the informants at the center of Rajaratram's web ended up grotesquely compromised. Such eagerness might be mistaken for lasting loyalty. the first few interactions with Rajaratram's world are justified as legitimate social mingling or business prospecting. confidentiality has become a strangely rubbery concept. A huge gulf has arisen between stated policies and actual conduct. We learn quickly that the big beneficiary of each leaked secret is Galleon's founder.As author Anita Raghavan explains. By the book's account. ideology. consultants and tech executives all work at firms with strict dataprotection agreements. So they resorted to mobile phones registered in a gardener's name. Others decided it wasn't safe to chat via regular channels. Eventually. of course. In business settings. finance and consulting are retooling their networks all the time. Rajaratram. though.and insecurities -. Over time. The craziness persisted until the end. Everything is transactional. Even minor characters in the book treat "confidential" as a genteel relic that can be ignored with impunity. but that would be a mistake. the largest paychecks and the most adulation. Allegiances could be transferred. most tipsters didn't regard their sub rosa work for Rajaratram as fundamentally different from their regular careers. at any time. . His hedge fund repeatedly seeks wormholes into tech companies' internal data. Some accepted payments under pseudonyms in hastily created foreign accounts. money and ego enter the picture. in which people who gather information for a foreign country are knowingly breaking the laws and ignoring their instinct for self-preservation. 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. conscience or ego. Spying doesn't happen unless agents are deeply motivated by money. As former CIA agent Jason Matthews explained in a recent Wall Street Journal essay. That's not done lightly. There aren't any lifelong "home countries" or enemies. to someone new who was offering a better deal. It hardly matters that bankers. on the chilling belief that it's easy to get rich if you can see tomorrow's earnings announcement a day ahead of time. spying historically has been regarded as rare and dangerous stuff.
But I see a host of areas where greater care could pay off. Shortly after I graduated and left Ann Arbor the program withered back to where it had been before I was engaged. training and a shared recognition that confidentiality must be taken seriously. It was painful to see and I vowed to never let that happen again.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. but grew significantly in both the number of students engaged and the quality of the experience for all participants. 2013 7. . Firms that build a culture around taking good care of sensitive information will reap the rewards. How Are You Planning for Your Succession? June 03. starting with more careful hiring. So does vigilance.either at Galleon or elsewhere -. Character matters.can't be stopped by a single action.903 73 29 inShare407 In college I developed a service learning program that took University of Michigan students to a local prison each week to teach creative writing. It had existed in a smaller form before I took it over.
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. Economies in Perspective) June 03. A clear and well-articulated mission . Several years ago. A talent pipeline – We have supported and developed staff to be able to grow into management roles. They also raise real resources – about 25% of our budget. over the last two years we have set the table for the change with specific investments including: An updated strategic plan to provide stability during the process and a clear initial direction for the new CEO. I shared with the board my intention to leave at some point in the next chapter of the organization‘s development. 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.Taproot‘s board pushes back and asks the hard questions. To that end. Experienced executive directors run Taproot‘s local offices and built the local community around them and not around me. We published our new book. but having made these investments gives me the confidence that the Board. An exceptional executive management team. Executive Management Team and army of ―Roots‖ (as we call our employees) is set up for success.360 21 9 inShare67 . 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. Powered by Pro Bono. In addition to the ongoing investments in succession.Communicating and living our mission. vision and values. We are not done with the process and will surely learn as we go. 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. we made very intentional investments to create: A strong board of directors that is independent from the founder . Relationships with nearly 200 institutional partners – I don't manage a single one of them. Planning for change has made it easier for me and for the team to imagine a thriving Taproot without me in the daily mix. 2013 3. What I Learned in Italy (Or. This month is my last month at CEO and will then spend the following 12 months as a senior advisor. 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. vision and values.Succession planning was core to the design of the Taproot Foundation since its first year. 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.
S. but there is really nothing new under the sun. When locals found out what I did for a living. they wanted to know when the rotten U. Yes. Let‘s review. there has been a flurry of turmoil seen over the past week and a half. Ireland. 10-year treasury yield increased to 2. economy and my thoughts as to when the tide might turn for Italy and the rest of the PIIGS (Portugal. recovery would accelerate. I keep thinking of an Italian saying. The U. where the economy is still in dire straights. interest rates on government securities across the globe have finally started to rise.2 percent. ― Niente di nuovo sotto il sole‖ (nothing new under the sun). "Japanese stocks plunge!". Bond market crash: As predicted for the past two years. it has been long-telegraphed by improving economic conditions. travelers found out what I did for a living.S. using a QE-type of bond buying and by doubling the nation‘s monetary base.S. the worst monthly performance since December 2010. but the gains accelerated after the recent Bank of Japan pledge to drive up inflation to 2 percent within two years.6 percent at the beginning of the month. Despite scary headlines during the time I was away ("Bonds dive!". When other U. While the price drop and yield increase may seem dramatic in the short-run.I'm just back from a trip to Italy. "QE to end!". "Jobs report is key!"). Yes. Life is always a matter of perspective.S. Greece and Spain). "US growth lackluster!". Japanese stock correction: Investors started buying Japanese stocks last fall. up from about 1. the Nikkei 225 has . Italy. they wanted to talk about the U.
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. The central bank has said that it would maintain its low interest rate policies at least until the unemployment rate drops to 6. The pullback in government spending at the local. the government will release a monthly jobs report on Friday. 2013 9. Still. concerns are mounting that the Federal Reserve will have to taper its bond-buying program (―Quantitative Easing‖ or ―QE‖).4 percent from 2. compared with earlier expectations that interest rates would not rise until mid-2015. but it remains up more than 25 percent this year. 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. Such action would lead to higher bond yields and lower bond prices and could potentially jar the equities markets as well. but many are now predicting that 2014 could be the year that growth returns to the post-World War II average of 3 to 3.5 percent. QE to end: As signs of recovery continue. bond market futures are pricing in a Fed rate increase in late 2014.5 percent. While there is no doubt that QE will end.5 percent and the second quarter is likely to remain muted.5 percent. as aging baby boomers retire. about one-third of the decline is due to the severity of the recession and the weakness of the recovery.000 in May. Helping to boost the numbers could be a resumption of larger growth for the construction sector. state and federal levels has been a headwind for growth during the recovery. Right now.121 139 39 inShare519 .fallen 17 percent from its May 22nd peak and saw its first monthly decline in the past 10. It is expected that non-farm payroll employment will increase by a 165. due to sequestration spending cuts. US growth: The government revised down its original estimate for Q1 growth to 2. The plunge in the participation rate to late 1970‘s levels has mostly been driven by demographics. As economic conditions improve. 5 Career Lessons I Learned in the Amazon June 05. some investors are worried that the Fed may withdraw stimulus sooner than later. the timing and magnitude of the action is in question.
I even studied two years of college Italian in preparation. I knew this would be a once in a lifetime opportunity. I would repeatedly draw on lessons I learned in the rainforest. and hopped on a plane to the Amazon (actually. One of my favorite things about the Amazonian area in Brazil where I lived was the spirit of . I thought it was fitting to share five valuable lessons I took away from living in the Amazon. First. I decided to pick the program furthest from any of my previous experiences: a semester studying Amazon rainforest ecology. 2. and now Change.8 million people took action on Change. and a boat). from Yahoo! to Google. even bringing their case to the Supreme Court a decade ago – to no avail.I always knew I wanted to do a semester abroad in college. Advocates have tried to dismantle the organization‘s anti-gay membership policy for decades. a bus. the incredible organization that runs the School for International Training and hosted my Amazon trip all those years ago. Unsure what lay ahead. Other Scouts successfully called on AT&T. I‘ll be speaking on a social innovation panel hosted by World Learning. I was reminded of this experience because this week. said goodbye to my parents. Welcome everyone – they may have something to teach you. In one area we visited. poisonous snakes lived nearby our sleeping area. we had to first remove the tarantulas.org – and in response to these voices and other pressure. and I felt like I should do something more unusual – something off the beaten path that would really challenge me. but could also be dangerous. 1. Back then. 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 hope they‘ll prove as useful to you as they have for me. To get rid of the snakes. But this past year. My original plan was to go to Italy and study art history.org to petition their local Boy Scouts councils to allow in gay members. Hundreds of Scouts from around the country used Change. The lesson was clear: some problems are better tackled in strategic stages than with a single show of force. I didn‘t know I would go on to leadership roles at some of the world‘s great internet companies. In honor of this event. But when the day came to apply to a study abroad program. tackle the tarantulas.org (the world‘s largest social change platform) – and that in my work at these companies. the Boy Scouts announced this month that they‘ll finally welcome gay youth into their ranks. Intel. All in all. To get rid of the snakes. two planes.org involving the Boy Scouts. 1. It was beautiful. and other major corporate funders of the Boy Scouts to pull their funding until the ban was lifted. UPS. I packed up my belongings. So when I came across a catalog from the School for International Training. I learned so much about the incredible ecosystem that is the Amazon and the amazing plants and animals that thrive there. I felt torn. Every night we were at risk of them coming close and either purposely or inadvertently biting one of us. I was recently reminded of this lesson during an exciting moment at Change. an incredible thing happened. 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.
We all have something to teach and something to learn. Women Helping Others Achieve – or. like my recent post about 5 mentor archetypes. 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). but they also all treated me as if I had valuable wisdom to share. I wasn‘t used to being received this way. we just need to welcome them and their experiences. from colleagues to family and friends – and even sometimes strangers – has something to teach us. That inquisitiveness has stuck with me throughout my career. Everyone in our lives. but I quickly learned to appreciate it – and I began treating others in the same way. Rather than go the traditional route of pairing more established women with their less experienced female colleagues. 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. That‘s the logic behind the unique structure of Change.openness and curiosity among all the people I encountered. WHOA. seeing each person as a source of potential knowledge. When I look at the posts I have written on LinkedIn so far. as we call it. 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.
Você come com ele. You eat with it. the sheer act of trying to understand people gave me a headache for the entire first month. I wish I could say I‘d always been that student who dreamed of studying abroad in a challenging environment like the Amazon. the actual children in the home where I was staying didn‘t understand my lack of basic language skills. Speak someone else’s language. Although I studied intensive Portuguese every day for many weeks after I arrived. anyone can theoretically pack up their belongings and visit or move to a remote part of the world – but at that moment. the first time you do it. Push yourself. I took the jump. Yes. and I began listening more and molding my own way of speaking to match theirs. ―É um garfo. In the process of becoming conversationally fluent in Portuguese. but I flourished. technical jargon or just a different communication style. you haven‘t done it before. you can‘t progress in your career – or grow as a person. that was not the case. . the opportunity to do so in a way that would truly be immersive was more real than it would probably ever be again. The truth is. in the moment of choosing a study abroad program. One of the most challenging things about my trip was moving to a place where almost no one spoke English.‖) He didn‘t grasp that I knew the concept of a fork. for that matter – without pushing yourself to try things you haven‘t done before. I felt like a child – and in an ironic twist. English – comes to work with their own ―language.3. as everyone – even people who speak my native tongue. Thinking back on this still makes me smile. I had a key realization that has stuck with me since then: no matter how good you eventually become at something. (And I have an extra appreciation for people navigating the world in a language other than their first!) 4. This lesson has proven immensely useful to me throughout my career. became a general manager and eventually a CEO when I‘d never led a company before. Filled with adrenaline. I just didn‘t know the word. Adjusting my own language to match my colleagues‘ demonstrates an appreciation of their backgrounds and generally helps me get my point across more effectively. I can remember my exchange brother holding a fork in front of me and saying in Portuguese.‖ be it business-speak.‖ (―It‘s a fork. gaining confidence in my ability to thrive in new situations. And you know what? Not only did I survive. But for some reason I can‘t explain. I was struck by the thought that you only get so many chances in life to really push yourself beyond your comfort zone. Knowing I could handle the Amazon gave me the internal strength to do many things. I started a nonprofit. but as I noted earlier. an important shift happened: I stopped taking for granted that people could understand me.
there‘s always joy to be found in life. Yet they they had so much joy spending time with each other.865 . and sang to their hearts‘ content about their community. and often had just a few articles of clothing. No matter how much or how little you have.837 426 100 inShare2. the people didn‘t have many physical goods – they ate acai berries off the trees. the feeling of being alive.5. a region perpetually celebrating life with music and dancing. In the small village where I lived. Don’t forget to sing and dance. 2013 37. 5 Mentor Archetypes I’ve Met – And How to Spot Them May 23. and the beauty surrounding them. I was staying in the Brazilian part of the Amazon. Don‘t forget to celebrate it. fished for shrimp from the river. sat on the dock of the river. They made or handed down instruments.
much less how to go about spotting one. and they‘ve given me immeasurable support and encouragement when I‘ve needed it most.Ask any career development expert how to succeed in the workplace. and they‘ll probably tell you to find a mentor. But what does it mean to ―find‖ a mentor? People rarely explain what a good mentor looks like. I couldn‘t agree more – I‘ve been fortunate enough to have some incredible mentors over the course of my life. .
I remember sitting down to talk about Summerbridge. look for someone who‘s living the life you envision for yourself. Trust me – you want those people in your corner. of course. I made sure to listen in return. He was incredibly wise. He has tips for practically everything. rule 3: Don‘t work with jerks. I thought I‘d write about it. was a fantastic mentor for that reason.‖ which have guided my work over the years at Yahoo!. (That one has come in really handy. Ham Clark.‖ Behind any good Advisor is an ability to distill life lessons into short. the Role Model. upon which he wrote vigorous notes as I talked. I‘ll never forget my dad‘s ―3 Rules of Business.‖ and. the quintessential Role Model. You‘ll find that some people. but what stood out to me as a young woman was her endless energy. Try to get at the underlying values that drive their work. Because he listened. like my dad. memorable soundbites. and now at Change. ―Always wear your nametag on the right side of your shirt – that way. that person has always been my dad. doesn‘t it? The Role Model mentors by doing. And. the Listener. my mentors have fit into what I‘ve come to call my ―5 mentor archetypes‖: the Advisor. when you shake someone‘s hand. 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. To find a Role Model. and watching him pull out a big yellow notepad.) To find your Advisor. applying and interviewing for 50 jobs before finally getting one – and going on to become a very successful consulting partner. My first boss. fresh out of college.So. always make themselves available to give advice that works. He made me feel that what I was . Tweets. she did this with a supportive spouse. the academic enrichment program I started at his school. she got her MBA at night and completely changed careers in her 30s. With two kids and a full-time job. ―Never start a sentence with an apology. sharing their wisdom and cheering you on. and ask for guidance. Yes. there‘s something so unexpectedly fresh and welcome about a real Listener. and the Achiever. at my own startup. Then ask them how they did it. your nametag will face toward them. and here was the headmaster of a prominent school actually valuing my ideas enough to write them down. and an essential one at that. My mom was. I was 21. Rule 2: Sooner is better than later. Archetype 2: The Role Model The name really says it all. Ham taught me that listening is a skill. including such gems as. and he also showed a depth of caring and belief in me by always listening to what I had to say.org. just when you needed it the most? For me. Below. and think about which ones you might embrace for yourself. the Motivator. Archetype 3: The Listener In a world of rapid-fire texts. Rule 1: More is better than less. showing me through her life that it is possible to have a great career and be a great mom at the same time. and chat messages. because they thrive on helping others succeed. then the Headmaster at Sewickley Academy. stemming from a deep-seated belief that persistence and passion pay off. and still is. seek out people who excel at things you want to learn. Without fail. at Google.
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. Archetype 5: The Achiever I had the good fortune of working with Jeff Weiner. You actually need someone who‘s active – an active listener. now CEO of LinkedIn.‖ Most other bosses wouldn‘t think of calling someone who had just had a baby with that sort of request. I became so used to clearing a higher bar that even when I wasn‘t working for him any longer. I joined the team (at first just two days a week in the office and three days from home). Although I didn‘t know exactly how I‘d make it work. formerly of Frito Lay. as a good Listener has a voracious appetite for understanding. she told her own personal story. and she gave people a clear plan for how to get there. Her style was to motivate people by explaining what motivated her. If he was listening that closely.‖ he said. I‘d been on maternity leave for several weeks with my second child. for many years at Yahoo! and learned so much during that time. 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. setting a high bar for himself and for his team. You‘ll likely leave conversations with a Motivator feeling energetic and empowered. and it was one of the best professional experiences I‘ve had. And all the while. and can make you better because of it. inspiring way. instead of pushing back against their high . I wouldn‘t trade that sort of mentorship – even if it was a bit challenging at the time. she got us to think bigger about the impact of the work we were doing on a daily basis. but Jeff somehow knew I could do it before I did. Because Jeff consistently set high expectations for what I could accomplish. she maintained an incredibly high level of energy that left people feeling excited to get back to work (plus. And. ―but we‘d really love to have you. which caused me to be much more careful with my words. emphasizing what made her want to wake up in the morning – her vision for our company and our team. Instead of talking just about work. joined the Yahoo! team as our new CMO. Jeff is the ultimate Achiever. she wore purple nearly all the time. I‘ll never forget one of my first interactions with Jeff that ultimately that ultimately changed the arc of my career. To recognize a motivator.saying was important. Each person‘s contributions have value. still an outsider. In the process. and a good Motivator knows how to point that out to you in a compelling. ―If the timing doesn‘t work. This daunting task seemed easy when I saw Cammie do it. The pressure to accomplish greatness can be overwhelming – but if you embrace 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. I still set those performance standards for myself and for my teams. I‘d better be saying something worthwhile! A common mistake when seeking out a Listener is to look for someone quiet and passive. She had such a difficult role: come into a team with hundreds of people and establish herself. please don‘t feel like you have to do this. Seek out someone who‘s not afraid to try to ―get inside your head‖ by asking probing questions. look out for someone who reminds you of your greater purpose. that pressure can push you to a level beyond what you think it possible. as a leader who could inspire people to do their work better than ever before.
A common myth about mentors is that you‘ve got to probe your extended network to find them. friends. Bill Harris. You start closely examining everything they do and say.expectations out of fear of failure. without realizing it. they all fit into one or more of these five archetypes. including Susan Dalton. and I‘d like to thank a few more of them. there are more mentors in my life than I can count. coaches and colleagues when you recognize them as valuable sources of knowledge. Interestingly. 2013 3. the best mentors are the ones you already have in your life. try to live up to them. you learn from their wisdom and success. To Know Yourself: Why It Matters June 06. In my experience. and in the process. You might be surprised at what you can accomplish. Rob Solomon and Beth (Lasky) Anderson – among so many others who‘ve made a major impact on my life. An important shift happens in how you interact with your family. In addition to the ones I mentioned.162 30 13 inShare351 . from how they structure their day to how they treat the people around them.
different as they were from one another. and Muhammad. here and now. The illusion that physical objects are the measure of what is real. Because we classify these figures as either religious or philosophical. today. One can take a very broad view of wisdom . is a grave mistake. and so on has been largely ignored. relationships. as much as they did two thousand years ago. Confucius. It is veiled by illusion.it was taught by Jesus. cut off from a higher power or intelligence. and illusion is born of the mind. The illusion of having a separate mind. In the earlier post I suggested that the first requirement for anyone who wants to be wise is a desire to know reality. the application of wisdom to the hard realities of work. Buddha. In a previous post I described what the wisdom principle is. Plato. This test depends on knowing what wise choices are and what they aren't. The desire to know reality implies many things. Here is a list of illusory ideas that countless people live by. due to random chance and accidents. The illusion that life isn't fair. The world's wisdom traditions agree on this point. family. I think. . The illusion of inhabiting a separate body. But the only real test must come in daily life. The illusion that we are alone in the universe.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. That. Wisdom is about skill in living. Someone who makes wise choices in life should wind up happier and more successful than someone who doesn't. The first is that reality doesn't exist right before your eyes. The illusion of death as a great ending.
Wisdom consists in taking seriously that reality might be different from the daily spectacle that greets our eyes. and the emptiness that comes from endless consumerism and the pursuit of distractions to fill the hole inside. 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. I think they have it upside down . The motivation to find a better way existed thousands of years ago under much harsher conditions for the average person. "of course" the universe is random. all the other illusions on the list will seem like reality instead. "Of course" God is absurd. tapping into the source of cosmic intelligence. and it's not news that it holds sway in modern culture. Skeptics protest that the whole "perennial philosophy" that espouses wisdom amounts to wishful thinking and empty promises.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). devoid of higher intelligence. because it involves exploring your own consciousness. with enormous validation from science. and purely physical. As Richard Dawkins and other scientific materialists are quick to argue. but it hasn't been extinguished by gaining more creature comforts.materialism has promised far more that it can deliver. the journey to wisdom also happens to be fascinating. . and the best life consists of having the courage to live with this aloneness until death makes its inevitable claim and you are extinguished forever. we are utterly alone. If you are a strict materialist. finding connections to the soul. the rise of chronic stress. and mastering many skills in awareness that are unknown to those who feel satisfied with life on the surface.
In the next post. status."Know thyself" wasn't wise advice because it told people to learn about their likes and dislikes. to find their true selves beneath the distractions and demands of I.479 852 336 inShare5.com When aiming for success. Now fifty. The expected rewards arrive. in terms of money. What's Happening Inside? May 24. people spend many years building up the externals of their lives. As a result. but if your attention is entirely focused outwardly. to follow the impulses of ego. She can . This is all to the good. and accomplishments. we'll examine the rewards of the true self and how they can be achieved. and mine.012 www. she is enthusiastic. a woman who has risen up the ladder to become the chief public relations person at a major international corporation. me. "Know thyself" was wise for telling people to look beyond those things. even bubbly. 2013 74.kristinbairokeefee. they generally meet with good fortune. how can you know what is happening inside? I recently met Donna. and to constantly look out for number one.
and emotions had gone outward to family. which is calm. for instance. Getting past your demons and finding your true self is the very essence of a quest. 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. and her efforts to become Super Mom have paid off . Krishnamurti put it. and joyful. and career. it has been starved of attention. The point is to learn who you really are. This is the process of waking up. In the West. One advantage that the East has over the West is that in the East the self is the source of creativity. friends. it's just a matter of getting back into balance. and work. or personal demons no one would enjoy meeting. wise. and bliss. the self is considered a problem. self-indulgence. Their divorce. shifting. So why is Donna suddenly having days filled with anxiety and occasional panic attacks . countless successful people cannot handle retirement day. For decades it didn't seem to matter what was happening inside. but they exist at different levels. But it's not necessary to "go Eastern" in order to seek your true self. and it soon became apparent that she had given away too much of herself. much less seeing how worthy she really is. who you really are is dynamic. which is a shallower level than the true self. and since the self changes over time. Not that you are like a doctor checking in on his patient. leading to egotism. That's how the self naturally grows and evolves. and constantly renewing itself. Sadly. Nothing is more important than knowing what is happening inside.travel wherever she likes. When the opposite happens and the self stagnates. You aren't asked to become so self-absorbed that you forget the outside world of family. . the reason for this is that once you have given yourself away. The negative aspects are psychological. External rewards will still be there. energy. Both images are true. paying as much attention to the inner world as you do to the outer. has worked out for the best. becomes boring. intelligence. friends. you can experience the timeless and still catch the train. is still her best friend. and loses interest. I don't think Donna is an exception. Donna has a hard time enjoying her own company. Without other people to validate her. you are already forgotten and alone.her college-age children love her.except herself. Missing the train home from work doesn't mean you're spiritual. and now her beautifully managed external life is mismatched to an inner life that is disorganized and unsatisfying. themselves. As the noted spiritual teacher J. In her anxious moments she dreads a future where she will be forgotten and alone. peaceful. they both agreed. and it remains interesting for a lifetime – if you have a real goal in mind. and her ex-husband. a successful private banker. No wonder everyone who knows Donna sees her as a wonderful person . You only need to be interested in what's happening inside and to keep paying attention. and these qualities grow the more you pay attention. it means you've gotten lost in a private dream.to the point that her family doctor has prescribed tranquilizers? I talked with her for an hour. In other words. because it means losing their external drive and being left to live with a stranger. Her time.
the world "out there" Family Friends Career School. Roughly estimate how many hours you devote to each time. List A: External. look at the following two lists. higher education Status Wealth Property and possessions Politics Hobbies Exercise.As a quick indicator of how much of your attention goes outward and how much goes inward. going to the gym Going to the movies .
Having sex Internet and social media Video games Television Travel Service organizations Charity List B: Internal. the world "in here" Meditation Contemplation Prayer Self-reflection Stress management Reading spiritual material. poems and inspirational literature .
Turning 'Otherness' Into an Asset June 05. even if time hasn't been set aside to pay attention to them. For now. Consciousness is on the rise. I'm not suggesting that there's an ideal ratio to aim for. 2013 6. like a close family. toward yourself and others Exploring the world‘s wisdom traditions Taking a period of silence Church attendance Going on a spiritual retreat Most people would favor externals 4 to 1 or even 10 to 1 over their inner life .just as there is higher consciousness. In the next post we'll discuss why it's so valuable to know what's going on inside . the inner life isn't precisely measured in hours. enrich your inner life. there is also higher success. It goes by the name of wisdom. just be aware of these two lists and how much you participate in them. or out of compassion Appreciation and gratitude.and that's up from twenty years ago. and most of us realize the value of meditation and stress management. and certain externals. Psychotherapy Personal growth Intimacy Bonding with someone else empathically.572 101 50 inShare433 .
―the way things have to be.In my recently published book.‖ and ―the right way to do things. when I realized that it is precisely this otherness that allows me to question the conventional wisdom. It is a curse when no matter how hard I try. ―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. The Nature of the Future.‖ . traces of my accent come through in a conversation. 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. No introduction of mine ever skips the question.
She always comes back from some faraway land and tells everyone how people there live differently. After all. willing to discover a new land. where young people do not have the luxury of an extended childhood or a desire to live in nuclear families. California. I got used to feeling at home and yet slightly estranged in many places. But in my work as a futurist. After college. while I was working in Europe for a refugee agency. and I certainly viewed it more as a curse at the time. we are all immigrants to the future. immigrants from an earlier world. I have come to view my immigrant history as a blessing. 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. with a sister who was a math whizz and surrounded by girls who were outperforming boys in math in high school. learn a new language. Being an immigrant.I bristle when I hear from ―experts‖ that teenage rebellion is a normal part of the adolescent development. we all need to be looking at the future with the immigrant‘s eyes." I don‘t think she meant the comment as a compliment.‖ The same applies to thinking about the future. living in an age essentially different from anything we knew before. 'You are like Pippi Longstocking. Normal where? Maybe in the West. I never heard this growing up in the Soviet Union. a new way of doing things. a friend said to me. but not in many other parts of the world. I laugh at scientific studies showing that girls are not as good at math as boys are. now directing the Institute for the Future in Palo Alto. none of us is a native in that land. .
cognitive. Researchshows that groups that include a variety of people with varying experiences and knowledge.‖ We already see this happening in many massively collaborative endeavors. what diversity means will be redefined. learning.572 101 50 inShare433 . including those who may not be considered ―experts. being different. Conversations about ‗diversity‘ usually revolved around the gender. when so much of our work is being what I call socialstructed (i.e. feeling like the ―other" turns out to be an asset.‖ and being ―different‖ is hard. ―For decades diversity in many global organizations has been largely a political and social imperative. and much more.With the benefit of hindsight I have come to view many experiences where being an outsider. skills. particularly if you are young. In IFTF‘s forecast on the Future of Work in 2007 we wrote. or ethnic characteristics of the workforce. and backgrounds. there is no better time than now. 2013 6. No one asks to be the ―other. disciplines.‖ tend to be more innovative. In the next ten years we will see innovation emerge as a new imperative for diversity. However. and thinking styles. from Wikipedia to multiplayer games that rely on diversity and collective intelligence of large groups. race. In the process. broadening it to include a host of new dimensions—age. And for organizations to make diversity an innovation imperative. requires microcontributions of large diverse groups) to turn your difference into an asset. work. Turning 'Otherness' Into an Asset June 05.
In my recently published book. ―So.‖ and ―the right way to do things. No introduction of mine ever skips the question. ―the way things have to be. 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.‖ . It is a curse when no matter how hard I try. I talk about my experience of being an immigrant (I came to the US from the former Soviet Union) as being both a blessing and a curse. The Nature of the Future.
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 bristle when I hear from ―experts‖ that teenage rebellion is a normal part of the adolescent development. immigrants from an earlier world.‖ The same applies to thinking about the future. Normal where? Maybe in the West. now directing the Institute for the Future in Palo Alto. learn a new language. I laugh at scientific studies showing that girls are not as good at math as boys are. we all need to be looking at the future with the immigrant‘s eyes. . living in an age essentially different from anything we knew before. After college." I don‘t think she meant the comment as a compliment. After all. where young people do not have the luxury of an extended childhood or a desire to live in nuclear families. willing to discover a new land. and I certainly viewed it more as a curse at the time. we are all immigrants to the future. with a sister who was a math whizz and surrounded by girls who were outperforming boys in math in high school. But in my work as a futurist. She always comes back from some faraway land and tells everyone how people there live differently. a new way of doing things. 'You are like Pippi Longstocking. a friend said to me. none of us is a native in that land. California. while I was working in Europe for a refugee agency. I never heard this growing up in the Soviet Union. but not in many other parts of the world. I got used to feeling at home and yet slightly estranged in many places. I have come to view my immigrant history as a blessing. Being an immigrant.
disciplines. However. when so much of our work is being what I call socialstructed (i. feeling like the ―other" turns out to be an asset.140 64 23 inShare235 .‖ tend to be more innovative. Researchshows that groups that include a variety of people with varying experiences and knowledge. including those who may not be considered ―experts. particularly if you are young. Conversations about ‗diversity‘ usually revolved around the gender. from Wikipedia to multiplayer games that rely on diversity and collective intelligence of large groups.‖ and being ―different‖ is hard. 2013 9. learning.With the benefit of hindsight I have come to view many experiences where being an outsider. And for organizations to make diversity an innovation imperative. I Can't Say No to The 'Yes Man' June 04. or ethnic characteristics of the workforce. race. work. what diversity means will be redefined. In the next ten years we will see innovation emerge as a new imperative for diversity. and much more. In the process. and backgrounds. No one asks to be the ―other. cognitive. requires microcontributions of large diverse groups) to turn your difference into an asset. skills. and thinking styles. ―For decades diversity in many global organizations has been largely a political and social imperative. In IFTF‘s forecast on the Future of Work in 2007 we wrote.e.‖ We already see this happening in many massively collaborative endeavors. being different. broadening it to include a host of new dimensions —age. there is no better time than now.
Some years ago. About the woman — Why hasn‘t she responded? She should respond. If she doesn‘t. wasn‘t all that surprising. I don‘t really expect him too. I am just going to stop following her. when men help others they are rewarded. I discovered two thought leaders. About the man. I‘ll keep following him. I still like what he has to say. Neither did. According to research. It turns out my reaction. I followed them on Twitter. while women are not because . albeit petulant. I thought — he didn‘t reciprocate. because it is considered an imposition. one man. hoping they would eventually engage with me. whose ideas really resonated with me. one woman. commented on their blogs.
the least productive engineers were givers – people that had done more favors than they received. The solution in this instance is to create boundaries. and be responsible for those choices. he cited the research of Stanford professor Frank Flynn: ―When Flynn examined the patterns of favor exchange in one company. I couldn't say 'no' to Adam Grant. In other words. and read his Harvard Business Review articleIn the Company of Givers and Takers. this can be problematic for men and women. The antidote to timidity is to become more agentic. When a giver can buck timidity. Because agency can feel incompatible with generosity. they too were givers. more scope for generosity. when men don‘t help.‖ At this point. or leaving themselves at the mercy of takers. 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. as Grant avers. For example. they are punished.of our presumed desire to be communal. but alas. or “an unwillingness to advocate for ourselves‖ – As Flynn has demonstrated. to sa y ‗yes‘. Grant‘s proposed hack is to make choices in the context of our relationships. Just as ‗yes‘ tends to come more easily to women. . because we expected them to. we receive hundreds if not thousands of requests a month: a giver wants. Warren Buffett has said ―Every important yes requires a thousand No‘s". When we learn to say a thousand no‘s to mere giving. I really did. But then came the finding: ―When Flynn turned his spotlight on top-producing engineers. we didn‘t expect them too. I listened to his interview with Business Insider‘s Aimee Groth. It is especially so for women. And while Adam Grant may be the ‗yes‘ man. and empathy—that tend to travel with it. Availability. to learn to say ‗no‘. 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. Determined to swiss cheese his premise. According to the Bem Sex Role Inventory. When women don‘t. feels compelled.‖ Up until that point I was on firm footing.‘ Yes works for him because he has the x-factor Y chromosome. tends to come more easily for men. Whether a professional or a parent. he clearly knows how to say ‗no ma‘am. First. to recognize we can make choices. learning to say ‗no‘ is one of the most profoundly difficult tasks of feminine development. ‗No‘ the key word of protection. I thought. his moniker is ‗the ‗yes‘ man‘. dream so your children can dream. According to Jungian psychology. Is the feeling "If-I-give-anymore-I-justmight-give-myself away" the problem? Or is it. we can say yes to generosity.‖ Let‘s take each in turn: Timidity. availability. his mantra ‗give to get ahead. setting themselves up for burnout. I wanted to. giving away more than they received. I threw all caution aside and became curious. Imagine then my skepticism when I heard about Wharton professor Adam Grant. there will be more of themselves to give.
who wants to move beyond the childish play of give and take and become truly generous -. Empathy. far more than the mere ‗yes man‘ moniker or ‗give to get‘ headline-grabbers would suggest. hoping to meet an American to learn about the United States and the Western world. He cites research indicating that an emphasis on what will serve people well leads to optimal agreements. I agree. What Your Business Mentor Can Teach You In life.Empathy – the ability to understand what another is feeling. My example takes place in an old office in Carlsbad. ―But‖ says Grant. to imagine what people are thinking and what their interests are. used to go to the Beirut pier every day as a young boy. And for anyone trying to become more generous.‖ In order to avoid this third trap. 40% reach optimal agreements. That‘s where I met my business mentor Lee Leichtag for the first time. of yes and no. All are vital. ―if a busy person is moved by empathy to spend time doing favors he or she cannot afford. But of course my dad didn‘t know it when he first met that person. even as I am learning to ‗no-gotiate‘ until I say yes. But his work is providing the tools to anyone. My father. There is much at play in the tug-o-war between give and take. for example. California. are feminine strengths. like availability and connectedness. of the perspective takers. the person runs a serious risk of being manipulated by shrewd takers. That daily ritual eventually introduced him to the person who would move our family from Beirut during the war to Minnesota. you rarely realize something significant is happening until it‘s happened. Indeed. while only 17% of empathizers do. Grant recommends we start with perspective taking. His ‗yes‘ may be on the other side of no. nor was Lee . Of course.the only getting ahead that really matters. I was not looking for a mentor. and thus I must say yes to Adam Grant. This will likely come more naturally than ―greater assertiveness or bounded availability. and ultimately change our lives forever.‖ Based on my experience. woman or man. we learn to become perspective takers.
I would rather move forward and pretend that I never met Lee. he didn‘t exchange a greeting but instead looked at me in the eye and said. but you have a lot to learn. you should have been wearing bright colors.but come to impress. I knew everything Lee said was correct.. So I called Lee‘s office immediately. please know I come from a world where if you cannot clearly show how you drive profits. Of course. but we found each other. I could tell that once you walked through Lee‘s doors. He began showing me what he was doing at hospitals. said. I shook his hand and introduced myself. consume and sell products in the future. .‖ Remember: A half hour ago I was rationalizing reasons to never call this guy again. with a bright shirt. a man who I just met was pushing me to come back. I would have to set up another meeting. Keep in mind.‖ Lee went on. He got us a sandwich to split. Lee leaned back. again without a greeting. he wanted to get right into it. I was afraid of what he would say. But the truth was. I did not want to hear his feedback. Lee liked what I had to say. From the moment I said hello.‖ Lee picked up the phone and said.‖ He did not say hello. after I first met Lee.. I had no idea the ultimate impact Lee would have on my business acumen for the rest of my life. I had never met anyone like him before. deep down. it was passionate. I told Lee that I would come back in about a week and clearly explain to him how I could help. ready to tell him how I could help. I knew. you either get kicked back out through them or you have to come back to learn more. within a second. but it was on me to understand what he was teaching. About a week later. Lee was incredibly successful. now. but speak to me in terms I can understand. When I first met Lee. In addition to his success in business. ―Tell me again how you think you can help me. From that point forward. ―Dan.. Fortunately. It was powerful. at the time.‖ He said. I went on to tell Lee that digital will change the way we connect. I walked back into Lee‘s office. I know he wants to speak with you. but he eventually became successful because he was able to show mutually beneficial value. ―Dan. but Lee wanted me to be ready. who. I later learned that every time I stepped into Lee‘s office he wanted to teach me something. we got connected by a mutual friend. said: ―you might be the future. it is important to know that we start at excellence and work our way up. looked at me. universities. He was in the Pharmaceutical business and sold his company for a significant amount of money. He asked me to sit down. but I felt his presence. my immediate reaction was to never go back. ―I am going to have Diane set up the meeting. he was a successful businessman and philanthropist. instead of letting me set a time to meet again. Lee gave his money to many causes. But. He made money and lost money. By the time I got back to Digitaria. He began prodding me about this thing he‘d been hearing about: the Internet.‖ He added: ―Dan.‖ Lee told me he lived through the Great Depression.looking for a student. half a sandwich in hand. Lee was already teaching me lessons. he did not waste time. Lee accepted me and began telling me everything I needed to know about his business and how he got where he was. I really knew nothing about Lee. spoke with his assistant Diane. other Community-based work. Lee wanted me to be great. I am going to pass you through to Lee. despite myself. Lee was not an ordinary person. you do not make it through the front door. ―if you are going to sell me something today.
625 439 98 inShare2. as well as my management style. his daughter Joli. and all other people whose lives were changed by Lee and Toni. the opportunities and challenges that come with taking a suburban brand into urban environments. the experiment in human nature that we call Panera Cares.196 In a recent interview I did with the Wall Street Journal. One day I asked him: ―Lee. so thank you. sales. Over a course of 5 years. another conversation. 2013 32. it was a pretty in-depth Q&A. his wife Toni.‖ If You're Learning. he said. leadership and the importance of giving back to the community. what do you do to recharge? . Another lesson. The reporter asked. All in all. ―Dan. another insight. I missed that journey. both in my heart and on my business card. I saw me. You gave me back that journey. Why?‖ Without a pause. but you gave me the most valuable asset you have: your mind. when I met you. You'll Never Need to Recharge June 06. You had no idea who I was. I carry him with me everywhere I go. we hit on a wide range of topics: discount programs disguised as loyalty programs. Lee taught me about cash flow management.After our first meeting. But it was a rather innocuous question that took me by surprise. which quotes one of his favorite sayings: ―Keep it simple. and the good times I spent with him. the (minor) impact of the Affordable Care Act on our business.‖ I could probably dedicate an entire book to the things I learned from Lee. I returned to Lee‘s office as often as I could. you have spent so much time with me over the years.
a prominent Jewish psychiatrist and Nazi concentration camp survivor. In his seminal book." they are nourished in soul as well as body. After three decades in the food industry. We've helped entire communities care about the quality of their food. where one in six households don't always know where their next meal is coming from. I visit anywhere from 25 to 100 Panera cafes every month. We don't launch shuttles into space. I'm engaged in the world around me. But thankfully. The work itself will renew you. We've given customers an inviting place to gather and feel welcome. Learn Good Management From Bees and Golfers June 06. We don't cure cancer at Panera.Man's Search for Meaning. the results are actionable ideas and a broadened vision. All of that gets me up before dawn and keeps me going until late in the evening. Eighty-hour work weeks and way too many red-eye flights will wear anybody down. Hence. Opportunities for change are revealed. 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. The reason. How humanity works. The British author John le Carré once quipped. And I inevitably learn something new. I never feel the need to recharge because I rarely feel burned out. with the overriding goal of ensuring that when customers exit our "stage. frustration. And through our pay-what-you-can cafés and other efforts. I've never had reason to refresh my spirit and renew my spark. If you find meaning in your work and you go to work to learn about life. I'm not a scientist. we're contributing our resources and know-how to the fight against food insecurity in America. I've never experienced the chronic exhaustion. I doubt you'll ever have reason to recharge. When I learn.000 Panera associates. I get tired. I go to work to learn about how the world works. is that I view my work as a lifelong learning journey. inertia. wrote that those who endured the death camps believed that "life was still expecting something from them. Of course. so there's no need to refresh. Nor am I immune to the stress that comes with running a public company for 22 years and shouldering responsibility for more than 70. But we do touch the lives of 8 million people each week in thousands of cafes across the country." 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. I can unreservedly declare that I still love what I do. My work is also energizing because I believe I'm doing work that matters.362 268 . The performances always differ. their lives still held meaning. 2013 21. And what will work in the world. "The desk is a dangerous place from which to view the world." I couldn't agree more. something in the future was expected of them.The fact is. I think. And that helped them endure the Nazi's brutality. Viktor Frankl. and cynicism that come with a temporary slump or even classic burnout.
65 inShare1.541 .
―In the US. Think strategically. Bees.Delegate. And that‘s understandable. Consider the first time anybody asked you to work on a project with someone else. 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. for instance. Ah. letting go of control of important tasks —even when the outcome impacts you directly. People are another story. as Barton details in the debut column.125 .‖ writes Eric Barton in Leader Board. Once a crew of trusted employees is assembled. ―Real delegation requires something unexpected. assignments that require input from multiple people. It‘s human nature—we want to be responsible for our own professional fates.‖ Sometimes. Chances are. The key: Hiring and developing people you can trust. Be decisive. the keys to being an effective manager and leader all tied up in such neat little buzzwords and phrases. It was likely back in third grade. agreeing on what land to cover . writes Barton. Too often managers want to hand out only secondary assignments to the people who work for them. But it‘s rar e for a golfer to place blame on his caddie or regret delegating such a big decision. one of you did all the work and the other sat back and took credit. Use the 2-question Interview to Assess Soft Skills June 06. ―Caddies don‘t just carry around a pro-golfer‘s bag. So neat. yes. And it doesn‘t always work out. speak to each other using pheromones that communicate when the hive is hungry or needs water or needs to produce more workers. you can learn a lot from the world of professional golf about delegation. that it can be hard to unpack these concepts and dive into what it actually means to effectively delegate or develop others. keeping the best or key tasks as their own. Even individual hives work together.‖ writes Barton. effective managers don‘t just delegate. never competing. in fact. are generally loathed. But the most effective delegators hand down plumb assignments and support employees while they figure out how to complete them. That‘s largely because the relationship is built on trust and. the caddie suggests a shot and it goes all wrong. they also foster teamwork. The caddie-golfer relationship is an example of all that goes right with effective delegation. 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. Build consensus. or brainstorming sessions where the group decides a matter. 2013 11. another buzzword to decode. Develop others. Yes. Turns out. They spend hours doing course research so they can suggest which club to use on each shot. ahem. Consider the relationship between golfers and their caddies.
drive and initiative. I‘m not sure if it take exceptional technical skills to assess technical skills in others. 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. For example. winding up with too much tech and not enough non-tech. dependability. if a senior engineering staff position requires close collaboration with operations and product marketing to meet a tight schedule. That‘s a lot of important stuff that is far from soft. As a result. Maybe that‘s why technical managers over-emphasize technical competency and give short shrift to everything else. the wrong things are measured the wrong way. it means that it also takes exceptional soft skills to assess soft skills in others. ―Soft skills‖ encompasses more than personality. Use The Most Important Interview Question of All Time to assess the traits. a can-do attitude and strong communications skills. and coaching and team development. dealing with changing circumstances. As described in The Essential Guide for Hiring & Getting Hired. whether the interviewer possesses either in abundance or not: 1. This is much better than saying. Covert how the skill or trait will be used on the job as a performance objective. This is a smokescreen. First describe the performance objective to the candidate including both the technical and non-technical challenges. to name a few. From what I‘ve seen the real problem is a lack of understanding of how technical and non-technical skills are actually used on the job. the ability to plan and organize. including traits like communicating with both techies and non-techies. hitting budget and schedule deadlines.‖ 2. balancing and prioritizing work. I‘m okay with non-technical skills or ―foundational skills‖ as one commenter suggested. influencing and collaborating on technical and non-technical issues with all types of people. ―must have 8-10 years in advanced state-of-the art optics design. I suggested that soft skills were misnamed. 110 38 inShare771 In Part 1 of this post . but ―soft‖ is too soft for something so important. here‘s the 4-step process I suggest using for assessing both technical and non-technical skills. .
appreciate the implications of different approaches. some of the fact-finding would include getting specific examples of how the candidate collaborated with other functions. figuring out the required resources. The PSQ starts by describing a realistic job-related problem like. This same four-step process can be used to assess technical and non-technical skills. emotions or intuition.Then ask the candidate to describe some major accomplishment that best compares to this. Without this. conducting what-if business analysis. and then make a superficial assessment of soft skills usually based on presentation. How would you pull this off?‖ The subsequent back-and-forth dialogue allows the interviewer to dig into all of the soft-skills associated with the actual job. The quality of the candidate‘s questions are a key part of the assessment. ―we have to get the XYZ project done in 6 months instead of the 9 as originally planned. for meeting a tough delivery schedule I‘d want to see multiple examples of the candidate meeting some comparable challenging deadlines. This is a great way to hire ― 90-day Wonders. For example. This is called the Most Significant Accomplishment question (MSA) in Performance-based Hiring jargon. As part of this I also want to see if the candidate anticipated these problems and planned them out properly.473 496 177 inShare4. the interviewer will naturally revert to a personal benchmark for technical competency or box check skills. How to Tradeoff Potential for Experience and Why You Should May 30. There are a lot of soft skills involved in this. but by focusing on realistic non-technical issues the new hire will likely face on the job.001 . The best people have the ability to figure out how to solve realistic job-related problems. This fact-finding can often take 10-15 minutes. 2013 54. 4. overcame schedule challenges. dealt with setbacks. and know how to develop a workable plan before implementing a solution. and organized the entire effort. For the example above. I suggest using a scorecard to collect this information during a formal debriefing session. That‘s why step one – converting the skill into some measurable outcome – is the key for increasing assessment accuracy.) As part of this assessment it‘s important to use specific evidence to rank all of the technical and non-technical factors. what a plan of action would need to include. or just reacted to the events as they unfolded. but 90 days later you begin to wonder. understanding the technical challenges. like being aware of potential pitfalls. Complete the assessment giving equal balance to all of the hard and soft skills. not feelings. 3. Ask the problem-solving question (PSQ) to assess critical non-technical skills. and knowing the impact on the people involved. From a practical standpoint you need to have both to be successful. affability and personality style. made technical compromises. you‘ll have the needed information to make a proper assessment. Unfortunately. (Here‘s a sample from The Essential Guide for Hiring & Getting Hired. the problem for most interviewers is a lack of understanding of how the technical and non-technical skill are actually used on the job.‖ These are the people who seemed great during the interview.
or someone referred by a trusted advisor. They quickly agree when they‘re hiring or promoting someone whom they‘ve worked with in the past. gender) as an option since by definition diversity means the person didn‘t follow the classic career progression . However.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. the skills. It hasn't been easy. age. to name just a few: Some (but not all) Problem with Filtering on Experience eliminates the hiring of diversity candidates (race. This is shame for a variety of reasons. experience. when the person is unknown.
or rehired others. Achievers do much more than just applying to a posting. and offer this tidbit of his: Employers are not legally required to post their internal job descriptions when advertising an open position. 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. Despite these challenges. the toughest customers and the most difficult technical problems. find out how they found their next one. and essential for improving the quality of people hired. Many achievers have been recruited by their former bosses or referred by their previous co-workers. Not only are these equally objective. on these pages and in The Essential Guide for Hiring & Getting Hired. Determine if each job change was part of a bigger career plan or a reaction to a problem. This is pretty easy to spot if you know how to read between the lines.S. all that‘s left is a method for assessing future potential. or applied to a job posting. Achievers get assigned to handle the most important projects. more legally sound. David goes on to suggest that performancebased job descriptions can be substituted for skills and experiences. labor law firm). For each company ask about major projects and accomplishments. For the legal part I‘ll refer you to this white paper and webcast by David Goldstein of Littler Mendelson (the premier U. 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. referred. . Here‘s how: Find out if the person was rehired. Achievers tend to carefully select jobs based on some major overriding career goal. they're more predictive and they possess the advantage of opening up the door to more high-potential and diverse candidates. The Achiever Pattern indicates that the person is consistently performing in the top 25% of his/her peer group. Even if the person lost their job. nor is there any legal obligation to (or advantage in) posting boring ads. Find out how they got their last few jobs to see if the person was rehired. I make the claim that bridging the ―experience and skills‖ vs. With the legal excuse put aside. ―potential and performance‖ gap is actually quite easy. and a means to translate past performance from different industries.
or a great team. differences between the top and average. Achievers receive lots of recognition.511 164 61 inShare749 . Ask about any type of recognition received and how and why. If this has increased significantly to include expanded functional responsibility. commendations. published whitepapers. special bonuses. You‘ll quickly discover why you want to hire more achievers. presentations at industry conferences. patents. Achievers leave lots of evidence in their wakes. and more exposure to senior management inside and outside the company. 2013 13. coaching roles and fellowships. Compare the person‘s specific performance to others in the group by asking about rankings. standings. and what the person did differently to get to the top of pack. and see if the work is expanding in scope and challenge. Stop box checking skills and experience as the first step in your interview process. awards won. and if the wake is big enough. Get comparisons of performance to the person’s peers. Achievers do more with less. They learn new skills quickly. Look for this pattern. Rather than use affability to assess team skills. look for the Achiever Pattern instead. This can take a variety of forms like bigger raises. Breaking Organizational Walls June 07. you need to put great people on the bus if you want to build a great company. Assigned to important teams and early exposure to executives. During the interview ask the person to describe their biggest accomplishments with the least amount of skills and experience. you can be assured the person is an achiever with strong team skills. Of course. you can rest assured there‘s an achiever out in front. track the growth of the teams the person has been assigned to over the past few years. regardless of their years of experience. you then need to let them drive. promotions. broader crossfunctional involvement. determine if it occurred at different companies and with different managers. As Jim Collins said in Good to Great. and how they applied this knowledge. even if they don‘t have a lot of experience. Then find out how they learned what was needed to be learned.
The absolute best ideas and thoughts in an organization emerge from those that are on the front lines. The front lines know when products are running behind. more so than management and often more accurately then the formal status processes. I shared the importance of connecting across organization levels and removing the barriers of intimidation between executives and the broader teams.In my recent post about career mistakes. . if the quality is on track or if there are other issues that need course corrections. Unfortunately these insights often get diluted or lost as they travel up the chain. Most companies have several different mechanisms to ensure better communication and tighter management for this reason.
I recently adopted an enterprise social network to create a real-time. organic connection in my organization. Recently I was confronted with a decision to approve the use of a new technology for one of our most high profile games. many colleagues agreed with me – those who otherwise wouldn‘t have been able to weigh in on this type of . I wrote about this in an earlier post on Millennials. In my experience. when I was a junior-level employee. I did my homework. I love when people come to me with projects that don‘t have to do with our dayto-day responsibilities. I always found this time valuable and enriching for myself as well as the students. I held office hours where students could come in and ask questions about recent lectures. Holding office hours may not attract someone who is more shy and doesn‘t want to request a 1:1 meeting. However. Being available and connecting with the front lines in a genuine and authentic way is the key to success. I found them to be extremely valuable to build relationships across the team regardless of level. 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. roll up my sleeves and think about technology solutions. carry out live AMA with the team. 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). 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. which is why as a manager at Microsoft I instituted office hours once again. read up on the technology. I had my reservations that the technology would reap rewards for our dev teams. process and environment where there is far more organic and native connection between teams and management layers. The dividends in doing this right are incalculable for any leader regardless of where they sit in an organization. One is a tactic that‘s been around for decades. It gives me a chance to step away from my regular role. I often post pictures from meetings I go too. conduct polls and most importantly have a real dialog with those in the organization who know the most about a given topic. I just decided to implement them again at EA as well for the same reason. There are two practices that I have adopted that have helped me with stronger bonds with my own teams. Turns out. I was intimidated by the higher-ups or the corner office.I have adopted several techniques to create a structure. 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). It gives me insight into the passions of my colleagues. It‘s an opportunity to strip away the job titles and just have an enlightening conversation that sparks creativity and innovation. have me review their work. Social Networks Taking a page from the success social media for personal use. The most important characteristic to doing this right is accessibility.
That my energy is contagious . 5 Tips on Staying Energetic as a Founder June 09. 2013 8. . healthy lifestyle while being a founder. 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. In the end. They almost don't believe it. Breaking organizational walls in a company. Hope this helps.that I'm constantly smiling.decision.537 115 35 inShare658 I am approached a lot by curious people who wonder how I'm always able to stay "energetic". 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. I'm here to debunk this and to share a few tips I've learned along the way to help maintain an energetic.
I love doing this. Yes. Remember that you are living your own life . to phone calls. Make your own path. Your tempo involves not taking a "break". and about your next moves. If it's not at 9am. But when it becomes FOMO (find out what this stands for if you don't know). Leave your most inspired hours to brainstorm. It's possible and it's the secret that most people don't share.Find Your Own Tempo Not everyone needs to work 20 hours every day. It just doesn't happen.then following hours are just diminishing marginal returns in work results. or going on "vacation". e-mail.spending too much time reading about other people's lives is only wasting time you could be spending living your own. As a founder. product.you can feel it. You need a break. It's .but the perception that this is consistently so is just wrong. It's all of your senses. to absorb energy. and realize that news focuses on the lightning strikes . or reading. 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. There will be time devoted to your team. I believe that everyone has a peak number of hours that they can truly be productive . Then you start checking your phone.the notable stories . there's no such thing. Stop hanging out with people that make you want to fall asleep. Find Your Source of Wonder This is directly tied to everything above. and question the status quo.and concentrates them into a firehose. Finding your own tempo means knowing when to spend time with others. You'll never be able to turn it off. and when it becomes less encouraging and more discouraging. I need to be around people who are just as happy as me to feel like there are others just as excited about life. decks. Whether this is travel (it is for me). mind map. don't force yourself. Optimizing time means knowing which hours you'll get more done in 60 minutes than some get done in an entire day. 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. if you're doing this you're probably doing something wrong. 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. some days you may need to . Quite honestly. Then you start browsing Facebook. and more. Sometimes it's encouraging and inspiring.find something that you can just tilt your head and go "woah".you can push yourself . disconnect and find your own tempo. or listening to a good symphony . You'll know your peak . to meetings. new ideas. Find a setup where you know when you're the most inspired and productive.
life is pretty good when you think about it. It's a magical thing and I will continue to seek it out like a drug. When we get older we are always reminded that we need to act "adult". A smile is the best way to disarm a grumpy person. He didn't even know he needed to do that until he got it. One thing that struck me when visiting countries like Vietnam and Cambodia when I went on exchange in Southeast Asia back when I was in University was just how happy everyone was. if people around you see that you're happy. Don't let that happen too often. you need to figure out why. We talked about his life and I remember him mentioning that he recently got a candy bar cell phone. The funny thing is sometimes the most childish adults are called "eccentric". I always will remember the whooshing feeling you get stepping out of a train station or an airport to a completely foreign place. That's why I like him. I feel like it eats at you. it sometimes makes us unhappier. It hit me that as our lives appear to get better. Try Being You and Stop Second Guessing Yourself My version of this is talking loudly. Smile My friend Omer Perchik from Any. occasionally making a funny. and drinking coffee like water. It gives you a natural high. 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. 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. at the end of the day. Get them wondering why you're so happy.the curiosity that triggers a part of your brain that you haven't triggered for a while. Anytime you feel like you're being thrown into a situation you don't want to do. If that's happening too much.there's a lot of research that tries to prove it. You won't regret it. because now that he had it his girlfriend expected him to text her all the time. At the end of the day. they are bound to be happy. Smile big. by the way).DO posted this video of a TED talk on smiling recently.try it. He's a smiley guy. Follow your gut. . but it's important to let loose once in a while in a situation that doesn't necessarily involve alcohol and karaoke. Because. but who cares about the research. This TED talk talks about the power of smiling and something that I've always abided to without even knowing about this talk. I asked him if he liked it. Smile . be spontaneous. Maybe you're hanging out with the wrong people. He said he hated it. and do what you want to do. Of course there are inappropriate moments not to yell like a sailor. Smiling makes you happy .
672 58 21 inShare256 . Remember to give yourself something to look forward to. Be active and drink life up. Hitchhiking to School and Other Lessons in Connecting June 08. 2013 4. If you've done it right. you should look forward to every day.There are many more ways to harness the energy within you.
It rarely worked. which is 35 miles southwest of London. Instead of a five minute walk. to the village of East Horsley some 12 miles away. I had a one-hour-plus. I had an hour's wait for the next one. my family moved from the quintessentially English town of Godalming. And if I missed the 408 to Guildford. At first I tried the English method where you walk along with your back to the traffic and your thumb stuck out. So I decided to turn things around and . I was not happy at all about the move. where I caught my connecting bus. two-bus trip. So I started hitchhiking to school.In the summer of 1973. One reason I hated it was that I had one year remaining at Godalming Grammar before heading to university.
I got a lift in the Mayor of Guildford‘s limousine. many drivers would simply take off. of course. got a job and could afford a car. I often heard from those that picked me up. It was simply an acceptable way for young people to get around. if only about the weather. After they asked me where I was going. 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. when they were younger. as well. So what did I learn from that year of hitching and the subsequent three years of thumbing a lift back home from Cardiff. saying they weren‘t going that far. There were few horror stories of hitchhikers being attacked by those that picked them up or vice versa. I often got picked up by women. if possible) as they came into view. ―Guildford‖ as most traffic was headed that way. ―80% of success is just showing up. I also learned to quickly read a person. Or as Woody Allen said. The first question was always. had once hitched. where I went to university? That in life and in business and the non-profit sector. As the dress code at my school required a jacket and tie. On one of my last days of school. 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. And these were more innocent days. to see if there were any warning signs before I jumped in and to try and find common ground. At least if I could get in. I tried to make a connection while stopping short of pleading or appearing desperate. ―I don‘t normally get picked up by women!‖ Naturally. trust. The 70‘s. humor or good stories. It worked. whether it be charm. I looked the part of an upstanding young man heading off into the world with purpose and direction. You‘ve got to get yourself in a place where you will be noticed. you‘ve then got to connect with people. I often got a ride within a few minutes of turning up. They felt an almost karmic need to pick up hitchhikers now that they had grown. were simpler times when car ownership was much lower in the UK than it is today. Use your eyes. your body language to convey warmth. ―Where are you going?‖ I learned to say. But the key thing I learned was to make eye contact with each and every driver (and passenger. that they. . too. ―I don‘t usually pick up hitchhikers. I could explain my full plans while riding along.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. More than once. In those fleeting moments. I had never had so much leg room in my life. your voice. the next thing they almost always said was. a driver would go out of their way to take me to school. 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. Use whatever is in your personal arsenal.‖ And my usual response was. to help make a connection. If I asked for my final destination. sincerity and a willingness to listen.‖ Once you‘ve got in position. it is all about positioning.
most people are good and want to help. Class of 2013: Start Designing Your Life May 21. And as you progress on your career path. 2013 26. you will need help from a variety of sources including complete strangers. In spite of the drumbeat of news stories to the contrary. And make sure to thank them for whatever help or assistance they may offer. showed up in your life and who may be in need of a ride home.Trust in the kindness of strangers. but my advice to you is the same: start designing your life. I was trained to play a very specific role as a designer of the products we surround ourselves with. If you‘re in the early stages of your career. Ask them for their contact details so you can keep in touch.682 300 51 inShare1. 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. . keep an eye out for others who may need a lift or a kind word or some form of encouragement. make eye contact and figure out a way you can help this person who has. serendipitously. I am a designer and I was trained at an educational institution very different from this. So stop. It’s been adapted a bit for length.
But I think the principles of design thinking might help you create a life that is more rewarding. interesting. creative. the next business project. if solved. 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. Here are few things you might think about: Don’t ask what. and that‘s why I think it is possible to design a life. We spend most of our lives not noticing the important things.I was taught to use my skills to create products that are more attractive. I discovered that I could apply those same design skills to many kinds of problems. Ask why. They ask. We create a perfect picture of a possible future. 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. Perhaps there is something you can do to prepare for it. 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 . I am not going to paint some beautiful detailed picture of a perfect life that you might wish for. There is not much you can do to change that. Designers sometimes do that. The only problem was that most of those products were obsolete within a few months or years and most are now occupying landfill. We then expect our clients to go and perfectly execute our vision. 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. and perhaps more meaningful. Open your eyes. Problems that. I think that mindfulness is at the heart of design. My friend Dan Pink talks about this problem in his book The Adventures of Johnny Bunko. We have a habit of accepting the challenges that get put in front of us—the latest school assignment. But I was fortunate. Designers have a habit of being awkward on this subject. We hide it under a metaphorical black cloth and ―ta-da!‖ we pull off the cloth and expect the audience to swoon in wonder. And while it may be possible to approach the design of a car or a house that way. and more desirable—and I spent the first several years of my career doing exactly that. easier to use. So invest plenty of time in getting to the right question before you invest your creative energies in finding solutions. might have greater impact on the world. it certainly isn‘t appropriate when designing one‘s life.
Record your observations and ideas visually. He used them as the starting point for his own thinking. Do it anyway. Design is a Darwinian process and diversity always creates the strongest ideas. If you chose to apply design thinking to your activities as you go forward then remember to document the process as it unfolds. Just as it is too easy to accept the questions that get put in front of you. It is easier to feel proud of your contribution when you have a record of it. but in your own reflection on your life or when you try to explain to your friends. what it is you really do. Balance your portfolio.take it for granted and in the process miss the opportunity for insight and inspiration. Don‘t worry if you think you can‘t draw. whatever it is that shows how you think. Make it visual. One of the most satisfying things about design is that the results are tangible. Preserve those pictures and sketches you use to inspire and create. so it is far too easy to accept the first solutions you come up with. Pictures put things in context. Great ideas evolve. Assembled as a portfolio. or perhaps kids. 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. They show the whole idea. Just remember to give them credit where it is due. 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. multiple solutions that can compete with each other. never mind enjoyment. Demand options. Leonardo da Vinci‘s sketch books are full not just of his own ideas but those of other inventors and engineers. This will be invaluable not just in the prosaic drumbeat of performance reviews and job interviews. this material will document a process of growth and record the impact of many minds. parents. even if it is just a rough sketch or a photo on your phone. Keep videos. . They do not spring fully formed from the minds of geniuses. I wish you the best of fortune as you leave here and embark on the task of designing your lives. Build on the ideas of others. Good design thinkers observe. They show what else is going on. Being visual allows us to look at a problem differently than if we rely only on words or numbers. Drawing forces you to make decisions about what you want to happen. Great design thinkers observe the ordinary and in that ordinariness find great insight. 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. prototypes. Something exists at the end of the process that did not exist before. Design thinkers seek out options. Picasso was famous for happily using the work of his fellow painters as genesis for his own masterpieces. Don‘t stop until you have explored at least three ideas you would be excited by.
Here are 3 ways to avoid this painful phenomenon. 2013 122.045 We often get sucked into trivial decisions.3 Ways to Avoid Decision Quicksand April 29.079 407 195 inShare2. Have you ever agonized over which restaurant entrée to order? Which shade of white to paint the kitchen? Which flight to purchase? .
or conflicting tradeoffs on different dimensions.If so. You‘re choosing a vacation destination or a restaurant to go for dinner. Decision quicksand happens to everyone. If the decision is this difficult it MUST be worth my time and effort. Once it goes off. 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.‖ Not only does it lead to wasted time. You compare each dimension one by one. You‘re trapped and you can‘t seem to find a way out. So we devote more energy to the decision. you‘re not alone. You‘re struggling and struggling but the harder you work the more you get sucked in. It starts simply enough. it also makes people unhappy and less satisfied with choice. Pre-Commit.and your stomach is starting to grumble. but a pretty trivial one. Five minutes at the most. Each option has positives and negatives. The reason it happens is less about you and more about the situation. careful deliberation and weighing of alternatives. weighing the benefits of each. The Italian place has great food.. collect more information. and deserve. don‘t worry. sure. for less important decisions. We‘ve spent an hour on a trivial decision and we can‘t figure out a way to escape. happy. You‘ve been caught in something my colleague and I call ―Decision Quicksand. 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. . We don‘t expect the same difficulty.. I‘m going to pick a flight in 10 minutes. Like a walk in the park. And set a timer. But unimportant decisions frequently end up being more difficult than we expect. You think you‘ll quickly pick something and move on. But then you begin comparing options. Want to avoid the quicksand? Here are 3 simple ways out. 1. Soon you‘re starting to get frustrated. And this unexpected difficulty leads us to think that the decision must be more important than we originally thought. Decide how much time you want to spend in advance. Both seem good in some ways and bad in others. Often there are many options to sift through. We expect important decisions. You‘re relaxed. however. Which entrée to choose? Which flight to pick? That should be easy! Just pick and go. but you had to wait a while last time to be seated. you have to choose whichever option you were looking at last. like whether to switch jobs or buy a house. They require. If something like this has happened to you. and ready to knock it out. period. Suddenly a choice that seemed relatively unimportant starts to feel more weighty and consequential. It doesn‘t mean you are bad at decision making. they‘re important. We start spending more and more effort and the decision comes to seem more and more important. and sink deeper into the quicksand. to be difficult. So you go back-and-forth. After all. It‘s a decision.
At that time. positive word of mouth. any of the options would make you quite satisfied. Take A Break. We believed there was ―good‖ social media and ―bad‖ social media practices. 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. Decision quicksand leads us to be so narrowly focused on a choice that we think the world revolves around that decision. Either option is great. Flip a coin. That planning framework has evolved over the years thanks to efforts by our ―grown‖ experts – leaders like Kaitlyn Wilkins. They were impossible to predict and questionable in terms of effect. Well. trying to find the best possible option. IP First. Satisfice.2. Our discipline hadn‘t been invented yet. We created a planning framework to create predictably great programs.331 47 19 inShare200 We started Social@Ogilvy eight years ago. There was one big problem – hiring experts. technically we first created some pretty important intellectual property (IP). 3. We had to grow our own. No significant competitors to steal talent from. Then Training Early on we developed a training program. ‗Good‘ drove sustainable. That‘s what we were doing. There were no university programs churning out bright young things. But few choices are that important. Training Global Teams . But in many cases. 2013 8. No industry associations holding quality training seminars. The Dangers of Growing Experts From Within June 10. People often maximize. So stop deliberating and move on with your life. ‗Bad‘ was either snake oil or. now heading up social globally for Burberry. You‘d have a wonderful time in either Disney World or Hawaii. unethical. now leading global accounts for us. Only problem was they were a bit of a chimera.‘ They represented every thing wild and wonderful about social media. marketers had a fascination in a phenomena known as ‗viral videos. 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. John Stauffer. most often. worse. and others. authentic and.
competed and presented. The same experts. Nestlé.Next came training. who designed and delivered social media programs for our clients designed and delivered the training. myself included. Having the training function integrated and supported by the rank and file has kept it alive and vibrant for these eight years. We designed and delivered immersive training workshops around the world like the recent "Community Director" training in Madrid where teams collaborated. 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. Since their core job function wasn‘t training there was no visible training head count to be cut by some fiscally-squeezed executive. IBM and other major brands. . That was key for two big reasons: Our teachers had credibility.
She understands change management and that mindset has helped us immeasurably. She launched Social@Ogilvy .The Danger Our training mission has become more sophisticated. We hired a learning and development expert. Hastie Afkhami. who has seriously professionalized our program.
Accelerator. social planning. A Learning Culture is Magnetic At the end of the day. Many will stay. we are essentially accelerating their development. to scale the training across our worldwide teams. By training. How the Matrix Changes Leadership Focus June 03.0. Ben Casnocha. Sounds good. hungry to learn more and thrilled to be called on to train the next generation.030 82 24 inShare592 . training our experts from within is worth it. We need to take extra care to recognize them and align compensation and growth plans. the Principles of Social Design. and more. Certainly some of our bright stars will move on to another adventure. 2013 14. 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. that‘s all good. This aligns well with Reid Hoffman. our e-learning platform. right? The danger is that we become the university for the industry. and Chris Yeh's article in HBR on Tours of Duty. Our general training workshops have evolved into deep-dive workshops in critical specialties like community management 3. In the karmic world of business.
Both the matrix and The Matrix have a . It‘s funny that one of the defining. The Matrix. this isn‘t about an alternate reality created by computers where enlightened heroes punch their way through.No. Multiple reporting lines are a de facto standard in companies as are leaders with influence but no hard authority. dystopian science fiction movies of the past 20 years. is the name of the organizational structure of so many corporations today.
exploitation of people as ―batteries‖ energizing the machine and so forth. I often identify one of my leadership faults as having ―eyes bigg er than my stomach. The Matrix Demands Diversity In the matrix. The strategic leader analyzes the ―signals of business‖ and carefully places one or two big bets that he or she believes will pay off. So. The toolbox is full of nine utilities. Social Paths applies insights to discover the best opportunities to use social media along the customer journey. This is the planning model we use for integrated social media marketing and communications programs. Focus is a big deal to me. But I have many other projects in the works at the same time. I had about five big contributors and many supporting team members working on it beside myself. It was a big project. Often at the same time. It‘s all about partnerships. I could have gone ―chips-in‖ on this project and maybe one other. 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. That goes against most business wisdom that focusing on less is the winning leadership move. The Social Brand Print analyzes the strength of a brand‘s social content and presence.dark side. The military hierarchies of the sixties are few and far between. We just developed the next generation Social Planning Framework & Toolbox. But matrix structure and leading through influence and relationships are facts of life. I like to rally teams to explore different directions. and so on. I don‘t know about you but that just isn‘t my reality. And I am tired of feeling bad about it. This project by itself will have big impact on how our teams in 35 markets do great work for our brands. why so many? .‖ I like to try lots of things. Each is smart and address a business need. And I could certainly go on with the metaphor of elusive realities.
Lastly. I embrace those initiatives. In my own group. Innovation and improvement can come from anywhere these days.The first answer is that we have a big aspiration. Leadership Alignment Makes All the Difference With all of our projects. Rather than squelch that drive (as if I could). we share a priority we call the ―twin peaks:‖ pervasive creativity and effectiveness. The real answers lie here: We are innovating and operationalizing our use of social media practices for business at the same time. . We choose a more ‗agile‘ approach of designing prototypes and get them out into people‘s hands. we have rallied our core team around 6 key missions that will help us align to achieve our business goals and the key priority. I cannot know what will completely work or be useful to enough markets. This is how I harness the matrix. 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. Matching people to projects and their general availability means I am better off with a collection of projects underway. They are all important. Most leaders could say the same thing. we remain focused. 2013 7. That means I need enough projects brewing to count on enough winners. I embrace it and make these projects part of the plan. It determines where we place resources and influences which projects we pursue. It is easily communicated and can be shared by anyone inside our team. The projects that fit within this structure run the gamut of big. 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. On the innovation side. Across Ogilvy & Mather. emotional belief that we are on a shared journey. 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. I know that‘s a cop-out. Like Tom Sawyer who attracts children to help whitewash a fence. I need to romance managers to allow their people to commit time to work on our projects. Worldwide Chairman and CEO Miles Young established these and has consistently communicated around them. This is usually a big concept that can significantly accelerate our business. At it‘s best. The actual team members are always willing to contribute to the IP of our discipline. we have a single annual priority.771 44 7 inShare623 Company culture can be a huge motivator for people. it can provide a sense of belonging through shared values and an intangible. transformational ideas to tactical ―must-do‘s‖. In a matrixed world.
Not everyone goes. a few of those hours are a modest dinner with local colleagues in that city. India. Part of it is to find the others who have visited to share stories and amazement (―Could you believe the dungeon underneath the chapel?‖). we see China. Part of our culture is that there is no UScentricity. sixteen hours of the day. Those that have been find ways to share about it. I find it well-intentioned vs. we know how to talk and behave with each other. manipulative. Herta Ogilvy‘s home outside Poitiers. Check out the Website here and send an email to Douglas at info@touffou. Part of it is status-seeking (―I was chosen to go to the meeting in Touffou…‖). This was the home of David Ogilvy. Brazil. We get down to business faster. I love the people at Ogilvy. After all.‘ The Eternal Pursuit of Unhappiness is a chapbook that has floated around for years. I feel privileged to have been there and will likely talk about it for the very reasons mentioned above. We are a founder-based company where much of our character can be traced to David Ogilvy and the early experiences at the company. She embodies our culture in many ways. It captures a shared belief that we must always be trying and learning to make things better. It certainly helps me enjoy work more and I work pretty hard. We share values. I find our culture palpable and anchored in behaviors. Mention that I sent you. Have You Been To Touffou? One ritual (or is it a rite of passage?) at Ogilvy is participating in a meeting at Touffou. Part of it is to simply share a sense of our shared culture. South Africa and soon. It is not lip service nor generic motivational posters (eagles soaring). Retention of talent Strong culture helps retain talent. It is grander than you can imagine yet homier than you would ever expect. If anything. We have created derivative works to help interpret these values and make it easier for us all to ‗walk -the-walk. Spending time with Herta Ogilvy was the highlight. We find the fun in the work earlier. France. And it helps us work together. I am like everyone inside a big company.) Productive behaviors For me. Indonesia. Or where a single sharp personality makes me wonder if it is . I know that I share more than a business card with my colleagues there. When we move across the world to collaborate on projects. When I travel to offices in Paris. I was lucky enough to visit recently for our global Digital Council meeting. She is so much more than David Ogilvy‘s widow. 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.Getting people aligned around values and culture feels better. It will be a terrific experience. Ogilvy & Mather has a very tangible culture. Herta has created a marvelous experience from the exquisi te food to the rooms tucked away in turrets and wings.com. That means higher productivity. language and ritual. I have days where the silly bureaucratic needs wear me down. That makes it easier to stay at it fifteen. (Note: You can hold your own meeting there.
That is why executive leadership support of behaviors and initiatives that can strengthen culture are so important. They start as mo st start-ups do. Still. Culture has been cultivated over the long haul. CEO of the Ford Motor Company. . Certainly the culture is at the top of the list. they are quickly making them their own. I see an authenticity in what they do and how their employees talk about themselves. define the company. support a ―One Ford‖ initiative that held the company together during hard times and anchored their culture in shared missions. often to the very brands we support. The myth Can culture be manufactured or engineered over a short period of time? That‘s the myth. distinctive and one of the reasons people want to work there. Still. We cultivate communities of ―alumni‖ – people who have moved on. Worldwide Chairman and CEO at Ogilvy & Mather. They did not invent concierge services to improve the work life of their hard workers. Jon Iwata. stories of hackathons and ―Fail Faster‖ posters (I actually love that Facebook has a print department cranking out graphic design ―artifacts‖). They did not invent social-by-design. the people and the wonderfully creative work I get to do most days help me endure. I witnessed Alan Mulally. They did not invent agile work processes. We talk about ―boomerangs‖ – people who have left Ogilvy and returned. We tell each other that we are ―Ogilvy Red‖. They did not invent hackathons. carries that torch for Ogilvy supported by many who believe in our culture. With leaders like Sheryl Sandberg and Mark Zuckerburg. Senior Vice President. Leaders need to protect those initiatives from the natural impulse of management to sacrifice everything to the ―numbers‖ or to the business metrics. What about start-ups? We talk about the culture of Silicon Valley start-ups all of the time. I am certain that Facebook‘s culture will strengthen over time.worth it. a term likely sparked by how we speak about college affiliations. I am not sure its accurate to call Facebook a start-up anymore. Most have only been around a few years. Short-lived Start-up Culture These are leaders of companies that have been around for decades. Imagine what it will be like in 25 years. The culture. People stay at or return to Ogilvy for many good reasons. but timescales are long. Miles Young. with a borrowed culture. I expect the culture at Facebook will be strong. is the author of some of the most useful corporate thinking on the value of corporate character – those shared beliefs that bind us together. Marketing and Communications at IBM. I believe culture can be cultivated and grown. These are all Silicon Valley staples.
The big stars of the game are far removed from our reality and we can‘t compete at their leve l. the weekend warrior. and we instantly see something there that could be us. but bring in the underdog. 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. Joe Public. so can I‖ attitude. 2013 2. And because we see ourselves it makes it real and achievable to us with our ―if they can do it. It doesn‘t stop there though.155 30 4 inShare107 Why do we inevitably support the underdogs in a sporting event. there are more instances we look for ourselves subconsciously. the lucky few to be in the spot competing where they are now. .
896 184 61 inShare1. 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. Who do you look for first? You. 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. he had employed 20 people that were all like him! Can you imagine how their business was running internally. There is something inside us. 2013 14. and because we see ourselves we go ahead and employ.004 . Call it an interest.Take the true story about a CEO whose company had some pretty tough staffing issues. Try it if you don‘t believe me. even though we know nothing about them simply because they encouraged us to talk about ourselves. I don‘t know I can‘ t explain it. that makes us think about ourselves but not selfishly so. We are not being selfish when we do this. He made you feel like he was singing directly to you. you wanted to be the person he was singing to and so you saw yourself. the way we are wired maybe. we think the person we have been talking to is interesting. 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. James Blunt sang ―You‘re Beautiful‖ which sent many women swooning (me included!). Everything You Think About Business Leadership Is Changing June 19. call it hog wash. it registers. Take a group photograph with you included in it. to get them talking about themselves rather than us talking about ourselves. call it human nature. and you only. its really hard not to seek yourself out first. but somewhere in our subconscious. but its there.
The one that traditionally comes to mind is that of a Jack-Welchian type ―taking the hill. a significant competitive advantage. size matters.‖ as they‘ve said they did. Negative customer reaction was swift and dramatic. sports and gambling analogies abound. 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. in a way it couldn‘t have been a decade ago.‖ ―gaining share.‖ ―cutting losses. or how they would react to the shift. It is clear that the bank did not fully engage with its customers on what they valued. and the bank reversed course. And these same resources are also allowing customers to ―talk back‖ to companies. Technology and social media today are enabling almost anyone to tap into what consumers want… by simply asking. Picture a business leader. and in some cases to mobilize their reaction to company actions.‖ operating through ―command and control.‖ ―beating the competition. (―Any color as long as it‘s black‖ worked back in the day. .) And even if large companies didn‘t always really ―listen to their customers.Quick. who didn't have similar resources. regardless. And this has been in part because having many customers also meant having better insights into their behavior.) But this is changing. the bank instead bet that its might as an industry leader would serve as a forcing mechanism. (I recognized that the weekly client surveys we conducted at Merrill Lynch gave us a HUGE advantage over our wealth management competitors.‖ War. their sheer might and resources could often shape their industry in a certain direction. In this world. expecting competitors to fall in line.
because those decisions made it possible to focus on the ones they did build. but instead as partners… whose buyin to a course of action will be the key component of their success. The same is true for all of us. the prototypical leader of the future will shift from the steely-eyed command-and-control type to one who is more open to feedback…. 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.964 81 11 inShare363 As a leader. but the one resource you can never create more of is time.one who specializes in communication. collaboration and co ordination. it can certainly help companies of all sizes understand what consumers value. There are often creative ways to find more people and dollars. He shared that he was very proud of all the products that Apple hadn‘t built. Thus. 2013 2. Steve Jobs was once asked what his favorite product was. 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. Combine the scarcity and importance of this resource. people and dollars. this does make me more optimistic about the progress of women in business and the value we place on their leadership qualities. While this approach may not lead to Steve-Jobs-type innovation. there are typically three sets of resources in your toolbox: time. Managing Your Most Precious Resource: Time June 19. and you quickly realize how vital it is for leaders to be deliberate about how they spend their time. . By taking several months to engage them instead in a discussion of what they observed from clients. I gained a first-hand preview of this when I led Smith Barney and Merrill Lynch. And. and had their buy-in on strategic moves. How you spend your time also sends a strong signal to your team about what you view as important. what wasn‘t working. The first step in good time management is picking your priorities and sticking to them. the most successful CEOs of their future will view customers not in a paternalistic way (at best) or as sales targets. 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. 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. what was working.Thus.
The trick is to be brutally honest with yourself. The key to successful time management is proactive planning. seminars and board rooms. For myself. 2013 6. proactive time allocations to maximize this most precious of resources. I am off a bit. and this tracking allows me to adjust course and steer closer to the goals I have set.Define a “100 Point” Plan Time will slip away from you if you are not clear and diligent in your planning. skip levels and teaching at leadership development seminars. One size does not fit all. meeting with my personal coach and other select mentors. Allocating your time can be the biggest challenge or opportunity for any leader. and then make clear. twenty percent is invested outside the company learning from others by engaging with fellow leaders in roundtable discussions. The hard part is sticking to it. so I encourage you to find the mix that works best for you. Often times. 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. thirty percent is invested in building our organization‘s capability and leadership bench through 1:1‘s. and the last ten percent is invested in personal growth and development. 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. Hold Yourself Accountable Making the plan is the easy part. Don't Screw Up Your Mission Statement! June 19. The key is making a ―100 point‖ plan so that you are the master of your own time. I encourage all leaders to carefully examine how they invest their time. For myself.046 75 27 inShare286 .
.it didn‘t take us long to realize that not a single customer. We had wanted to change that. we wanted to ―bring humanity back to air travel. one of our early attempts to craft a pithy. David Neeleman. more than a few have had mission statements are long and flowery. 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.‖ The what? Yes. we wanted to transform it into an enjoyable and inclusive experience – in the words of our founder.At jetBlue. So we went back to the drawing board. What they don‘t realize is that these attempts at being aspirational and inspirational often come off as interchangeable and irrelevant. expensive buses in the sky.. . airplanes had come to feel like crowded. full of buzzwords and the language of lofty virtue. crewmember or shareholder would know what ―premier value-based carrier‖ meant. The key line declared that our airline would become ―the premier value-based carrier in the Americas. thanks to their forward-thinking products and unimpeachable integrity. When jetBlue was founded in 1999. meaningful mission statement came out sounding like our auditors drafted it.
How inspired are you when you hear something like. But the simple ideas that emerge from that kind of process can be the most powerful and inspiring. This is the art of saying what you mean. Once you‘ve done that. 2013 674 10 1 inShare72 .‖ I‘m constantly reminding myself that if I haven‘t figured out a simple way to explain something to other people.‖ Holmes‘ far-side simplicity is the kind that captures complex ideas in a sentence – or an image. 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. ―we aspire to be the premier provider of tasty take-out food while maintaining uncompromising principles. and trial and error. I probably haven‘t figured it out yet. you know it‘s rooted in the hard and often frustrating work of deep thinking. 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. but I would give my life for the simplicity the other side of complexity. false starts. If you‘ve ever achieved this kind of simplicity. both to your team and to your customers.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. or a product – that anyone can understand. it‘s time to mean what you say. Mission statements written in business-speak or soaring rhetoric tend to invite eye-rolling and suspicion. ―It is our responsibility to assertively administrate timely deliverables in order to solve business problems‖? Or. A Simple Plan to Eliminate the Skills Gap June 21. rather than loyalty and appreciation.
Here‘s what stood out: They all possessed the Achiever Pattern. About a third had been promoted or were given expanded roles during the first year. and after about 100 mid-level manager placements. not their skills. . The big idea is that past performance – the DOING – is a better predictor of job success than skills – the HAVING. 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. awards. Since I was working with their managers and many started hiring other people from me. not what you HAVE. I had been thinking about this for a while. 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. fellowships and write more whitepapers. I hit upon an epiphany: It‘s what you DO with what you HAVE that counts.Many years ago while stuck in LA traffic. so this is the group whose names rolled by along with the LA traffic. They were successful in their new roles. I knew they were being promoted or given expanded roles very quickly. People with the Achiever Pattern get assigned bigger jobs quickly and get promoted more rapidly than their peers. They also receive more honors. speak at more events or have more patents. I put this concept into the graphical form shown. Later.
As a minimum. valuable data was gathered that could later be shared. Techies still overvalued tech skills. 2. Divide and conquer: it‘s impossible to make a complete and accurate assessment about an unknown person in a 30-60 minute interview. A promotion is designed to give the person a chance to develop skills and experience he or she doesn‘t already possess. We eventually found these to work the best: 1. consider people who have been promoted. and anyone who wants to make a career move into a new industry without having to make a giant leap backwards to get ahead. Despite the improved predictability of the Performance based Interview. interviewers would naturally use their personal and unvalidated interviewing techniques. was that this bias to measure performance occurred naturally when the person was known or highly referred to the interviewer. This question uncovers thinking ability and potential. It was at this point. By narrowing the focus of each interviewer to specific areas critical to on-the-job success. Here‘s a link for those who want the complete version. approach when interviewing candidates not personally known or referred to them. returning military vets. . high potential people who are light on experience. To address this. we required the hiring manager to define real job needs as a series of realistic performance objectives.) The process starts by looking for the Achiever Pattern as part of the work-history review. we suggested 30 minutes. Equally important. To gain a sense of this. but minimize it‘s importance when assessing someone we know? Breaking this barrier would open the doors to more diverse candidates. but potentially more important. 3. exhausted. aka the Most Significant Accomplishment Question (MSA). This is The Most Important Interview Question of All Time. Listen to the judge: the idea for this was to delay any yes or no decision until all of the evidence was heard. We refered to these as performance profiles or performance-based job descriptions.Less obvious. executives still overvalued their intuition. This was enough time for the interviewer to look for the Achiever Pattern and ask one MSA question. Unfortunately. I arrived home. 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. but obsessed with the idea of how to eliminate the ―known‖ requirement as a precondition for shifting the emphasis to past performance. their subsequent performance is highly predictable. like handling a difficult business challenge or overcoming a technical roadblock. even more powerful countermeasures were needed. As a result of these vagaries of human nature. even this wasn‘t enough. (Note: it has been validated both academically and legally. but flawed. A number of years later the twoquestion Performance-based Interview emerged. most interviewers reverted to their natural. and just about everyone overvalued first impressions. The second question involves a formal discussion around real job-related problems the person is likely to face on the job. especially using flawed techniques. This alone minimized the seductive impact of first impressions. not the list of skills and experience listed in the job description. The first question involves digging into a candidate‘s major accomplishment s and comparing these to the true performance requirements of the job.
.) Networking is as much art as science. all of the interviewers were required to share their evidence in a formal debriefing. Not knowing the job. use the job post as a lead to find someone in your network connected to the hiring manager. and relying on the collective biases of the interviewing team to cancel each other out..) By discounting rankings based on feelings or superficial data. (Sign-up for a "how to" and Q&A networking webcast on June 25.. To minimize the impact of biases and emotions. 2013) Networking Rules! Step-by-Step Phase 1: From the Known to the Unknown 1. don‘t hit the ―apply now‖ button. (Here‘s a sample of the Quality of Hire Talent Scorecard we used for this. don‘t hit the ―apply now‖ button. when you find a job of interest. John Sullivan (FYI. when you find a job of interest. With this in mind. Enforce “listen to the judge” or call a mistrial. but it doesn‘t need to be haphazard. Networking Rules! . performance-based information became the primary basis of the assessment. Perhaps HR and recruiting leaders should spend more time in LA traffic. Find 1-5 people people who can vouch for your ability.. and getting connected to influencers is hard work. here‘s a step-by-step process for building a robust network. Research by Dr. Instead. . I called it Performance-based Hiring. does not seem like a great way to bring on new talent. 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%. using flawed interviewing techniques. 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. Instead.4. The process worked. (LinkedIn shows you the closest connections. . Then connect with these people on LinkedIn and request a personal meeting. Equally important.
like sending an article of interest. at least 50-75 people. Phase 2: Build a Network from Scratch Prepare a network target list. in parallel you need to engage with more people you don‘t know. Become good at presenting yourself. For example. 4. connect and repeat steps 2-6. if I had to mention this. 5. 8. I can now contact them directly through LinkedIn Join and participate in groups of interest. The referrer will consider it a coincidence. Put your feet on the street. You‘ll ask about these people during the meeting. Have the person ask you The Most Important Interview Question of All Time and then take their advice on how to improve your presentation. disciplined and worth recommending to 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. but don’t be a pest. One way: describe the biggest goal you have ever had that you have already accomplished and how you did it. Once you get the recommendation to the new person. Conduct network research. but you‘ll know it‘s a result of your hard work. For example. product managers.) 6. Have them highlight what stands out. Expand your network. Here are a few ideas on how to get started. Right now I‘m looking at a number of very strong people on one of my alumni groups who stand out as major contributors. Expand these new contacts using all of the appropriate steps in Phase 1. too!). Force the connection. so be persistent. Personally meet with these people. active participant and leader in organizations of interest. Every function has national organizations and each of these have local chapters you can join. Use LinkedIn and join groups in your area of specialty and contribute. nor would I ignore their requests to contact me. Use LinkedIn to find nodes who work in industries and companies of interest. and VPs. This includes a thank you note and semi-regular contact. A resume needs to excite the reader enough to want to read it in-depth. If I was still recruiting I wouldn‘t hesitate to reach out to these people. see some of the great ideas in the comments below and join this group for even more. I just found 20 people who are well-connected product marketing people who are members of the same groups I‘ve joined. Prove you’re reliable. (A node is someone who works with lots of different people like project managers. You‘ll need to iterate this process 4-5 times with every connection in order to get enough coverage in any given job market.2. 3. Implement Phase 1 and Phase 2 in parallel until you’ve landed another job. Seek advice from others. Nurture the network. Discuss their reaction and modify your resume so your best stuff grabs their attention. but sometimes the obvious isn‘t to everyone. sales reps. Note: this is the hardest part of this process. you really are a networking rookie. Side note: it‘s better to have a list of possible connections to ask about ahead of time. Pretty soon you‘ll begin hearing about some jobs of interest. 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. 2. . 3. During this meeting have the person look at your resume or LinkedIn profile for just 20 seconds. While Phase I is an important aspect of building a network. Of course. 6. 7. rather than asking if the person knows someone who might know someone who is hiring (but do this. 1. 4. Be a joiner. 5.
There are many elements to consider as we evaluate strategies to effectively lead a group of individuals in today's world of work — but. PsyCap is comprised of a number of key "state like" psychological resources. This will be helpful to others using networking to land new positions. is of primary interest.Once you have another job.487 Those who lead or manage others have the unique potential to serve as an energizing force within organizations today. The HERO resources: Hope. As such. Efficacy. researchers are actively examining the impact of the construct Psychological Capital (PsyCap) in the workplace. The movement. Resilience and Optimism). Getting started Note to Managers: Positivity Matters June 20. (Emphasizing our strengths. (The "HERO" resources. and it‘s likely the way you‘ll get your next job. . the celebration of successes). The confidence that one can put forth the effort to affect outcomes. but how we process those moments. A leader's view of a challenging situation. yes. Akin to this theory. With their position and collected experience. 2013 20. A belief in the ability to persevere toward goals and find paths to reach them. Hope. The ability to bounce back in the face of adversity or failure. advises building on the aspects of our work lives that help us garner strength and flourish. 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. can affect how we move forward. they have the ability to influence not only what transpires within our work lives. including the psychological vantage point or "mindset" they bring to bear upon a problem. Efficacy. Resilience. which stresses the identification of what is "right" within our work lives. understanding how leader behavior affects the attitudes and actions of team members.939 354 100 inShare4. regardless of how you found it. can positivity play a central role in enhancing a team's outlook and performance outcomes? A growing body of evidence says. continue to build and nurture your network.
How Do We Move Forward with Our Work Lives? June 11. Those leaders that "flex their positivity". It follows. but follower performance. Leaders with stronger psychological resources are more likely to develop alternatives pathways to meet these obstacles — a skill that can be learned by followers. for example) and the expression of a positive mindset when interacting with their teams. These leaders are more likely to bend with adversity and deal with failure. it appears in our best interest to encourage leaders to not only strengthen their psychological resources. maintain energy and enhance self-efficacy. Optimism. have the opportunity to serve as powerful role models. After the Crisis. set more robust or challenging goals — and are highly motivated to accomplish such goals. Leaders can utilize the power of feedback to build needed resources. and has revealed that leader psychological capital can not only be significantly related to levels of follower psychological capital. Some implications: Leader selection & development. through the process of modeling. as well. Goal setting. but outwardly express positivity — and provide model behaviors when interfacing with their employees. Organizations can readily assess the psychological resources possessed by candidates who will lead or manage the work of others. may indeed have the ability to change the tenor of the workplace. by exhibiting strategies that reflect higher levels of key psychological resources (for example behaviors that reflect resilience and hopefulness. Exhibiting behaviors which express positivity when facing issues and obstacles can be critical. particularly those who interface with multiple employees. Furthermore. in stride.485 47 23 inShare349 . Leaders with higher levels of psychological resources (such as hope). An example of the classic research of Bandura (1977) (which posits social learning through role models) — leaders can help shape follower attitudes and behavior. Recent research has explored this dynamic. training opportunities for leaders can include the development of these resources (resilience and optimism. that we should explore the potential impact of leader positivity and the associated behaviors on members of their team. This in turn can enhance workplace well-being and the achievement of valued outcomes.) Going forward. One explanation for these findings: positivity in the workplace can become somewhat "contagious". A generally positive view of work and the potential of success. can build confidence. Psychological capital has universal benefits. Pausing to note accomplishments. 2013 5. The development of psychological capital within organizations should not exclusively focus upon leaders — but those in varying roles and levels. Performance feedback. Problem management. Employees at all levels.
What we might do: Reflect. The closer an organization's industry is to the "epicenter" of the economic crisis. the trauma is the variety of doubts that infiltrate their work lives. It is as if on one hand we know the storm might be resolving. things are subtly improving business-wise. process. as much of what has happened was beyond your control. I deal with work-related behavior — the elements that combine to form jobs and organizations. Talk with your team about all that has happened and discuss the changes (both good and bad) that have occurred. the fear that the entire process will repeat in the next chapter of work life brings doubt. Yet. and they have become comfortable. Examine hesitancy. then focus forward. Build a forum to discuss ideas that may help the group get "back on track". and the extended uncertainty that has traveled with it. as both physical and emotional distress seems to be more prevalent. Many find it difficult to shake off all that has happened and move forward as who they once were. Often this is triggered when we contemplate letting go of the strategies that kept us afloat during trying times. Yet they seem frozen within past experiences — looking over their shoulder as they try to press on.) There is so much to work through. They seem saddled with the memory of what they have been through. (See a discussion of financial PTSD here. Interestingly. The pain of job loss. Let them vent and weigh the options — for all that it is worth. and attempt to rekindle hope for the future. The dark clouds are still visible — and the visceral reaction to protect ourselves remains. but we still want to hunker down in a place of safety for just a while longer. Their confidence has suffered. the mood seems akin to post-traumatic stress disorder.I've been observing a trend of late — and it is one that many of us may be struggling with. Avoid self-blame. the more trauma I seem to observe. These actions may have been quite effective for the past. and it walks with them side by side. During interviews. each and every day. the same strategies may not enhance our long-term position. your team or your organization have weathered – and are still capable of weathering – the storm. for some of my clients. process. with far less in the way of resources and support. It is the disturbing level of lingering stress caused by the economic downturn. Process. The frustration of evolving roles or dramatically lowered salaries. . this goes beyond job analysis and process improvement. Then attempt to rally energy and reconnect in "positive mode". But in this case. However. Take a moment to acknowledge that you. and with good reason. The continued pressure of meeting the needs of customers. For others. They hesitate to take risks and make key decisions. Celebrate your resiliency.
but ownership comes much after the alignment to one's dreams and aspirations. social worker or coach. so we just drove back home. but there was some traffic blockade and vehicles were backed up for a couple of kilometres. One of the boys is doing his BBA and the other is doing his Engineering from colleges in Coimbatore. :) Now. ownership matters. Mend the psychological contract. gave us special discounted prices and kept their word of letting us know if they were closing the stall. Not just that. Ultimately. if you or someone you know. this was their livelihood and their means of fulfilling their dreams. so that we continue to remain their customer. We did go the next day and again found these boys and bought mangoes. 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. 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. Are you wondering what's so special about this that I need to write it up ? Here's some background . extending the business etc etc and here are two Mango sellers who did all of this with no training. June 19th. reach out to a trusted friend. These boys asked us to come back and that they will continue to give us really good quality mangoes. do so with your team individually. we spend hours training people on customer service and closing the loop with the customer. . so that we could buy another last tranche of Mangoes.. We thought of stopping at the same place on our way back. About four weeks back when we were driving down to ISB for my Term 8. (If you manage others. We went on our way and ate the mangoes right through the week and they were delicious. There were three brothers who caught our attention. The Mango People On Wednesday. is suffering from debilitating stress. 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. I got a call. He also told me that his father will setup a vegetable and fruit stall in a month's time and would contact me. they smartly introduced their father's vegetable and fruit stall. 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. (More on this in a later post. Can you find a connect with the work you ask an employee to do and their dreams ? Yes. also because the mangoes they had for sale were quite good. Take a moment of pause and reflect on the health of the contract that you have with your employer....) Seek help if needed. expectations and promises are often breached. We exchanged phone numbers and asked them to let us know when they were winding up. The call on Wednesday was for that purpose. We bought a lot for the week at ISB and for gifting as well. Then we went the next week again and that's when we got talking. Share your situation and get a proper plan in place to affect concerns. They gave us an excellent product. we stopped at the series of mango stalls that had been setup on Jayamahal Road. physician.) In times of duress.
align it with their everyday work. And this post is the result. And then the rapid technological advances keep happening. for some it was low cost production. it set me thinking on how can I draw similarities between all the technical definitions am learning and examples from day to day life …. 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. no internet. both men and women find other cost effective options. As we had friends of every color from across the world on Facebook our outlook got global – we learnt about new customs. for some it was access to new markets. 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). All the training in the world cannot replace the impact of desire that one's dreams bring forth. Internet. Then came the Industrial revolution. another major motive for seeking alliances. between 2 and 5 crores. Facebook. product life cycles are short. they couldn’t reach out to the better choices out there. 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. there were strict societal/parental (government) norms and the world was comfortable with the feudal system. Computers. Russian revolution twice.Understand your employee and help him or her link their dreams to the vision of the organization and you can sit back and relax. governments have relaxed rules. anyway you figured out that Alliances offered lower transaction costs (another motive). 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). then live-in (joint venture) then either get married or breakup. In our parents’ time marriages (mergers and acquisitions) worked because there was limited awareness. If you can kindle the desire of reaching their dreams in your people. above 5 crores and the obscene crores segment. new ideas germinated. and suddenly there is no longer any reason to remain invested in the 1 to . magic happens. 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. Twitter. there is uncertainty. for some it was access to low cost capital.
No guarantees that the marriage will still succeed. Krishnan and I had two study-groups around it and I quote from it often. and whether you have complementary skills. date. The teaching is get to the most important things first and dont waste time on the unimportant and non-urgent. It’s a landmark book in many ways and an all time favourite of mine. 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. live-in and be fully informed before you marry. Ugly or happy divorces happen. Man. Deshmukh’s probability) and not burn a hole all over your sari/shirt…. medium rocks.obscene crore marriage. Grow up. 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. The wiser ones then go the dating. small rocks and gravel …. whether there is learning opportunities from each other and hopefully if the M&A does happen. 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. progressive or otherwise depends on many other factors. it leads to an united front. Yes yes I jumped to our favourite bashing boy – the UPA alliance. …. so the moral of this post and Term 8 is. 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. 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. When people come to me with time management issues. go steady. they will get done anyway. Little realising that her team was planning . 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. Infact I have a mini training on it that I have repeated often with several groups. Ofcourse this is gender neutral global advise. be smart. You know exactly the strengths and weaknesses. before the email-email game starts and a busy nonproductive day goes by. but atleast you improve the chances (Arun and Prof. 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. I have recommended that book to many people. Hmmmm interesting.
I never managed to meet him through Vish. This was a time when there was no internet. the gang managed to meet him which was almost like being in one of our OYD or CYD sessions. On an August afternoon 24 years back. She has rectified her approach and the team is coming around. S&S just took over. but telepathy worked and just as I picked up my phone on Monday during a break. Then I met another close friend of Venki’s nearly 12 years later in Spectramind and he became my mentor and a dear friend. when I got promoted I asked for an executive coach. I asked him if he knew Venki and he said yes. Venki escaped me then too. They got it the minute context was provided. Am writing this with her permission so others may benefit from her experience. friend and my first and enduring corporate idol. 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. . Then I moved to my current organization and four years back. There may be some who don’t understand the priorities or are not bought into them. I had found my corporate guru and I thought then that someday I should be like him. an articulate Shakun and both not letting the clear thinking Raghavan to utter a word … Rohit you were sorely missed. 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. So happy ending in a difficult situation. Your score 100/10 I didn’t think I will get a chance to meet him in this trip. As soon as I knew Vish was from NIIT. So he was oblivious of my existence ! Life moved on. An uncontrollable Shalini.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. communication and leadership skills. Atleast you would have managed to say something. Venki is my coach. so there was no way to stay in touch and I anyway didn’t introduce myself to him in that session. spend the time to explain. What’s important is for everyone to understand what the team’s priorities are and then let each person do it in their style. mentor. debate and convince or get convinced. 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. able to hold an audience spellbound with my conviction. no email and we had to book a trunk call and STD had just been introduced. and also that they were neighbours.. I also took his ethics lesson to heart and values and ethics became the cornerstone of my career. Not just me.
I learnt to be more tolerant of different styles. 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. Your rating on my ordinal scale is 100/10. 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. . from your part of the country. :) Thank you for starting me off on the right path and rejoining the journey when I needed your guidance the most…. shared many profiles and when none of them worked out and I told her exactly the type of person I had in mind. Many organizations have the performancepotential nine blocker grid. I do promise to “give forward” and I think you are fine with that.Our Talent Development leader then. I said its about “Making a difference”. I had finally tracked Venki down. you taught me new things and most of all. 20 years later.” And I asked her if he was from NIIT and she said yes and I knew. she said the famous words – “there is one person. When I met him. 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. we learn something and that is invaluable. This is a guy called Venki Iyer. and if you want to improve that rating… We can talk about it. Please continue to guide and shape my career and we will find more people who can carry on your vision of an ethical. The challenge is what parameters do you use to evaluate potential. this is what happens. you brought perspectives that expanded my vision. The grid is just that – part subjective and part objective assessment of a professional. I can help you :) Privilege of watching transformation When I was asked to summarise what my corporate life stood for. I love the whole process of unlocking potential. 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. 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. but he doesn’t accept coachees as easily. the famous grid developed at GE by Jack Welch and copied widely across. inclusive work environment. you validated my belief that its ok to stick to your values and ethics and the rewards are just. Every time we meet you. values based. you challenged me when I thought I couldn’t think any further. inclusiveness became second nature and I will never forget the lesson on working from my strengths. after looking through my career graph. The rest is history – my team ofcourse just became fans as expected. Venki.
I sat there feeling so proud and so happy. As you look around organizations and the leaders. 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. Someone who doesn’t make false promises. I read this nice fable long long back about how when asked to reduce the Torah to one sentence. letting the buck stop with you – all these come by when a person is willing to take ownership. it has been a privilege to see the growth. And when you overlay the other complexity of mapping the potential to what is required in the role. it leads to mixed results. if you see dissonance between the role and ability. from the “Vadamecum” mornings to hearing you articulate the goals of your department so well.Performance is relatively simpler. but potential is the tricky one. planning for succession. The willingness to take ownership is important since it brings a very different level of involvement – the long term thinking. another special corporate moment got added to my list :) thanks for the privilege of watching a transformation unfold. Rohit Malik. the Master said “Never do unto others what you would not have others do unto you” and that is the essence of fairness. Without the basic right values. . 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. since there are always some metrics and some folks to compare against. 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. Yesterday was special for me as two people that I have had the pleasure of knowing for a long time. chances are that there have been no calibrations of the kind I mention above. two is the willingness to take ownership. or culture and strategy. otherwise the Performance-potential grid will be a wasted exercise. accountability. I don’t see a lot of calibration on this – the whole activity gets reduced to a tick in the box. 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. This may be very rudimentary but what is needed is calibration on what each organization defines as potential. the big picture view. displayed their unlocked potential during a leadership meeting. Rohit Sharma. your hidden eloquence finally came out in the open. your genuinity and sincerity just shone through.
Ravi Venkatesan was interviewing Prof Joseph Stiglitz. 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. that this organization survives a 100 years and more. Mr. our assignment is all done !! Today was a truly a great day – besides the interesting conversation that Krishnan and I could witness. Narayan Murthy ! This conversation was held in the Infosys campus. and fascinatingly enough. a two time Nobel laureate. we sat 10 ft away from Mr. like the other great organization. I just hope and pray. courtesy Prof Kale !!! For the first time. It’s no mean feat.000 rupees 25 years back could create a world class campus like this in India spells hope. And he is carrying back all of his Red Bull cans this time. Couldn’t get a picture with him or shake his hand as he left before the session finished. in their board room and Mr. but just getting the chance to sit in the same room with him was great. Murthy deserves a big “thank you”.I attended a Nasscom session today. All that we learnt in our macro economics class at ISB was worth it because I understood everything that was spoken. the Infosys campus represents hope… The fact that an organization started with 10. All of us have been told how you cant ride two horses or sail on two boats – you brought home the point in your own way on how companies need to choose between cost leadership or differentiation and will sink if they are stuck in the middle. Murthy had come by. 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. They will need to find the next generation of leaders to lead the sustaining of hope. especially in the second half.. And I said this to many people. you came in with a brilliant strategy to teach us “competitive strategy” and executed flawlessly. Thank God. Without Red Bull Ahmed started the last four terms with a stash of Red Bull cans that helped him keep his energy up. For that alone. the Tata group. 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. Prof Stiglitz had some compelling arguments about why Walmart’s entry into India is no good for the Indian retail industry. .
The gala was muted. 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. Prof Kumar gave us the macro economic view of FDI in retail and you gave the operational reasons why the “Kirana” stores are needed. the Brazil tickets gave us a tour of all the airline websites. perseverance and openness to learning is the bigger lesson for all of us ! Hats off to you Bhaskar. there are no substitutes in place. and we will ensure you scale the heights you choose to. We all love Prof Deshmukh. that you were singing a single song in all the classes. The visit to Bhaskar’s dairy plant and just hearing him speak of his struggles to setup Creamline dairy was hugely valuable. We are so glad we didn’t. You said in the last class. Prof Kale and Prof Chopra – both of you have raised huge entry barriers with your respective styles of teaching.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. 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. where to target it and how to improve – after we separate simplicity from complexity. ofcourse you are suppliers of your time. the term nearly went by without anyone complaining about the food (I am ignoring the last day’s lunch). well and truly well. your artistry and mastery lies in the fact that each class sounded slightly different but you brought it all around to the opening note. To have created an amazingly successful business in 22 years deserves a standing ovation and Bhaskar’s humility. 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. The drive was beautiful – classy road. you made us realise why the Ikea managers sleep peacefully because their operations strategy is perfectly aligned to their business strategy. 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. PGPMAX and ourselves. we got to meet the assistant deans and for the first time I drove down from Bangalore along with Krishnan and Amma. This term was also about using Ideascale and all of us coming together to think about how to create more value for ISB. no reasons to get below 120 kmph ! Another first in this term was seeing a deer on one of my . We owe you ideas and our collective mastermind. If in the marketing class we saw the video where some folks in China were sleeping in an Ikea store.
exceeded your mentor JRD’s expectations and perpetuated the enduring Tata legacy. you stood for values and never taking a shortcut.cycle rides inside the campus. 3. If only all the corporate honchos and the corporate gurus can understand this simple truth. Term 5 is a high five …. The Tata group truly lived upto the credo of why companies were first formed – developing the community. There is a lot of money to be made – the right way. And time flies. but like me. You don’t know me. but the only way to do business. . The truly rich are those that give freely – and that is why you and the Tata group are truly the richest. A bigger Thank you for proving again and again and again that doing business ethically is not just possible. build an organization that has the community in the centre and builds itself around it. For more than 100 years this group’s existence is proof that ethical. down road no. 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.. In a world that is ready to take every shortcut in the book and innovate a new shortcut to make a quick buck. Can’t wait to see what you do to philanthropy !! A new era begins …. Your value increases manifold when you give freely – think of what you can contribute to developing the community. community centric way of doing business is the right way. Thank you Ratan – you lived upto your name. a brand name synonymous with values. his son setup India’s first steel plant and your predecessor. A new era begins The news channels talk of the end of an era …. 10000 crores when you took over and 21 years later its a $100 billion conglomerate !!! Wonder if there is a bigger corporate success story than that …. Had seen several peacocks but this is the first time I have seen a deer. 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. As you retire from your role as the chairman of Tata Sons. Your forefathers have touched every facet of life for an Indian – and you are leaving a global footprint. to get in all the sights. We better choose our seats well. 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.
till they are able to get him out of it – the social cost being the social stigma. the pain that their child goes through. sometimes her health. divorces. broken homes…. cheating. low engagement. sometimes losing the friend like I nearly did in college with Vidya ! At work emotional monopoly turns into something more dangerous – favouritism and bias. has complete monopoly of both his parents emotions. It’s a big price that one pays for wanting emotional monopoly. and all the other children not getting any attention. emotional monopoly has sometimes a bigger social cost and over a sustained period of time. just born will have complete monopoly of its mother’s emotion. the trauma that they go through. The social cost is again enormous. no team dynamics and a terrible culture Just as monopoly in the market has a social cost. The young adult man getting into drugs. sometimes even the post partum blues. the social cost being all her other relationships.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. In a relationship each person wants emotional monopoly over the other and the social cost is infidelity. 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 :) . In friendships too some people want emotional monopoly ok am guilty of that and the social cost is losing out on other friends.