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I know when business leaders dispense the best advice they ever got, it's supposed to come from other titans of industry. But mine came from a food-splattered, sex-crazed short-order cook at a Bellevue Red Robin. I worked there as a dishwasher before college, in a space barely largely enough to turn around in, called The Pit. It had a hose dangling above a sink. To the left was a steam-sanitizer that heated dishes to 300 degrees in 30 seconds, and to the right a 20-foot steel table that wave after wave of busboys loaded with dirty dishes. The garbage disposal button below the table occasionally electrocuted people; this once included Dan, our skeptical kitchen manager. When Dan could stand again, he didn‘t promise to fix the disposal; he just told me to ―wear rubber boots and go f*** yourself.‖ The other dishwasher also went to my high school. It was a relief to see him there because he was cooler than I was. When the dishes piled up, he‘d vomit into the sink from the stress, sigh, then hit the garbage disposal button to suck it down. He quit a month after I started.
I was to be the restaurant‘s only dishwasher until we found someone new. That whole summer, we never did. Some of the prep cooks took a turn in the mornings before I got there, but mostly let the cookware pile up. While asleep, I dreamed about those dishes. And all my other time that summer was spent cleaning them. I liked it when Dan told me, ―Without you, this whole place goes down.‖ It was the first time a job had consumed me, and I found I didn't mind being consumed. But I didn't have a natural dish-washing gift. I was dainty and uncertain, hosing off a few plates before pausing to contemplate a blackened fajita skillet. E very night, I got ―into the weeds.‖ In business, this means you've strayed into unnecessary detail. But I heard it first in restaurants, where it means you've fallen terribly, terribly behind. It also means despair. When I got into the weeds, no one would save me. I'd just have to work later, until 3 or 4 a.m. It was hard to feel that everyone else closing the restaurant was waiting for me without helping me. It was hard to stand for so long. When I crept into the house, the family dogs rushed me because I didn't even smell like a person anymore; I‘d become a hamburger. It was the first problem I‘d faced that wasn't defined like a homework assignment, measured out by a teacher or manager to the exact degree that I could manage. Instead, what I could manage just had to be re-defined to be whatever it took to conquer the problem. The next time this happened was a decade later, when I began a startup. I‘d have never made it if a line cook named Steven Livestead hadn't taken pity on me. He worked to the accelerated rhythms of our Saturday-night soundtrack, which got diners to eat faster. When dropped patties and melted ice cream piled up at his feet, Steven would call out, ―I NEED A LINE SWEEP, I NEED A LINE SWEEP!‖ And then before anyone could possibly respond, he‘d wield two brooms as if they were lashed together, bumping into people and yelling like a kamikaze in a movie, distraught and doomed, but kind of happy too. Steven was the one who brought out a box of Dove Bars, telling each of us to eat two so that Dan never knew the box existed. He sexually harassed waitresses using a long pair of tongs to increase his range. After drinks in the parking lot, he drove them around on his Ninja 1000. My first night alone on the job, I got so far in the weeds that the line cooks ran out of dishes. While the tickets piled up, Steven came back to the dishpit to find out ―what the f*** is wrong with you?‖ It was a question I had already begun, with genuine curiosity, to ask myself. To Steven, the answer was obvious after a second. He watched how I reacted to a particularly intractable blob of mystery shit -- a frozen pond of hamburger grease, a frieze of gristle -- and screamed, ―ATTACK, ATTACK.‖
He told me the dish sanitizer had to be running continuously, which meant I had to clean a tray of dishes every thirty seconds. He made me take the time to organize The Pit -- shoving aside all those intractable fajita pans so we could bang out 100 plates fast. And when he saw that I scoured the bottom of each plate, he said:
―WHEN IN THE HISTORY OF THIS RESTAURANT HAS ANYONE EATEN FROM THE BOTTOM OF THESE PLATES?
I was an eager pupil. The only thing that made me sufficient for the job was that I felt insufficient: it had never occurred to me that the problem was we needed a second dishwasher, or to accept the conclusion that I was a bad dishwasher, saying with a shrug that I was cut out for better things. I learned instead to hit the dishes as if my life depended on it, blasting the ladles and ashtrays until my face was covered in teriyaki and drenched ashes. Seeing that, Steven would yell out his highest praise,
YOU‘RE AN ANIMAL! YOU‘RE AN ANIMAL!‖
And that was it, the best advice I ever got, repeated every night for 70 nights. As a former chess-team captain and late-adolescent D&D player, I desperately needed to hear it. It wasn't nuanced or intellectual in the way I would have preferred; it was reptilian. But from that moment on, my whole professional future became the slow process of not being such a weenie. I still haven‘t forgotten what I learned that summer. I learned the best way to sort silverware, dumping it out on the counter with each hand independently grabbing for knives, then forks, then spoons. I learned that I could work my way out of despair. I learned to value speed in everything I do. I learned how other people lived; I learned how to be alone. I learned, even when all hell is breaking loose, first to take time to make my environment productive. I learned that people love to be good at things, even the silliest things. But mostly I learned how to be hard on myself, which let me mow down the other students when I went off to college at the end of that summer, and into a wider world where hardly anyone else had ever washed dishes for a living.
Best Advice: Work Hard, Get Lucky
It applies to several aspects of life: careers. relationships." although more recently people think of legendary South African golfer Gary Player as the person who coined the phrase. 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. 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. I think about this concept a lot like my friend Lane Becker does who describes it in his new book Get Lucky: How to Put Planned Serendipity to Work for You and Your Business.The best advice I ever received was not really advice but more of an approach to living. The harder you work. luck is the fortune which occurs beyond one‘s control. you can't control a bad break. What some . Ben Franklin apparently once said ―Diligence is the mother of good luck. That's probably how it was eventually passed along to me. health and wellness. manage the highs and the lows. the luckier you get There's some debate about who first made this statement. sports. as my Dad started teaching me golf and its many truisms at an early age (there are conveniently plenty of great life lessons learned by analogy on the golf course – one shot at a time. and probably many others. forget your opponents and play against par).
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 idea that the harder you work the luckier you get doesn‘t guarantee good fortune. at the very least. And. of course. outgoing and personable people are typically exposed to a greater number of potential friends or partners than those who make minimal efforts to socialize. with that person having made no preparation nor done any work to increase the probability of something great happening. however. yet insiders know it was made possible by out-hustling everyone else. When those opportunities convert into realities. 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?). but it undoubtedly puts those who make the extra effort in the best position. This approach. but those who do find themselves in a place filled with opportunities.e. and there are no guarantees in life. and you can increase your chances of being a part of that minority. outsiders call it luck. dedication and hard work that. When it comes to relationships. The world often works in weird and unexpected ways. When it comes to business. persistence and dedication to increasing your chances of being at the right place at the right time. there's usually a rich story of perseverance. The more effort (i. when conditions are perfect you're in the ideal situation to be able to capitalize.people call luck others call preparation. laid the groundwork for that person‘s "lucky" outcome. for example. It's easy to look from the outside to see another person‘s extraordinary success in life. However. having not seen the behind-the-scenes climb. Few people are actually willing to travel the sparsely populated extra mile. are really just improving their odds of being at the right place at the right time. 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. . I‘ve never been a fan of counting on blind faith or strokes of pure luck to help me achieve my goals. more often than not. when you dig in to a successful person‘s past. you're putting yourself in a much better position to make a hole-in-one. proactive networking. for example. there will always be cases in which a person is in fact the beneficiary of a completely random event. To be lucky is to be in the minority of good fortune. but because you're skilled enough to repeatedly hit accurate shots over and over. and label it plain luck. work) you put into meeting people and exploring different opportunities. 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. 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. When you work hard on your golf game and improve from a 20 handicap to a 3 handicap. however defined. which by definition puts them in the minority. People who make an exceptional effort at something. does not presume you can guarantee great things will happen – you obviously can‘t cause an undefined or unexpected thing to occur.
Lazy dreamers. Crazy dreamers. Brilliant dreamers. If you‘re pursuing something big or important in your life. Walt Mossberg and Kara Swisher. trekked down to a small resort outside Los Angeles to dream big at D: All Things Digital. The format is simple. During the day. the Valley‘s leading dreamers and their backers. . and others from around the country who want to be just like them. Silicon Valley is also full of even bigger piles of money to hyperloop those dreams into tomorrow‘s reality. This week.If there‘s a positive outcome I‘m striving for. I‘ll follow this approach and work as hard as I can to put planned serendipity to work for me. the ringmasters. I suggest you do the same! The Dreamer’s Dilemma: Prevent Your Dreams from Turning into Nightmares Silicon Valley is full of dreamers. pepper CEOs with questions as their targets do their best to stick to talking points and avoid sweating out.
But one session – Elon Musk – captured my imagination and still has it in solitary confinement two days later. Tim Cook (Apple). I questioned the importance and relevance of the projects and companies I‘ve spent my working life working on. Jeff Zucker (CNN). Watch it here and I imagine you may feel the same way as many in the room shared the same feeling. Or 10. tweeted: A whopping 82 others agreed by retweeting or favoriting his sentiment. This year‘s interviews featured Sheryl Sandberg (Facebook). 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. dinners and drinks move to poker and pizza upstairs. Elon made dreamers feel like first graders held back for another year. Jeffrey Immelt (GE) and Kazuo Hirai (Sony). knowing we‘d have to give it back after we were ousted for being phonies. Barry Diller (IAC). Loic LeMeur. I‘m not going to even try to put the session into words. . the founder of LeWeb and a longtime Silicon Valley leader. Ben Silbermann (Pinterest). founders. journalists – and even a few bankers – talk about the future of the internet. Milli Vanilli winning a Grammy Award. John Chambers (Cisco). and the goals I‘ve tried to achieve.At night. technology and the world. Dick Costolo (Twitter). where billionaires. Dropouts of the game of ―change the world‖ we all signed up to play.
Her insight into gender issues in the workplace was awesome and human and important.") The others talked about smaller versions of their current products. Facebook's Sheryl Sandberg. 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. For Elon. yes. as Shervin Pishevar so eloquently pointed out as he asked Elon about his hyperloop project ("a cross between a Concorde. Elon helped us all dream about why multiplanetary life would be so cool. For any other entrepreneur. The contrast between Elon‘s presence and every other CEO was stark. it‘s a sidenote. a rail gun. Sickening.And to make matters worse for our collective egos. ―It‘s a fixer-upper of a planet but we could make it work. Elon announced that the US government is now paying his company. discussed our existential need to create more fuel-efficient transport. The only laws Elon holds sacred are the laws of physics. 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. and I think we should really try our hardest to make it happen. For an hour Wednesday night. the company‘s mobile strategies and what it‘s like working with Mark Zuckerberg. That‘s cool. This would seem like mere science fiction if it weren‘t for the fact that he has already done the ―impossible‖ on multiple occasions. this would be the accomplishment of a lifetime. and sad.‖ Elon says so matter-of-factly. and an air hockey table. entrepreneurs and creators. shined. it felt as if Steve Jobs had returned to the D conferece. we awoke yesterday to news that Elon may be dating Cameron Diaz. billions to haul stuff back and forth from the space station. But also power marketing for why our youth should become scientists. 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. she was asked about hate speech on Facebook. Elon mentioned matter of factly that he has cut deals with both Toyota and Mercedes to supply electric car technology to the companies to power their own fuel-efficient vehicles. ―It‘s difficult but achievable. 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 said. before adding that it would be kind of cool to die on Mars. arcane tax strategies and alternative ways to distribute today‘s content. new ways to get theme park visitors to spend more money. But just as the crowd and Twitter was jamming to her inspiration. Elon. . on the other hand. SpaceX. for the record.
do we need any of the above? Who knows? But what really scares me are the bigger questions. And then flip it for a few pairs of Google Glass and free food. That scares me. 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.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. 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. or even non-existent. And makes me feel so stupid. 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. or finding someone to have an affair with? Actually. [He thinks he should yet refuses to actually call it an ad network as ad networks are out of favor. They‘ll want to create the next Minecraft. 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. What if our kids continue to drop out of the sciences.and dated at least a dozen of them. . Like. explore new planets and leave the world better than when we entered it. I pee my proverbial bed dreaming my cute little dreams while Elon combines a few Hs and Os from the chemistry set that is his life.] What the fuck is going on here? Or for those in Silicon Valley. mocking me like the impenetrable bastard it is? I bet Elon knows every one of those elements by name .
I need to stop. Because in addition to being a multibillionaire. . 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. And you don‘t either. They put me in the best position to succeed and make the most use of my time on this planet. hairy. which isn‘t a good idea. But what I do know is that I can‘t keep writing like this and thinking like this. I know a few things about the internet and marketing and starting companies. I‘m focused on Elon‘s dreams and not my own. And my dreams aren‘t just business related. It‘s the only way to live the life I want to live. His are directed by Jerry Bruckheimer and shown on massive IMAX 3D screens. My dreams are black and white and released direct to DVD. and a sick Tony Stark-like inventor/entrepreneur who owns companies that makes space ships and rocket ships and having a model/actress lady friend who was in There ‘s Something About Mary. Because it‘s hard enough to accomplish my own dreams that it makes my brain melt trying to comprehend Elon‘s.I fret about which mobile phone to carry while he builds his dream home on Mars. And that‘s about all I know. I can only focus on my own reality. he‘s ripped and would probably beat the crap out of me. And it's the only way you and everyone in that room this week can live. awesome dreams makes me want to eat a pint of Ben & Jerry‘s Phish Food and punch the guy in the face. Focusing on Elon‘s big. how do I start answering those questions? I have no fucking idea. So my dreams fit me. fat. They work for me.
A friend that is present and dependable. Sometimes. And even then. And I dream that one day I‘ll be part of the large movement that kicks cancer once and for all. Success can only happen if your skills and drive are equal to or greater than the scope of your dreams. Dream about the person you want to become. Elon didn't get into the electric car business because he wanted to. It‘s easy to dream big. You can dream with me here. 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. But it‘s hard to turn those dreams into reality. So here's the deal with the dreamer's dilemma. Who are we to worry about. Do I think I‘ll see 100% of all cancers cured by the time I die? Not really. A dad that is trusted. This intersection of dreams and execution is where the magic happens for Elon. He got into it because no one else would. of getting there. and all you can do. And he was smart enough to see that he had the innate skills and drive to make it happen. is dream what you dream. And that means being present both physically and mentally for Kass. at best. and he had a dream that we could have cars that are better for us. doing this seems harder for me to do than building a vacation home on Mars like Elon. Dream about the world you want to create. And never stop dreaming. Dream about how you can help make the world a whole lot better tomorrow than it was today. A dad that is patient and doesn‘t lose his cool. I dream about being a great friend. two things that have been easier said than done over the last few years. This isn‘t something that comes easy for me and I want to continue to try to be better. I dream about being a great dad. and all of us. They need to have their own. or could. A dad that doesn‘t roll his eyes or shake his head too many times. But that shouldn‘t be an excuse stop me from trying.I dream about being a great husband. you have a 50-50 chance. I‘ve had my dreams. . This is my Mars dream. or compare ourselves to. others‘ dreams when we can‘t even execute on our own? So all I can do.
whatever they are. but then we brought it to market. I hereby declare my two days of being completely depressed about Elon‘s inspiring work over. Some will be great for just your own little world. So I hope they will observe there is a trend here. Elon.And don‘t let ANYONE or ANYTHING get in the way of your dreams. and then we did that. Most will be somewhere in between. Magic Lessons for Retailers . And with that. But all of these dreams are important.‖ Elon said Wednesday last night. Some of that change will be great for the world. If you think your dream should come true and you‘re not violating any rules of physics (or basic human ethics). go for it. Tune out the critics. be the change you want to see in the world. ―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. Then they said you‘ll never make a profit. so many people called bullshit on the Model S it was ridiculous. ― I imagine Elon will have fewer doubters in the future. and thanks for making all of us dream a little bigger. give you the inspiration you need to dream in your own way and. as Elon did. Let Elon. And you will have fewer doubters if you also tune into your dreams. as Gandhi said so eloquently. and everyone else who have made some of their dreams come true. and bring them to life. Congrats. turn those critics into the electric power to fuel your dreams. Or better yet. ―After the Roadster.
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. 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 bands interact with park features and act as a link to a much broader MyDisney experience. Although millions of visitors come to the parks over and over again. reducing wait times and learning far more about how people spend their time. 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. find pictures snapped by Disney photographers and much more. customize their trip. 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. In addition to the "magical" experiences that Disney technologists envisioned. Data is being used in ways that are obviously of value to guests. make meal reservations. interact with characters. so privacy concerns are avoided. bracelets that park guests can use to access the park. and when not obvious. Disney has no idea whether the visitor walking in the gate is a first time guest or a lifelong visitor.Disney World will roll out MagicBands. Disney is now able to address a challenge most physical businesses face. sign up for fast passes. . It doesn't know whether different types of guests route differently through the parks. Guests can create a Disney profile that can be used to track their history of Disney visits. It doesn't have a link between avid online users of Disney sites and games and the people who show up in parks. purchase items.
Having a business map really means framing your business in terms that enable you to see opportunities (and threats) that you might otherwise overlook. and that was the seed that grew into Starbucks.To create an effective business map. realized that they were really in the transportation business. He saw the promise of a transitional meeting place between home and work. You‘ll have more certainty about what your business needs to grow now. not the railroad business. Cutting Your Frontline Sales Force Could Be a Huge Mistake . The next two questions are: “What business am I really in?” and “How is business?” How is this useful? Back in the early 1900s. Once you really understand how to consistently offer more value than anyone else in your market. But ask Starbucks CEO Howard Schultz. you‘re in a better position to identify where you are now. what business is Starbucks in? Most people would say the coffee business. you‘ll understand what business you need to be in to become the dominant force in your market. they could have prevented the entire industry from going bankrupt as the trucking industry took over. 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. and what it will take to get to where you want to be. if railroad companies in the U. and you‘ll be better able to steer your organization in accordance with that vision. He knew his business was about creating an experience. not just delivering coffee. Most important.S. For instance. where he saw people eagerly meeting in cafes before and after work. first ask yourself “What business am I in?” And then drill a little deeper.
Many retailers assume that customers walk into stores for purely transactional purposes: they know what they want and just need to buy it. 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. 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. When the profit margin from up-selling or cross-selling accessories is added. and comparing prices on their own. for example. Consider the case of home electronics sold through discount stores. reading online reviews. however. 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. Bolster your sales staff When done correctly. With an average selling price of $200 and an average gross margin of 10 percent. just one additional sale every two hours is needed. But McKinsey research indicates that as many as 40 percent of customers remain open to persuasion once they enter a store. With tax equivalency approaching. Our research into the frontline of retail staff. adding salespeople offers one of the more attractive payback opportunities in retail. Retailers without knowledgeable staff on hand to help customers make decisions are losing sale after potential sale. recouping the cost of the extra human help within an average of 10 to 15 minutes during normal selling hours. or $20 per sale.In the last few years. the cost of hiring a good salesperson is recouped by selling just one additional product per hour on the floor. providing extra sales assistance during select hours led to a conversion rate increase of 9%. Find the right frontline talent . despite undertaking extensive product research. At one self-help apparel company.
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. How are you helping your frontline sales team drive retail growth? The Content Marketing Mix June 02. at most. we found that few retailers provide training with the specificity and quality to effectively support sales associates in their mission to sell more. Understanding the content mix that works for your audience is incredibly important and many companies get this very wrong. I break content down to four very general categories: . more than 75 percent appear in the store having done extensive independent research). 45 percent of frontline employees across multiple retailing sectors have the personality and attributes to be effective sellers. That leaves even natural salespeople often unable to answer basic questions about their products from potential customers who are increasingly informed (in some categories. In addition. 2013 767 5 1 inShare42 So now that you've been inspired to try your hand at social content marketing. it's time to plan out your content mix. and you understand your audience and what kind of content may appeal.Having staff that understand and enjoy the sales process is critical. Our research indicates that.
If you are doing content for a dental office. where people can buy it. though many companies are trying to create interaction with these by adding a sharing.A. They are the ones that most resemble the traditional marketing one-way message.and even they will be less and less interested as time goes on. when it is available or goes on special. liking or commenting incentive (share to enter a contest. where and how of what you are selling. These types of posts are essential for communicating what it is you are selling. what. me" posts. when. how they enjoy/use your product. These are posts about your product itself: the features. If you are doing content for a cosmetic company. me. like to get a coupon. it's posting where you are featured as an expert in the Washington Post. the comparisons and the contrasts. it's posting the specials on cleaning and whitening. which I'll explain next) and why people should buy your product. it's the scientific study that shows a 25% reduction in crows feet. who is behind the product (slightly crosses over to brand. the benefits. If you are doing content for a rockband. it's posting the concert dates and new singles. PRODUCT Product type content is the stuff that most people understand as self-promotional. comment to let us know how you would wear this. a content schedule made up of too many of these posts will not be interesting to anyone other than already devoted fans . If you are doing content for your consulting business. Product posts are the "me. . It's the who. etc). However.
Brand type posts are answering how you are making your customers‘ lives simpler. Brand type posts are still product related. When Oreo posted the gay pride cookie. It listens and learns and evolves with the needs of the audience. this is where you showcase the issues and ideologies that people can connect with in order to support that person. LIFESTYLE Lifestyle type posts don't directly relate to your product. This will give your audience a feeling of personal investment in the product. this is where you can connect with the audience's competitive instincts. more meaningful and just plain better. less confusing. more meaningful and better. 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. current events and pop culture. Oreo took a risk with a holiday that divides many (as gay rights is widely contested). If you are doing content for a fashion retailer. less alienating. they talk more about the customer and how they serve the customer's needs. less confusing. "support gay rights" or stand up for anything in particular. The image itself was fairly innocuous with the rainbow colored filling between the iconic chocolate wafers and the word 'PRIDE'. If you are doing content for a public figure. These posts evolve over time as you interact with the audience and understand what makes their lives simpler. leading to a wide number of supporters and detractors discussing and sharing the ad. which will lead to a deeper relationship and long-term loyalty. C. "Why would YOU give a damn about my product?" but they don't list the features and benefits. less alienating. but the biggest was that they took a risk.B. This is where the content gets social. the image went viral because of many factors. but they do speak to your audience. It didn't say. more efficient. providing tools to help them show their team colors. but they speak to how the customer connects to the product rather than the awesomeness of the product itself. They are posts that recognize memes. These posts connect to your audience by recognizing what else is going on in their minds and show that your company gets the audience. more efficient. but a family focused company giving any recognition to the gay . 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. holidays. Brand posts answer the question. They can even help you improve your product.
it's probably best you keep these posts a small percentage of your content. 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. we collected supporter stories on how people came to meet and support Justin. feedback and lifestyles.and combining it with community). .Halloween . but don't get too complex. for example) and a too obscure meme may go over the heads of your audience and may offend. sleeper campaign turned into national news and Oreo cookies were top of mind for people again. and interviewed and highlighted the really unique ones. ideas.community was enough to set the right wing audience off. A 'yesterdays' meme will make you look out of date (posting a Harlem Shake video today. One of my clients was asking for their audience to submit a big design project. These content posts highlight customer stories. Many brands do well aligning to pop culture. posting them to the blog. a cute. or Best Friends Day on June 8) that could tie back to your product easily or creatively or speak to your particular audiences. but be careful with the rights to images. but they were meaningful and encouraged more people to share their own stories. When doing the Justin Trudeau leadership campaign. There are several sites online that list all sorts of fun holidays (i. 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. but make sure the memes are known enough and current. However.e. Occasional Lifestyle type content posts will pack a good amount of punch if you post them sparingly. The next thing you know. Memes can be a clever way to connect with your audience. Many cosmetic brands will hold contests for their audience to do makeup tutorials. COMMUNITY Community type posts focus on your customers and audience. The results were incredible and some of their most popular posts (good example of using lifestyle . We used these stories in a post. These posts weren't the most shared or liked. Unless you can be creative about it like Oreo (without looking like a copy cat). don't overdo these as they could start to look like desperate attempts at content ideas and pandering. Facebook and Twitter. which led to setting the left wing audience off to counteract the ire. 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. Community type posts are very good at involving your customers in the future of your brand. D. Lifestyle type posts are simple to fall back on. Talk Like a Pirate Day on September 19.
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. which is important for relationship building. THE CONTENT MIX These four classifications aren't black and white. laborious task to a fun and learning experience. And remember. Currently people love the DIY projects the most. this leads to you being top of mind and increasing your sales or supporters. a client of mine who provides design inspiration and guidelines for Canadians who are designing or redesigning their rooms and homes. Design Style Overviews. Community type posts most likely won't be your most shared or liked post. loving audience spread the word for you. As your content evolves. etc. you should let your audience and their engagement and feedback determine how it evolves. get feedback to improve your product.298 . you will break down types of posts even more finitely. When assessing content. they got many more submissions. Community posts can also be brand. When they reduced that ask to a before and after photo. but they empower your customers to be involved with your brand. From there. but overdoing these would reduce their effectiveness. bringing in a larger audience. Decotheca. Ultimately. we look at the type of post and the type of content of each post to determine how to adjust and balance going forward. Your content planning will move from a daunting.which required too much work. A product post can have lifestyle and brand type elements. The overall purpose of content marketing is to build and connect with your audience. The mix also varies depending on your audience and your own goals. Accessories. for instance. these four classifications I've outlined are very top level and only to be used as a guideline for your initial content planning. grow loyalty though involving your customers in your evolution and then help your loyal. but this approach wouldn't work for everyone.454 276 141 inShare3. Design Terminology. but have broken these posts down to: DIY projects. Color Inspiration. Oreo Cookies. "Are You Mad at Me?" June 02. have focused most of their energy on brand type posts. do almost exclusively lifestyle posts (that have a brand bend) and people love them. 2013 39.
Sure. We sat down. . but I realized later what was going on. I responded immediately. I‘m guessing I was thinking hard about some story as I walked through the newsroom one day -probably furrowing my brow. A colleague I had worked with over the years came up to me in the hallway and asked if we could talk in a conference room. wondering what was up.That surprising question packed a powerful lesson. since I had to no reason to be.when I briefly locked eyes with my colleague. I was puzzled. and the question came out of the blue: ―Are you mad at me?‖ Of course not. As an editor. I faced a lot of tight deadlines. and I would often have just a short window to get a story into shape for the next day‘s paper. who was startled enough by my body language to later pull me into a conference room to wonder if the air needed to be cleared between us. I said. my mind a million miles away -.
people will be confused. Here‘s a smart tip that Jeffrey Swartz. They won‘ t be able to figure out where you‘re coming from and that‘ll be threatening. It really was now about me and the context of setting the tone for the organization. confidence and optimism. Do they look concerned? Is something up? The leader who best crystallized this notion for me was Linda Hudson. It was about my behavior. cues. that people were watching everything I did. because I learned a memorable lesson that day about how people can read so much into subtle. I‘ll let her tell the story. Because if you‘re serious one day and happy the next. is something that I think about virtually every day. Here was one of them: ―It was when I first became a company president. If you want to be serious. how confident I was — all those kinds of things.‘‖ . and to always show energy. I had asked her about important leadership lessons she had learned. constantly under the bright lights of a stage. But to this day. and I have my first day at work. the f ormer CEO of Timberland. and it was the first job where I was truly responsible for the performance of a company. told me he learned from his father: ―I remember him saying. ―That was a lesson I have never forgotten — that as a leader. the president of BAE Systems. which comes from my interview with her a few years ago. even if I was on a tight deadline and wrestling with a difficult problem.‖ It‘s a challenge that every leader faces. then you have to be serious all the time. And I didn‘t see that nearly as profoundly when I was leading a functional organization or a smaller enterprise. I had mastered the day-to-day mechanics of running organizations. particularly with the team of reporters I was leading. And I‘m at work on my very first day. 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. ―I was the first female president of the General Dynamics Corporation. the example I set. the tone I set. but the responsibility that goes along with it. and I went out and bought my new fancy suits to wear to work and so on. Many CEOs have told me similar stories about moments when they realized how much they were. And I go to work and wear my suit. And it wasn‘t just going to be about how I dressed. the way I carried myself. and I run into no fewer than a dozen women in the organization who have on scarves tied exactly like mine. ‗Pick a face. I found myself making much more of an effort to be aware of my body language. not only the awareness of that. ―And that‘s when I realized that life was never going to be the way it had been before.That colleague did me a huge favor. and often unintended. And then I come back to work the next day. 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. intensely scrutinized by employees who often pay more attention to the non-verbal cues than what their leaders are saying. people are looking at you in a way that you could not have imagined in other roles. From that moment on. in effect.
2013 77. Be Real. . I‘ll let him explain what they mean: ―‗Be in‘ is all about passion. It‘s a short and punchy list – ―Be in. and less time searching for clues in the boss‘s body language. then their employees can spend more time focusing on their work. the CEO of YouSendit. In last week‘s interview with Brad Garlinghouse. say. Be Bold. your organization‘s values or strategic goals – and distill them into a short list that everyone can remember? And just how short should the list be? I would suggest no more than three. The Power of Simplicity May 28.325 606 279 inShare3. at the most.Pick a face.852 It is a key test for leaders: Can you take complex tasks – like working through countless variables for. he described the new cultural values that he helped develop after he was brought in to help turn the company around.‖ – and it‘s memorable. If leaders are consistent. The CEOs I interview each week for my Corner Office series offer regular reminders of the power of simplicity. I‘ve tried to pick a face – no more furrowed brows – and be consistent. Ever since that colleague asked me the surprising question about whether I was angry. and I feel like if someone is just kind of showing up. There are so many interesting things we can do in our life. Life is short. it‘s not worth it for them or for us.
I remember that I had an all-company call and said: ‗You know what? We‘ve done amazing things. We went from $20 million to $100 million in five years. a different company. I think great cultures encourage risk and are tolerant of failure. and we sat in circles. 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. Then. What‘s better than three? How about two? Robert LoCascio of LivePerson. 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. shared the story with me of how he worked with his employees to boil his company‘s values down to just two. on the second day. If you don‘t do that. And so that‘s where we ended up with our core values. I t seems to be the sweet spot for what our brain can remember day-to-day. I call it a ―Simple Mindset. and it was a really fascinating process. it‘s a good bet you‘ll be reaching for a scrap of paper to make a list before you head out the door. all the typical ones and then a bunch of other ones. but so does the fact that there are only three values. All the employees.‖ and it‘s one of the five qualities that I've identified in . You‘d sit in a meeting and work through something and think you got somewhere. we started to get more reflective about what all this meant. This is dumb. ―And the last one‘s about being bold.‘ There was a lot of friction. if we‘re not failing a little bit. So let‘s acknowledge that we‘re going to do that as a team. ‗be real. as a company. The first day people were like: ‗I don‘t know what‘s going on here. and we spent three days doing this cultural evaluation. To me.‘ ―We had 40 core values at that point — innovation.―The second value.‖ The repetition of ―be‖ helps make it stick. As some companies grow and develop. that instinct is almost beaten out of the system. customer first. and we should congratulate ourselves.‖ This skill – to create simplicity out of complexity – is one that separates people as they move up in an organization. driving the business. But everyone came. Be an owner is about us being owners as individuals. We eventually got to two core values: be an owner and help others. came. more than 300 of them. and they were the ones where you just didn‘t feel like people were being real in terms of their communication. We should be very proud. This is kind of crazy. where our research offices are. and helping others is about being reflective and understanding that we‘re in a community here. I have seen different cultures in my career that I felt had atrophied and needed revitalization. we‘re not trying hard enough. I remember some people said: ‗I don‘t want to come. and we need to design a different environment. We were in small groups of 20.‘ ―And we ended up all going to Israel. you‘re going to end up with a culture that is stagnant and not thinking about the next generation of products and experiences. If a company has eight values. We can‘t be selfish. and I provided context to the whole thing.‘ is really about being authentic in our communication. ―I invited everyone into the process. And now we are going to move forward. It‘s a little Kumbaya-ish.
First and foremost. in their article Find The Thing You're Most Passionate About. or anything else. 2013 3.238 33 3 inShare264 If there's one thing I could tell every graduating student. Have you seen examples of leaders putting their ―simple mindset‖ into action? Don't sell your time for a living June 01.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. and to find another business model instead. blog. and are paid for your time to just grit your teeth and do it.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. Turns out this personal business model sucks. Or haven't ever tried. crafts. finding what you love. . etc. in which you do something you sorta hate. 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. from 9-5p. Weird. It's something we've all done as kids . video tutorial. Then study the people who have become successful enough to support themselves in this craft. All the hand-wringing about work/life balance. The key is to find a way to stop selling your time. And the important aspect of this personal business model is that you'll be able to make money even if you are sleeping. and they pay you for that time. etc. YouTube channel.‖ – to help explain why some people get promoted over others. kids versus work. all the way to the top of an organization. Then Do It On Nights And Weekends For The Rest Of Your Life. 1) Learn to make something. Anything.drawings.though it might not be the easiest way. I think it's important to learn to make something. There's so much conflict stemming from the fact that this is the predominant mode of work in our society. At least the traditional version of a job. It could be an app. table. Anything. Even The Onion agrees. copy them. stalk them. and study them. Stop selling your time There's a better way .―The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed. . this is what I'd say: Jobs suck. and meet them.my book -. .
whoever they may be. you'll get frustrated much earlier on because you'll think that you suck at it. and your work will be as good as your ambitions. This kind of positive feedback will keep you going. We all go through this. the thing that got you into the game.‖ 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. . And I took longer to figure out how to do this than anyone I‘ve ever met. You‘ve just gotta fight your way through.2) Create a feedback loop with your audience/customers Remember that the end goal isn't to make art. Most people I know who do interesting. you'll want to learn how to make stuff that people actually want. And if you are just starting out or you are still in this phase. It‘s normal to take awhile.000 hours (roughly 10 years) to become a worldclass expert. We know our work doesn‘t have this special thing that we want it to have. but it takes years of solid practice to be any good at anything. It is only by going through a volume of work that you will close that gap. it has potential. So even while you're learning to make stuff. it's to get out of selling your time for a living. And then 10. And your taste is why your work disappoints you. starting as a beginner: ―What nobody tells people who are beginners — and I really wish someone had told this to me . It'll also be an opportunity to find small wins in what you do. This means you'll want to constantly show people your work. . You'll want to try and build an audience. is that all of us who do creative work. They quit. There's a great quote from Ira Glass (of This American Life) about the difficulty of getting good at anything. A lot of people never get past this phase.whether that's improvements in craftsmanship. or a customer base. is still killer. Put yourself on a deadline so that every week you will finish one story.sometimes you may be picking up early skills that will help you on your own . you gotta know it‘s normal and the most important thing you can do is do a lot of work. no matter how bad it is. But your taste. For the first couple years you make stuff. But there is this gap. 3) It'll take years to become competent It's been discussed endlessly in books like Malcolm Gladwell's Outliers. but it‘s not. But even before you sink years into something. or from finding an audience for your work. This means you need to create a feedback loop between you and your customers. creative work went through years of this. this is a skill in itself and may take years to figure out. Again. It‘s trying to be good. we get into it because we have good taste. and it‘s just not that good. It‘s gonna take awhile.
2013 3.ultimately.that's why an early stage startup has some of the same feelings of mission and is appealing in the same way. You might find that it's better to team up with a bunch of people to accomplish the same goals. the goal is to stop people from both hating and becoming dependent on their work. I'm not saying to run off and quit your job right away.thing later on. Stop Judging And Allowing Judgements To Kill Your Dreams May 31.218 61 15 inShare227 .
I do not mind being judged as "weird" but I do notice it. That is stupid. If you cannot stop others from judging you. Had he listened. he would have just stopped pursuing his dreams instead of making them come true. You can wear and do whatever you want. Musk is said to have first thought the SolarCity idea at Burning Man. Judging is a dream killer. I am not surprised. Most people never start their own business not because they cannot or because they do not have a good idea or even lack skills. for others and for yourself. So they do nothing. "This is not what you should do. which was not always the case. 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. The Dreamer’s Dilemma: Prevent Your Dreams from Turning into Nightmares May 31. Why would you ever want to do this" and so many more. He also sells more than $1 billion in rockets every year to NASA. I also notice it when I judge others. nobody judges you there. Someone recently judged me about learning to meditate.As I was writing yesterday. making out to be weird — if not scary. 2013 50. Most people thought he was crazy when he launched SpaceX. you can at least become aware of it and protect yourself from it. I thought about this as I meditated today. I have read Ben Casnocha's excellent posts about his meditation retreat and his follow-up post a few months after. I am trying to protect myself from both judging and being judged so I can see broader and do much more. I always want to learn new things.353 336 114 inShare1. Friends. as each time I do it I might influence them not to do what they want to try. It is because their friends and family judge them and tell them they will fail. It is the most creative place on Earth for a week. I am curious. the press and strangers predicted Elon's failure. Elon Musk launched two fully electric cars and made them profitable while everybody was telling him he was going to fail. I have just started to notice it myself and I am trying to fix it by not judging others either. 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.970 . Not even eye contact is allowed between the participants for 10 days.
the ringmasters. At night. Barry Diller (IAC). founders. pepper CEOs with questions as their targets do their best to stick to talking points and avoid sweating out. Walt Mossberg and Kara Swisher. This week. Lazy dreamers. During the day. Walt and Kara‘s discussion with the CEO of Tesla Motors and SpaceX and cofounder of Paypal simultaneously inspired me to dream bigger and reach for my baby blanket. journalists – and even a few bankers – talk about the future of the internet. the Valley‘s leading dreamers and their backers. The format is simple. Silicon Valley is also full of even bigger piles of money to hyperloop those dreams into tomorrow‘s reality. . But one session – Elon Musk – captured my imagination and still has it in solitary confinement two days later. This year‘s interviews featured Sheryl Sandberg (Facebook). Dick Costolo (Twitter). John Chambers (Cisco). Jeff Zucker (CNN). where billionaires. trekked down to a small resort outside Los Angeles to dream big at D: All Things Digital.Silicon Valley is full of dreamers. Jeffrey Immelt (GE) and Kazuo Hirai (Sony). Tim Cook (Apple). and others from around the country who want to be just like them. dinners and drinks move to poker and pizza upstairs. technology and the world. Crazy dreamers. Ben Silbermann (Pinterest). Brilliant dreamers.
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?
They need to have their own. A dad that is trusted. . Because it‘s hard enough to accomplish my own dreams that it makes my brain melt trying to comprehend Elon‘s. So my dreams fit me. awesome dreams makes me want to eat a pint of Ben & Jerry‘s Phish Food and punch the guy in the face.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. This isn‘t something that comes easy for me and I want to continue to try to be better. And you don‘t either. It‘s the only way to live the life I want to live. A dad that is patient and doesn‘t lose his cool. doing this seems harder for me to do than building a vacation home on Mars like Elon. I dream about being a great husband. And my dreams aren‘t just business related. They put me in the best position to succeed and make the most use of my time on this planet. I can only focus on my own reality. And that means being present both physically and mentally for Kass. I need to stop. Sometimes. Focusing on Elon‘s big. and a sick Tony Stark-like inventor/entrepreneur who owns companies that makes space ships and rocket ships and having a model/actress lady friend who was in There‘s Something About Mary. I know a few things about the internet and marketing and starting companies. hairy. But what I do know is that I can‘t keep writing like this and thinking like this. fat. I‘ve had my dreams. I‘m focused on Elon‘s dreams and not my own. which isn‘t a good idea. how do I start answering those questions? I have no fucking idea. Because in addition to being a multibillionaire. They work for me. And that puts on the kids in their own rocket ships that take them on their own journies to dream their own big or small or weird dreams. And that‘s about all I know. And it's the only way you and everyone in that room this week can live. I dream about being a great dad. A dad that doesn‘t roll his eyes or shake his head too many times. he‘s ripped and would probably beat the crap out of me.
And never stop dreaming. as Elon did. And don‘t let ANYONE or ANYTHING get in the way of your dreams. others‘ dreams when we can‘t even execute on our own? So all I can do. He got into it because no one else would.I dream about being a great friend. And even then. or could. at best. and all you can do. This is my Mars dream. Dream about the person you want to become. You can dream with me here.‖ Elon said Wednesday last night. Do I think I‘ll see 100% of all cancers cured by the time I die? Not really. But it‘s hard to turn those dreams into reality. Success can only happen if your skills and drive are equal to or greater than the scope of your dreams. two things that have been easier said than done over the last few years. And I dream that one day I‘ll be part of the large movement that kicks cancer once and for all. A friend that is present and dependable. and he had a dream that we could have cars that are better for us. Tune out the critics. And he was smart enough to see that he had the innate skills and drive to make it happen. ―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. turn those critics into the electric power to fuel your dreams. ―After the Roadster. Then they said you‘ll never make a profit. you have a 50-50 chance. is dream what you dream. Dream about the world you want to create. of getting there. Or better yet. This intersection of dreams and execution is where the magic happens for Elon. But that shouldn‘t be an excuse stop me from trying. go for it. So I hope they will observe there is a trend here. so many people called bullshit on the Model S it was ridiculous. Elon didn't get into the electric car business because he wanted to. and then we did that. and all of us. ― . Dream about how you can help make the world a whole lot better tomorrow than it was today. It‘s easy to dream big. If you think your dream should come true and you‘re not violating any rules of physics (or basic human ethics). So here's the deal with the dreamer's dilemma. or compare ourselves to. but then we brought it to market. Who are we to worry about.
And with that. as Gandhi said so eloquently. But all of these dreams are important. Some of that change will be great for the world.I imagine Elon will have fewer doubters in the future. I am not suggesting you make your brand a laughing stock. Let Elon. give you the inspiration you need to dream in your own way and. 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.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. and thanks for making all of us dream a little bigger. I hereby declare my two days of being completely depressed about Elon‘s inspiring work over. Elon.205 202 81 inShare1. and everyone else who have made some of their dreams come true. whatever they are. a smile on anyone‘s face has got to be worth going the extra distance. 7 Ways To Make Your Customers Smile May 30. 2013 20. Some will be great for just your own little world. and bring them to life. Congrats. . Most will be somewhere in between. And you will have fewer doubters if you also tune into your dreams. but making your customer smile at some point can‘t be a bad thing. be the change you want to see in the world.
this for many is the first touch point from your brand. so it‘s your last chance to keep them. This video takes it to the extreme but if it works.com/best-unsubscribe-ever/ 5. Unsubscribe Messages Rather than the customary ―we are sorry to see you go…‖ message. how can you make that a better experience and make them smile? It may be something simple like the sign off. http://waldowsocial. and probably thousands of others that have had the pleasure of receiving it directly too. with little messages saying things like ―off to the races‖ to amuse you while it searches for a moment. Generic Email Contacts Many companies have a generic email address that is used on their website such asinfo@xxxxxx. When they get to your website. How can your brand be a little more creative here? Sayhello@xxxx. 4. "Thanks from your personal online shopping companion. why not change your phone message daily and include a personal message about what‘s going on. It made me smile when I read it. A Google Adword campaign can be more effective if the message catches your new customers eye by making them smile. Your Online Personality As so many people do their research online before they actually buy a product.com.Here are a few examples of how you might add humor to your brand and spread a smile across your customers' face: 1. Telephone Automated Messages Whether you are choosing from a menu or on hold. . why not write something a bit more creative. a daily quote or even a brief joke? 6. why not post amusing messages that pop up when your visitor is waiting for a search result to finish? HubSpot do this well. Shipping Messages CD Baby originally made this famous as Seth Godin picks up in his blog when he received the message that Don‘s experience is based on. On Screen Messages So your customer has placed their order and a message pops up on their screen to say thanks. 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. great choice of product I must say!‖ 3. why not? Sorry I couldn't embed this one.com. they are about to leave your subscribe list. 2.
it‘s by homing pigeon! 7. as long as it‘s appropriate and just the right amount to suit." After the speech. When Gerald Ratner made a speech at the Institute of Directors in 1991. 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.881 314 88 inShare1. it doesn‘t always work. 2013 18. "because it's total crap. 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. the value of the Ratner group plummeted by around £500 million. I say.orchiefhelper@xxxx. Ratner resigned in 1992 and the company changed it‘s name to Signet Group. which very nearly resulted in the firm's collapse. People say. But be warned. CD Baby also have another way to get a message to them listed on their contact us page.com could be a more inviting alternative. "How can you sell this for such a low price?". Leave Them Laughing: 4 Things To Remember in your Presentations May 20.95. 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. 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.518 . all for £4.
Take a look at this video of Steve Jobs presenting. so make sure that you grin broadly or laugh with them to encourage laughter at the right places. at a seminar or conference. Try using a handful of funny images or very short video clips rather than risk a joke falling flat. delivered to you from his heart. to be entertained. but you had a good time. Instead. so plan where and how that humour is going to be delivered. to tell us the viewer when to laugh! Listening to a very serious presentation some time ago. what are the main ingredients to keeping your audience not only awake. leave them laughing. So if it‘s your turn to present to the team. That‘s why we have canned laughter on sit coms. those of us that did laugh. . Avoid too much information Too much information with several different line colours adds confusion to the audience. then they are scattered at regular intervals throughout. 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. but nothing else. but engaged. As the presenter didn‘t smile or laugh at that time. Add in a bad presenter and you have the perfect recipe to put any insomniac to sleep with boredom. This last slide is so important. I plan to get my first laugh within the first 1 minute of my presentation. the few words and numbers on there are simply for you the audience to look at and maybe a prompt for him. the slide your audience will remember you by. they probably won‘t. right on the very last slide. way too much text and cheap clip art. felt stupid and maybe even callous because we hadn‘t been given permission for our outburst. the words are all in his head. but it also have a very serious side to it too. Tell us to laugh If you don‘t give your audience permission to laugh. there was a funny bit. we probably would have all laughed. and then bang. Had the presenter laughed. but every presentation should have some humour in it somewhere.You have probably sat through many a boring presentation. ones packed with pie charts. where you probably didn‘t learn a dot. so give your audience permission at the right places. inspired and ready for more? Minimalize your slides. then it will always lose out to the maybe empty but funny presentation. Its just human nature. Audiences all over the world want one thing from a presentation. There is very little information on his slides. If the best content rich presentation has no humour.
practice and practice again. Lastly. have a ―Just one more thing‖ slide and tell the audience. run through your notes. Steve Jobs also always included a ―just one more thing‖ slide. On the day of your presentation. and your final slide. your close. Those are the two important areas to win or lose your audience. As you wrap up your presentation. 2013 27. you are all but finished. I like to tell a very short story at this point to demonstrate a real life experience about what I have been presenting.Your Columbo finish Lieutenant Columbo always said at the very end of asking his suspect questions. but focus on practicing your first 2 slides.908 . you must practice.358 256 98 inShare1. Start Engaging: The New Rules of Selling May 30. ―Just one more thing‖. it really knits everything together. Stop Shouting. ―and finally…‖This will ensure that they know you are drawing to a close.
the traditional model of advertising is fundamentally broken. shouting at me. when — Whoah! — I did not want that in front of my face." is Michael Lazerow's perfect description of how I feel on seeing my screen invaded by a Pop-Up ad. Could they have come up with anything more annoying or more likely to turn off potential customers? "We are living our life. adding. There are few shrewder observers of trends in marketing." Indeed. doing our thing. they invented the PopUp advertisement. I recently interviewed him for Newswire.When the Mad Men of advertising first went online to try their hand at selling. Back in the days of Mad Men. than Lazerow. You can watch a soundbite from our conversation here: I strongly agree with his main point. especially the online sort. Kass.FM at the Nasdaq Marketsite about the new rules of selling in the era of social media. . social age. that the Pop Up ad shows that in the digital. "That's why we hate it. who co-founded BuddyMedia with his wife. the question advertisers asked was essentially "how many people can I reach by shouting at them and shoving it down their throats. feeling good." Lazerow told me. and sold it to Salesforce where he is now Chief Marketing Officer of Salesforce Marketing Cloud.
" What Makes a 21st Century Leader? October 18. The Economist article lists a whole series of examples.‖ True.000 Facebook likes.So. a tweet when there was a power blackout during the Super Bowl. including my favourite.‖ The biscuit baker‘s reward? 16. that is easier said than done. So let me summarize what some of our newest research has found. I've read many of them. you are going to die as a brand. As Lazerow warns. Lazerow mentions the "beautiful photography of Burberry" and Virgin's use of celebrity stories as particularly effective. and start shouting. what is the new golden rule of selling? For Lazerow. "If you are not producing content that people engage with. Obviously.704 453 137 inShare1. Yet in my experience. says an Accenture report entitled Turbulence for the CMO.808 There are more than 10." That means producing genuinely interesting content. it boils down to one word: "engagement". 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. that people want to share on Facebook or talk about around the water cooler. the goal of engagement for a marketer is to figure out "how do you as a brand get into the conversation.000 books in Amazon on the topic of leadership. far too many brands still defer to their inner Mad Man. But what does it mean? For Lazerow. .000 retweets and 20. You can still dunk in the dark. 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. there are a growing number of successful engagements by brands. But even leadership development experts can't possibly read them all. by Oreo cookies:―Power out? No problem. That spells trouble. 2012 13.
but at its core leadership has not changed. It's just very hard.Our research shows that 21st century leadership competencies are different. 21st Century Leadership Competencies As this data shows (directly from more than 700 companies who participated in this research). core .
the world's #1 assessment company and others) shows that great leaders always see a "way out" of a problem. you better find the right place to fit. Are you the type of person who reads a lot. They have an ability to "see the future" in a way that others can understand. Today's leaders make faster decisions. Great leaders are hands-on. their discipline. chances are you're a great leader (or becoming one). What makes you a leader? People follow you." GE. and stay very close to customers. their customers. They never stop learning. 4." When a problem arises. If you're the latter. has greatly reduced its management rotation process (as have many other companies).leadership skills are being complimented by new strengths . understand how to innovate. Today's strong leaders come from the business and they understand the domain. and a practical way of understanding how problems are solved. 2. They understand their people well and know how to being diverse groups together. Great leaders understand that they are constantly learning. They don't wear rose colored glasses. to force managers and leaders to get to know the business you're in. Underlying these competencies. you're not keeping up. judgement. our research shows that five things really matter: 1. But they also have an optimistic outlook. however. . But also Optimistic. global workforce. 3. And what makes people follow you is that you have "common sense. It's often called "learning agility" in the HR field. Great leaders are Realists. because once the environment changes (and it always does). and always tries to learn from mistakes? Or are you the one telling others what they need to learn? If you are the former. Great leaders see reality. for example. Much research (by SHL. They're no longer just "great general managers. Great Leaders have common sense. great leaders seem to have an uncanny ability to "see the right direction. you'll fail. Their newest leadership program asks rising executives to spend at least 7 years in the same business area." "Common sense" comes from experience.capabilities to deal with a more diverse. fast-changing. and their own organization. Great Leaders are Learners. These people always study their market. questions your own thinking. 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.
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
The second level concerns trust in the relationship. the relationship. For example. you seek to restore coordination. and you follow through to resolution. This serves as your ―signed contract. As I said in my previous post. 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. summarize the agreement and verify that she concurs. you may confront your counterpart about the fact that he didn‘t let you know when he decided not to attend the meeting. If he argues that . If your counterpart acknowledges that his behavior was a breach of integrity and that he should have called you. then you can accept his apology and move to negotiate a recommitment. You repeat your story over and over. The other key is that you ask for what you really need to close the issue. For example. Then. inquiry shows respect. you end up with a new agreement that closes the matter. then discuss how to avoid repeating this in the future. and the hurt.‖ There are three levels of confrontation. You address the person directly. trust. ask why. or not at all. you may confront your counterpart about the fact that he did not show up for the meeting as agreed. Your goal is to prove that you have been wronged. If this is the case. It‘s much harder to justify the lack of an early warning. You end up full of negative assessments and righteous indignation. 3. but it pales in comparison to the damage caused by holding your counterpart to a commitment she believes she didn‘t make. He might have an excellent reason for not keeping his promise. You might attack the person you blame for your problem or even criticize him to third parties. This may just be to recommit to the original promise.When you complain unproductively. and integrity. The key is that you clearly express what you need to close the issue. For example. Every productive confrontation includes a request for resolution. Check the commitment. integrity means ―no surprises‖ and one can preserve it even when one cannot deliver on one‘s commitment. At worse. he might have gotten an urgent request from a customer that you agree takes priority over an internal meeting. e-mail her a summary with a request to confirm or correct it. if she called you at the last minute. restore trust. or it may include additional conditions. Many problems result from miscommunication at the time of commitment: You think you requested X. 2. Besides helping you understand the other‘s perspective. you seek to soothe your anger by criticizing another. Your goal is to repair the task. Ask what happened. Negotiate a recommitment. Here are three steps for a productive complaint: 1. The first level concerns effectiveness in the task. and feel at peace. For example. At best. It helps you evaluate whether or not the causes for the breakdown arose after the promise and were thus unforeseeable. The next time you get a commitment from this person. You confront only once. your counterpart thinks she promised Y. When you confront productively. you realize that your counterpart is not trustworthy and you can responsibly decide what you want to do about it.
you give him an opportunity to correct matters and reestablish trust. that your counterpart receives it with grace. the relationship. Provided. The third level concerns integrity in the person. 5 Keys to Great Storytelling: Lessons from Barbara Corcoran June 03.he didn‘t need to call because he had a good reason to skip the meeting. a productive confrontation shouldn‘t create conflicts. 2013 10. therefore. A person who breaks a commitment affects the task. If your counterpart insists that he didn‘t have to call because the absence ―was not his fault. letting you know of the problem as soon as he finds out and trying to minimize the consequences for you. it should resolve them. and his integrity. of course. Therefore. he‘s obligated by his own word to honor it.‖ you might confront him about the meaning of his commitments. then you must proceed to the next level. rather. The promise came from him. When you confront him with grace.831 109 30 inShare611 .
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.
000 silkscreen up for sale on Facebook. But in the end. Use social networks such as Twitter and LinkedIn to find prospects and get to know them online before you even think about selling something. You won't get the sale unless you ask for it. antiques. 3. This is your specialty. Help people solve those problems.anywhere. Engage when you feel compelled. DOD wanted to share this sale on social media. there was relationship-selling: listening. or widgets. Here are five simple reminders about the best processes to use when selling through social media: 1. Build relationships first. Cakir wanted to see a car suggested by DOD and soon after she decided to buy it. Whether your job is to sell cars. camp. think not of the sale but of the help you're providing to someone whose needs you've uncovered online. you absolutely can use social media to your advantage. you'll note that these are also five key steps to selling anything . The Mobility Resource credits social media with driving over $300. without asking for anything in return. so they took a photo of Cakir and her new car and shared it on Twitter (pictured above). using great content. followers and prospects say something that's a hint that they need what you have. Pay attention to what your prospects are saying online. Those are the 5 key steps to selling anything using social media. Rock and Roll Fantasy Camp credits social media with driving 25% of its $6. That's your opportunity to engage further in a conversation that will lead to a sale. 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 through an online link or a request to take the conversation to a phone call or even an in-person meeting. Uncover problems and needs. Invest your time up front in these relationships. especially when the conversation has nothing to do with what you're selling. it doesn't work with social media. Likeable Istanbul selling cars on Twitter is just one of many examples. and closing. homes. But just like hard-selling doesn't work in person. 4. Listen carefully. Monitor their social feeds. insurance. it's essential to ask for the sale. 2. great questions and great care. you'll notice when your connections.000 worth of sales of adaptive vehicles in the last quarter alone.After considering a few models. and whatever it is you're selling. helping sove problems. The most valuable business asset of social media is listening. It's always easier to make a sale when you build a relationship first. Long before social media. Show your friendship first. Ask for the sale. Demonstrate your expertise and your willingness to help. Social media purists will tell you that it's all about listening and conversation. And as I said. 5. If you're listening well enough. listening and engagement is super important at the early stages of the sales funnel. Now. there are lots of social .000-a-pop sales to its four social media sites. If you're paying attention.
2013 222.517 1. it allows you to sell at greater scale and efficiency than ever before.293 .networks and technologies and tools that may overwhelm some people. But to those people who embrace it all. The Secret to Putting Together an Insanely Successful Team May 28.612 493 inShare7.
) Those words are: ―Hey.‖ Can‘t argue with that. can you? Who can be against putting the best person in the job?? Except…… .What are 13 of the most common words that keep companies from realizing their full performance potential? (Hint: They are 13 words that are very difficult to argue with. our goal is simply to put the best person in the job.
they will almost certainly be beaten by teams that have more diverse player skills. Frankly. The power of diverse perspectives is such that diverse teams outperform non-diverse teams…. While arguably possessing the most valuable skill set on a team. If we can change our mindset from ―Hey. And we will have accomplished a great deal on increasing opportunity and diversity. And that‘s because they're all point guards. 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. this is particularly true if it‘s a difficult job or a stretch assignment. But humans are human. Jimmy Black. our goal is simply to put the best person in the job‖ to ―Hey.Research has shown that the best performing teams are diverse teams..and they outperform even more capable teams. I've tried to round out the group by including a visionary." a fascinating account of ambition gone bad. The book chronicles a gifted group of Indian and Sri Lankan immigrants who rose to prominence in the U. You Will Keep This Confidential June 04. ethnicity). a doer. When left to our own devices. And it‘s also easier for me to picture how somebody who looks like me and sounds like me will get the job done.‖ we will have accomplished a great deal on improving company performance. Raymond Felton. And I have also worked to include diverse backgrounds. . But would they be a national championship team? No way... When I have built business teams in the past. I've been devouring an advance copy of "The Billionaire's Apprentice. -. Rajat Gupta. to name a few. it‘s just easier. In any random group of UNC basketball players from the past it could well be that Phil Ford. time spent at competitors) or innate (gender. our goal is simply to put the best team in place. So let‘s take this to its logical conclusion. simply because of its appeal as a Wall Street whodunit. because I can imagine how I would do it. many of us prefer to spend time with likeminded individuals. Ty Lawson and Kendall Marshall would be the best players. a client advocate and an ―historian‖ as part of the team. 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. betrayals and insider trading. Look for the book to pop onto bestseller lists. I‘ll admit it: I often do. 2013 23 0 0 inShare3 Over the past few days.and then wrecked everything in a frenzy of secret schemes. to prison.with a basketball example. whether acquired (time spent abroad.S.. a skeptic.
to someone new who was offering a better deal. at any time. There isn't much ideology or conscience. The craziness persisted until the end. Once the villain is in action. finance and consulting are retooling their networks all the time. praising their insights on many occasions. There aren't any lifelong "home countries" or enemies. on the chilling belief that it's easy to get rich if you can see tomorrow's earnings announcement a day ahead of time.and insecurities -. So they resorted to mobile phones registered in a gardener's name. elite players in tech. We learn quickly that the big beneficiary of each leaked secret is Galleon's founder. Again and again. most tipsters didn't regard their sub rosa work for Rajaratram as fundamentally different from their regular careers. His hedge fund repeatedly seeks wormholes into tech companies' internal data. Such eagerness might be mistaken for lasting loyalty. Along the way. the first few steps toward competitive espionage now seem to be traveled with an eerie calm. Over time. As seen in the Galleon story. money and ego enter the picture. In business settings. That's not done lightly. It hardly matters that bankers. Some accepted payments under pseudonyms in hastily created foreign accounts. ideology. Others decided it wasn't safe to chat via regular channels. the first few interactions with Rajaratram's world are justified as legitimate social mingling or business prospecting. Rajaratram. Even minor characters in the book treat "confidential" as a genteel relic that can be ignored with impunity. but that would be a mistake. spying historically has been regarded as rare and dangerous stuff. Life was a constant hunt for the best perks. But guess what? The Galleon boss's informants rode the same roller-coaster of money and ego in their day jobs. . As former CIA agent Jason Matthews explained in a recent Wall Street Journal essay.As author Anita Raghavan explains. Yet no one felt enough remorse to back out. the largest paychecks and the most adulation. taunting them periodically for not knowing more. the informants at the center of Rajaratram's web ended up grotesquely compromised. Everything is transactional. of course. people strained to please whoever was rewarding them the most. confidentiality has become a strangely rubbery concept. Rajaratram also played to the vanity -. though. conscience or ego. Spying doesn't happen unless agents are deeply motivated by money. in which people who gather information for a foreign country are knowingly breaking the laws and ignoring their instinct for self-preservation. By the book's account. Rajaratram and his business entities paid handsomely for money-making tips. A huge gulf has arisen between stated policies and actual conduct. 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. Eventually. consultants and tech executives all work at firms with strict dataprotection agreements.of his informants. Allegiances could be transferred.
Firms that build a culture around taking good care of sensitive information will reap the rewards. It had existed in a smaller form before I took it over. . Ones that try to mask sloppiness with a few spray-on legal policies will be disappointed again and again. starting with more careful hiring. But I see a host of areas where greater care could pay off.either at Galleon or elsewhere -. So does vigilance.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. Shortly after I graduated and left Ann Arbor the program withered back to where it had been before I was engaged. How Are You Planning for Your Succession? June 03. 2013 7.can't be stopped by a single action. Character matters. 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 -. but grew significantly in both the number of students engaged and the quality of the experience for all participants.
We published our new book.Succession planning was core to the design of the Taproot Foundation since its first year. 2013 3. 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. Planning for change has made it easier for me and for the team to imagine a thriving Taproot without me in the daily mix. 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. vision and values. vision and values. but having made these investments gives me the confidence that the Board. An exceptional executive management team. They also raise real resources – about 25% of our budget. In addition to the ongoing investments in succession. To that end. Executive Management Team and army of ―Roots‖ (as we call our employees) is set up for success. Several years ago. 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. What I Learned in Italy (Or. A talent pipeline – We have supported and developed staff to be able to grow into management roles. we made very intentional investments to create: A strong board of directors that is independent from the founder . 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. 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. A clear and well-articulated mission . Experienced executive directors run Taproot‘s local offices and built the local community around them and not around me. Relationships with nearly 200 institutional partners – I don't manage a single one of them. We are not done with the process and will surely learn as we go. Economies in Perspective) June 03.Taproot‘s board pushes back and asks the hard questions. I shared with the board my intention to leave at some point in the next chapter of the organization‘s development. This month is my last month at CEO and will then spend the following 12 months as a senior advisor.Communicating and living our mission. 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. 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. Powered by Pro Bono.360 21 9 inShare67 .
Life is always a matter of perspective.S. up from about 1. "Jobs report is key!").6 percent at the beginning of the month. using a QE-type of bond buying and by doubling the nation‘s monetary base. "Japanese stocks plunge!". they wanted to talk about the U. interest rates on government securities across the globe have finally started to rise. Yes. Japanese stock correction: Investors started buying Japanese stocks last fall. I keep thinking of an Italian saying. but there is really nothing new under the sun. recovery would accelerate.S. Let‘s review.S. the worst monthly performance since December 2010. ― Niente di nuovo sotto il sole‖ (nothing new under the sun). While the price drop and yield increase may seem dramatic in the short-run.I'm just back from a trip to Italy. where the economy is still in dire straights. Ireland. When other U. they wanted to know when the rotten U. "US growth lackluster!". The U. Despite scary headlines during the time I was away ("Bonds dive!". but the gains accelerated after the recent Bank of Japan pledge to drive up inflation to 2 percent within two years.2 percent. travelers found out what I did for a living. the Nikkei 225 has . When locals found out what I did for a living. economy and my thoughts as to when the tide might turn for Italy and the rest of the PIIGS (Portugal. "QE to end!". Yes. 10-year treasury yield increased to 2. there has been a flurry of turmoil seen over the past week and a half. it has been long-telegraphed by improving economic conditions.S. Bond market crash: As predicted for the past two years. Greece and Spain). Italy.
concerns are mounting that the Federal Reserve will have to taper its bond-buying program (―Quantitative Easing‖ or ―QE‖). The plunge in the participation rate to late 1970‘s levels has mostly been driven by demographics.4 percent from 2. and that the unemployment rate will remain unchanged at a four-year low of 7. state and federal levels has been a headwind for growth during the recovery. 2013 9. but many are now predicting that 2014 could be the year that growth returns to the post-World War II average of 3 to 3.121 139 39 inShare519 . due to sequestration spending cuts. but it remains up more than 25 percent this year. Such action would lead to higher bond yields and lower bond prices and could potentially jar the equities markets as well. compared with earlier expectations that interest rates would not rise until mid-2015. bond market futures are pricing in a Fed rate increase in late 2014. some investors are worried that the Fed may withdraw stimulus sooner than later.fallen 17 percent from its May 22nd peak and saw its first monthly decline in the past 10. While there is no doubt that QE will end. As economic conditions improve. as aging baby boomers retire. Right now.000 in May. Jobs report (once again) is key: Here we go again…just as investors come off an anxiety-inducing week. It is expected that non-farm payroll employment will increase by a 165. QE to end: As signs of recovery continue. 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.5 percent. Helping to boost the numbers could be a resumption of larger growth for the construction sector.5 percent.5 percent and the second quarter is likely to remain muted. 5 Career Lessons I Learned in the Amazon June 05.5 percent. about one-third of the decline is due to the severity of the recession and the weakness of the recovery. the government will release a monthly jobs report on Friday. 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 timing and magnitude of the action is in question. Still. US growth: The government revised down its original estimate for Q1 growth to 2.
org – and in response to these voices and other pressure. but could also be dangerous. First. and other major corporate funders of the Boy Scouts to pull their funding until the ban was lifted. we had to identify why they were in the camp in the first place: it turns out they like the tasty tarantulas that were also hanging around our camp. I thought it was fitting to share five valuable lessons I took away from living in the Amazon. In honor of this event. Advocates have tried to dismantle the organization‘s anti-gay membership policy for decades. 2. 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. Every night we were at risk of them coming close and either purposely or inadvertently biting one of us.org involving the Boy Scouts. I was recently reminded of this lesson during an exciting moment at Change. I packed up my belongings. It was beautiful. One of my favorite things about the Amazonian area in Brazil where I lived was the spirit of . and a boat). To get rid of the snakes. I‘ll be speaking on a social innovation panel hosted by World Learning. UPS. I would repeatedly draw on lessons I learned in the rainforest. 1. a bus. I was reminded of this experience because this week. we had to first remove the tarantulas. I knew this would be a once in a lifetime opportunity. I felt torn. I learned so much about the incredible ecosystem that is the Amazon and the amazing plants and animals that thrive there. the Boy Scouts announced this month that they‘ll finally welcome gay youth into their ranks. said goodbye to my parents. Intel. I hope they‘ll prove as useful to you as they have for me. To get rid of the snakes. In one area we visited. Hundreds of Scouts from around the country used Change. I even studied two years of college Italian in preparation. two planes.I always knew I wanted to do a semester abroad in college. from Yahoo! to Google. even bringing their case to the Supreme Court a decade ago – to no avail. I didn‘t know I would go on to leadership roles at some of the world‘s great internet companies. All in all. Back then. the incredible organization that runs the School for International Training and hosted my Amazon trip all those years ago. Welcome everyone – they may have something to teach you. and now Change. But when the day came to apply to a study abroad program. I decided to pick the program furthest from any of my previous experiences: a semester studying Amazon rainforest ecology. So when I came across a catalog from the School for International Training.org (the world‘s largest social change platform) – and that in my work at these companies. and hopped on a plane to the Amazon (actually.8 million people took action on Change. But this past year. Unsure what lay ahead. and I felt like I should do something more unusual – something off the beaten path that would really challenge me. 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. poisonous snakes lived nearby our sleeping area. 1. tackle the tarantulas. an incredible thing happened. The lesson was clear: some problems are better tackled in strategic stages than with a single show of force. Other Scouts successfully called on AT&T.
seeing each person as a source of potential knowledge. we just need to welcome them and their experiences. That‘s the logic behind the unique structure of Change. from colleagues to family and friends – and even sometimes strangers – has something to teach us. When I look at the posts I have written on LinkedIn so far. WHOA. but they also all treated me as if I had valuable wisdom to share. they interestingly all seem to carry this common theme: we have a lot to learn from everyone around us.org‘s new women in leadership mentoring program. Everyone in our lives. like my recent post about 5 mentor archetypes. I wasn‘t used to being received this way. There‘s always something we can learn from the people around us. as we call it. Women Helping Others Achieve – or. 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). . That inquisitiveness has stuck with me throughout my career. Rather than go the traditional route of pairing more established women with their less experienced female colleagues. we‘ve created a system of co-mentorships in which women across the career spectrum – whether just out of college or decades into their careers – provide mutual support and insight. We all have something to teach and something to learn.openness and curiosity among all the people I encountered. but I quickly learned to appreciate it – and I began treating others in the same way.
for that matter – without pushing yourself to try things you haven‘t done before.‖) He didn‘t grasp that I knew the concept of a fork. Thinking back on this still makes me smile. anyone can theoretically pack up their belongings and visit or move to a remote part of the world – but at that moment. but I flourished. I took the jump. Speak someone else’s language. Although I studied intensive Portuguese every day for many weeks after I arrived. I had a key realization that has stuck with me since then: no matter how good you eventually become at something. technical jargon or just a different communication style. but as I noted earlier. that was not the case. I just didn‘t know the word. I can remember my exchange brother holding a fork in front of me and saying in Portuguese.‖ be it business-speak. But for some reason I can‘t explain. and I began listening more and molding my own way of speaking to match theirs. the opportunity to do so in a way that would truly be immersive was more real than it would probably ever be again. 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. in the moment of choosing a study abroad program. I felt like a child – and in an ironic twist. In the process of becoming conversationally fluent in Portuguese. Adjusting my own language to match my colleagues‘ demonstrates an appreciation of their backgrounds and generally helps me get my point across more effectively. The truth is.3. And you know what? Not only did I survive. This lesson has proven immensely useful to me throughout my career. as everyone – even people who speak my native tongue. You eat with it. (And I have an extra appreciation for people navigating the world in a language other than their first!) 4. you haven‘t done it before. an important shift happened: I stopped taking for granted that people could understand me. you can‘t progress in your career – or grow as a person. Knowing I could handle the Amazon gave me the internal strength to do many things. English – comes to work with their own ―language. . ―É um garfo. Filled with adrenaline. Push yourself. I started a nonprofit. Yes. became a general manager and eventually a CEO when I‘d never led a company before. gaining confidence in my ability to thrive in new situations. One of the most challenging things about my trip was moving to a place where almost no one spoke English. Você come com ele. the first time you do it. the actual children in the home where I was staying didn‘t understand my lack of basic language skills.‖ (―It‘s a fork. I was struck by the thought that you only get so many chances in life to really push yourself beyond your comfort zone.
fished for shrimp from the river. Don’t forget to sing and dance. Yet they they had so much joy spending time with each other. the people didn‘t have many physical goods – they ate acai berries off the trees.5. Don‘t forget to celebrate it. I was staying in the Brazilian part of the Amazon.865 . a region perpetually celebrating life with music and dancing. No matter how much or how little you have. They made or handed down instruments. In the small village where I lived. 2013 37.837 426 100 inShare2. 5 Mentor Archetypes I’ve Met – And How to Spot Them May 23. and often had just a few articles of clothing. and the beauty surrounding them. the feeling of being alive. there‘s always joy to be found in life. sat on the dock of the river. and sang to their hearts‘ content about their community.
I couldn‘t agree more – I‘ve been fortunate enough to have some incredible mentors over the course of my life. much less how to go about spotting one. and they‘ve given me immeasurable support and encouragement when I‘ve needed it most. But what does it mean to ―find‖ a mentor? People rarely explain what a good mentor looks like. and they‘ll probably tell you to find a mentor. .Ask any career development expert how to succeed in the workplace.
Yes. I was 21. just when you needed it the most? For me. the quintessential Role Model. and still is. With two kids and a full-time job. upon which he wrote vigorous notes as I talked. seek out people who excel at things you want to learn. sharing their wisdom and cheering you on. Below. including such gems as. at my own startup. there‘s something so unexpectedly fresh and welcome about a real Listener. You‘ll find that some people. Try to get at the underlying values that drive their work. and chat messages. Ham taught me that listening is a skill. that person has always been my dad.‖ which have guided my work over the years at Yahoo!. and he also showed a depth of caring and belief in me by always listening to what I had to say. fresh out of college. she did this with a supportive spouse. Rule 2: Sooner is better than later. And. memorable soundbites. like my dad. because they thrive on helping others succeed. she got her MBA at night and completely changed careers in her 30s. Rule 1: More is better than less. look for someone who‘s living the life you envision for yourself. of course. applying and interviewing for 50 jobs before finally getting one – and going on to become a very successful consulting partner. Then ask them how they did it. I‘ll never forget my dad‘s ―3 Rules of Business. when you shake someone‘s hand. was a fantastic mentor for that reason. My first boss.org. ―Always wear your nametag on the right side of your shirt – that way. the Motivator. doesn‘t it? The Role Model mentors by doing. and watching him pull out a big yellow notepad. the Listener. Without fail. I remember sitting down to talk about Summerbridge. the Role Model. and think about which ones you might embrace for yourself. Tweets. Archetype 3: The Listener In a world of rapid-fire texts. always make themselves available to give advice that works.So. rule 3: Don‘t work with jerks. ―Never start a sentence with an apology. and now at Change. He was incredibly wise. stemming from a deep-seated belief that persistence and passion pay off. 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. but what stood out to me as a young woman was her endless energy. Archetype 2: The Role Model The name really says it all. Because he listened. (That one has come in really handy.‖ Behind any good Advisor is an ability to distill life lessons into short. then the Headmaster at Sewickley Academy. the academic enrichment program I started at his school. and ask for guidance. To find a Role Model. your nametag will face toward them.) To find your Advisor.‖ and. showing me through her life that it is possible to have a great career and be a great mom at the same time. Trust me – you want those people in your corner. and the Achiever. He has tips for practically everything. and an essential one at that. and here was the headmaster of a prominent school actually valuing my ideas enough to write them down. my mentors have fit into what I‘ve come to call my ―5 mentor archetypes‖: the Advisor. at Google. I made sure to listen in return. My mom was. I thought I‘d write about it. Ham Clark. He made me feel that what I was .
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. for many years at Yahoo! and learned so much during that time. and a good Motivator knows how to point that out to you in a compelling. To recognize a motivator. And all the while. she got us to think bigger about the impact of the work we were doing on a daily basis. and it was one of the best professional experiences I‘ve had. and can make you better because of it. instead of pushing back against their high . Seek out someone who‘s not afraid to try to ―get inside your head‖ by asking probing questions. 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. Because Jeff consistently set high expectations for what I could accomplish. Although I didn‘t know exactly how I‘d make it work. she told her own personal story. 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). look out for someone who reminds you of your greater purpose. I wouldn‘t trade that sort of mentorship – even if it was a bit challenging at the time. joined the Yahoo! team as our new CMO. And. The pressure to accomplish greatness can be overwhelming – but if you embrace it.‖ Most other bosses wouldn‘t think of calling someone who had just had a baby with that sort of request. emphasizing what made her want to wake up in the morning – her vision for our company and our team. You‘ll likely leave conversations with a Motivator feeling energetic and empowered.saying was important. inspiring way. which caused me to be much more careful with my words. Jeff is the ultimate Achiever. as a leader who could inspire people to do their work better than ever before. Archetype 4: The Motivator I still feel inspired when I think back on the day Cammie Dunaway. formerly of Frito Lay. I still set those performance standards for myself and for my teams. now CEO of LinkedIn. Archetype 5: The Achiever I had the good fortune of working with Jeff Weiner. but Jeff somehow knew I could do it before I did. Each person‘s contributions have value. ―but we‘d really love to have you. In the process. as a good Listener has a voracious appetite for understanding. and she gave people a clear plan for how to get there. You actually need someone who‘s active – an active listener. ―If the timing doesn‘t work. This daunting task seemed easy when I saw Cammie do it. setting a high bar for himself and for his team. she maintained an incredibly high level of energy that left people feeling excited to get back to work (plus. She had such a difficult role: come into a team with hundreds of people and establish herself. that pressure can push you to a level beyond what you think it possible. I‘ll never forget one of my first interactions with Jeff that ultimately that ultimately changed the arc of my career. Her style was to motivate people by explaining what motivated her. showing her love and allegiance to the brand she was stewarding!). please don‘t feel like you have to do this. If he was listening that closely. Instead of talking just about work. I‘d been on maternity leave for several weeks with my second child.‖ he said. she wore purple nearly all the time. still an outsider. I‘d better be saying something worthwhile! A common mistake when seeking out a Listener is to look for someone quiet and passive.
2013 3.162 30 13 inShare351 . including Susan Dalton. Interestingly. Bill Harris. You might be surprised at what you can accomplish. An important shift happens in how you interact with your family. they all fit into one or more of these five archetypes. Rob Solomon and Beth (Lasky) Anderson – among so many others who‘ve made a major impact on my life. there are more mentors in my life than I can count. and I‘d like to thank a few more of them. A common myth about mentors is that you‘ve got to probe your extended network to find them. try to live up to them.expectations out of fear of failure. To Know Yourself: Why It Matters June 06. and in the process. In my experience. friends. coaches and colleagues when you recognize them as valuable sources of knowledge. You start closely examining everything they do and say. without realizing it. the best mentors are the ones you already have in your life. from how they structure their day to how they treat the people around them. you learn from their wisdom and success. In addition to the ones I mentioned.
different as they were from one another. The world's wisdom traditions agree on this point. cut off from a higher power or intelligence. due to random chance and accidents. It is veiled by illusion. I think. and so on has been largely ignored. The illusion of having a separate mind. and Muhammad. today. Buddha.it was taught by Jesus. This test depends on knowing what wise choices are and what they aren't. Someone who makes wise choices in life should wind up happier and more successful than someone who doesn't. Confucius. In a previous post I described what the wisdom principle is. But the only real test must come in daily life. . That. One can take a very broad view of wisdom . The illusion that happiness comes from maximizing pleasure and minimizing pain. In the earlier post I suggested that the first requirement for anyone who wants to be wise is a desire to know reality. The desire to know reality implies many things. The first is that reality doesn't exist right before your eyes. Because we classify these figures as either religious or philosophical. Plato.Wisdom has become a musty word even though it described the highest vision of life for many centuries. family. and illusion is born of the mind. is a grave mistake. The illusion of inhabiting a separate body. The illusion of death as a great ending. The illusion that physical objects are the measure of what is real. relationships. Wisdom is about skill in living. as much as they did two thousand years ago. Here is a list of illusory ideas that countless people live by. here and now. The illusion that life isn't fair. the application of wisdom to the hard realities of work. The illusion that we are alone in the universe.
and the emptiness that comes from endless consumerism and the pursuit of distractions to fill the hole inside. as witnessed by the epidemic of depression and anxiety in our culture. devoid of higher intelligence. and then taking the time to seriously investigate the validity of each illusion.The last illusion is called materialism. "of course" the universe is random. finding connections to the soul. If you are a strict materialist. but it hasn't been extinguished by gaining more creature comforts. with enormous validation from science. Wisdom doesn't consist in turning materialism on its head and saying no to Dawkins and company (although that might be a good start). The motivation to find a better way existed thousands of years ago under much harsher conditions for the average person. and it's not news that it holds sway in modern culture. Wisdom consists in taking seriously that reality might be different from the daily spectacle that greets our eyes. the journey to wisdom also happens to be fascinating. "Of course" God is absurd. and purely physical. and mastering many skills in awareness that are unknown to those who feel satisfied with life on the surface. because it involves exploring your own consciousness.materialism has promised far more that it can deliver. all the other illusions on the list will seem like reality instead. tapping into the source of cosmic intelligence. As Richard Dawkins and other scientific materialists are quick to argue. . the rise of chronic stress. we are utterly alone. 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. Skeptics protest that the whole "perennial philosophy" that espouses wisdom amounts to wishful thinking and empty promises. I think they have it upside down .
"Know thyself" wasn't wise advice because it told people to learn about their likes and dislikes. even bubbly.kristinbairokeefee. she is enthusiastic. "Know thyself" was wise for telling people to look beyond those things. This is all to the good. status.012 www. and accomplishments. me. She can . in terms of money. 2013 74. people spend many years building up the externals of their lives.479 852 336 inShare5. we'll examine the rewards of the true self and how they can be achieved.com When aiming for success. In the next post. As a result. What's Happening Inside? May 24. to find their true selves beneath the distractions and demands of I. and mine. to follow the impulses of ego. a woman who has risen up the ladder to become the chief public relations person at a major international corporation. but if your attention is entirely focused outwardly. how can you know what is happening inside? I recently met Donna. they generally meet with good fortune. Now fifty. and to constantly look out for number one. The expected rewards arrive.
they both agreed. As the noted spiritual teacher J. and career.travel wherever she likes. 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. paying as much attention to the inner world as you do to the outer. You only need to be interested in what's happening inside and to keep paying attention. and since the self changes over time. You aren't asked to become so self-absorbed that you forget the outside world of family. Not that you are like a doctor checking in on his patient. In her anxious moments she dreads a future where she will be forgotten and alone. The negative aspects are psychological. it's just a matter of getting back into balance. it means you've gotten lost in a private dream. Without other people to validate her. and bliss. peaceful. has worked out for the best. friends. Both images are true. themselves. Missing the train home from work doesn't mean you're spiritual. I don't think Donna is an exception. and it remains interesting for a lifetime – if you have a real goal in mind. In other words. No wonder everyone who knows Donna sees her as a wonderful person . Krishnamurti put it. who you really are is dynamic. intelligence. you are already forgotten and alone. much less seeing how worthy she really is. the self is considered a problem. and work. External rewards will still be there. Nothing is more important than knowing what is happening inside. and now her beautifully managed external life is mismatched to an inner life that is disorganized and unsatisfying. for instance. and these qualities grow the more you pay attention. and emotions had gone outward to family. and her ex-husband. But it's not necessary to "go Eastern" in order to seek your true self. which is a shallower level than the true self. For decades it didn't seem to matter what was happening inside. and joyful. and her efforts to become Super Mom have paid off . self-indulgence. because it means losing their external drive and being left to live with a stranger.to the point that her family doctor has prescribed tranquilizers? I talked with her for an hour. energy. When the opposite happens and the self stagnates. the reason for this is that once you have given yourself away. and constantly renewing itself. That's how the self naturally grows and evolves. leading to egotism. countless successful people cannot handle retirement day. is still her best friend. which is calm. becomes boring. and it soon became apparent that she had given away too much of herself. friends. you can experience the timeless and still catch the train. So why is Donna suddenly having days filled with anxiety and occasional panic attacks . wise. Donna has a hard time enjoying her own company. Her time. a successful private banker. One advantage that the East has over the West is that in the East the self is the source of creativity. but they exist at different levels. Their divorce. .except herself. shifting. In the West. Sadly.her college-age children love her. or personal demons no one would enjoy meeting. and loses interest. The point is to learn who you really are. This is the process of waking up. it has been starved of attention. Getting past your demons and finding your true self is the very essence of a quest.
look at the following two lists. List A: External. higher education Status Wealth Property and possessions Politics Hobbies Exercise. the world "out there" Family Friends Career School. going to the gym Going to the movies . Roughly estimate how many hours you devote to each time.As a quick indicator of how much of your attention goes outward and how much goes inward.
the world "in here" Meditation Contemplation Prayer Self-reflection Stress management Reading spiritual material. poems and inspirational literature . Having sex Internet and social media Video games Television Travel Service organizations Charity List B: Internal.
It goes by the name of wisdom. even if time hasn't been set aside to pay attention to them. and certain externals. 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 . there is also higher success. Psychotherapy Personal growth Intimacy Bonding with someone else empathically. like a close family.572 101 50 inShare433 . the inner life isn't precisely measured in hours. For now. or out of compassion Appreciation and gratitude. Turning 'Otherness' Into an Asset June 05. and most of us realize the value of meditation and stress management.just as there is higher consciousness. 2013 6. I'm not suggesting that there's an ideal ratio to aim for. enrich your inner life. Consciousness is on the rise. In the next post we'll discuss why it's so valuable to know what's going on inside .and that's up from twenty years ago. just be aware of these two lists and how much you participate in them.
traces of my accent come through in a conversation.‖ 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. ―the way things have to be. No introduction of mine ever skips the question. I talk about my experience of being an immigrant (I came to the US from the former Soviet Union) as being both a blessing and a curse. The Nature of the Future.In my recently published book. 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.
a friend said to me. and I certainly viewed it more as a curse at the time. living in an age essentially different from anything we knew before. immigrants from an earlier world. while I was working in Europe for a refugee agency.I bristle when I hear from ―experts‖ that teenage rebellion is a normal part of the adolescent development. I laugh at scientific studies showing that girls are not as good at math as boys are. none of us is a native in that land. . now directing the Institute for the Future in Palo Alto. willing to discover a new land. She always comes back from some faraway land and tells everyone how people there live differently. 'You are like Pippi Longstocking. I never heard this growing up in the Soviet Union. learn a new language. but not in many other parts of the world. I have come to view my immigrant history as a blessing. But in my work as a futurist. Being an immigrant.‖ The same applies to thinking about the future. After college." I don‘t think she meant the comment as a compliment. 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. California. Normal where? Maybe in the West. we all need to be looking at the future with the immigrant‘s eyes. with a sister who was a math whizz and surrounded by girls who were outperforming boys in math in high school. After all. we are all immigrants to the future. a new way of doing things. where young people do not have the luxury of an extended childhood or a desire to live in nuclear families. I got used to feeling at home and yet slightly estranged in many places.
and thinking styles. And for organizations to make diversity an innovation imperative. what diversity means will be redefined. Researchshows that groups that include a variety of people with varying experiences and knowledge. learning. In IFTF‘s forecast on the Future of Work in 2007 we wrote. or ethnic characteristics of the workforce. 2013 6. including those who may not be considered ―experts.e. requires microcontributions of large diverse groups) to turn your difference into an asset. disciplines.‖ and being ―different‖ is hard. broadening it to include a host of new dimensions—age.With the benefit of hindsight I have come to view many experiences where being an outsider. particularly if you are young. In the process. and backgrounds. from Wikipedia to multiplayer games that rely on diversity and collective intelligence of large groups. work.572 101 50 inShare433 . Conversations about ‗diversity‘ usually revolved around the gender.‖ We already see this happening in many massively collaborative endeavors. However. In the next ten years we will see innovation emerge as a new imperative for diversity. and much more. Turning 'Otherness' Into an Asset June 05. there is no better time than now. No one asks to be the ―other. cognitive. ―For decades diversity in many global organizations has been largely a political and social imperative. feeling like the ―other" turns out to be an asset. when so much of our work is being what I call socialstructed (i.‖ tend to be more innovative. race. skills. being different.
No introduction of mine ever skips the question. ―the way things have to be. traces of my accent come through in a conversation.In my recently published book. where are you originally from?‖ And this — after living most of my life in the US! I‘ve come to appreciate my otherness only later in life.‖ .‖ and ―the right way to do things. ―So. The Nature of the Future. It is a curse when no matter how hard I try. I talk about my experience of being an immigrant (I came to the US from the former Soviet Union) as being both a blessing and a curse. when I realized that it is precisely this otherness that allows me to question the conventional wisdom.
Being an immigrant. we all need to be looking at the future with the immigrant‘s eyes. but not in many other parts of the world. willing to discover a new land. a friend said to me. After all. a new way of doing things. now directing the Institute for the Future in Palo Alto. we are all immigrants to the future. I have come to view my immigrant history as a blessing." I don‘t think she meant the comment as a compliment.I bristle when I hear from ―experts‖ that teenage rebellion is a normal part of the adolescent development. living in an age essentially different from anything we knew before. Normal where? Maybe in the West. immigrants from an earlier world. I got used to feeling at home and yet slightly estranged in many places. After college. 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. But in my work as a futurist. learn a new language. and I certainly viewed it more as a curse at the time. California. where young people do not have the luxury of an extended childhood or a desire to live in nuclear families. I never heard this growing up in the Soviet Union. none of us is a native in that land.‖ The same applies to thinking about the future. I laugh at scientific studies showing that girls are not as good at math as boys are. with a sister who was a math whizz and surrounded by girls who were outperforming boys in math in high school. 'You are like Pippi Longstocking. while I was working in Europe for a refugee agency. . She always comes back from some faraway land and tells everyone how people there live differently.
requires microcontributions of large diverse groups) to turn your difference into an asset. ―For decades diversity in many global organizations has been largely a political and social imperative. 2013 9. race. In the process. there is no better time than now. In IFTF‘s forecast on the Future of Work in 2007 we wrote. from Wikipedia to multiplayer games that rely on diversity and collective intelligence of large groups. feeling like the ―other" turns out to be an asset.e. what diversity means will be redefined. cognitive. No one asks to be the ―other. I Can't Say No to The 'Yes Man' June 04.‖ We already see this happening in many massively collaborative endeavors. disciplines. when so much of our work is being what I call socialstructed (i. broadening it to include a host of new dimensions —age. Conversations about ‗diversity‘ usually revolved around the gender. particularly if you are young. and much more.140 64 23 inShare235 .With the benefit of hindsight I have come to view many experiences where being an outsider.‖ and being ―different‖ is hard. being different. and thinking styles. Researchshows that groups that include a variety of people with varying experiences and knowledge. However. In the next ten years we will see innovation emerge as a new imperative for diversity. skills.‖ tend to be more innovative. or ethnic characteristics of the workforce. work. and backgrounds. And for organizations to make diversity an innovation imperative. including those who may not be considered ―experts. learning.
albeit petulant. when men help others they are rewarded. I discovered two thought leaders. because it is considered an imposition. while women are not because . commented on their blogs. Neither did. About the woman — Why hasn‘t she responded? She should respond. hoping they would eventually engage with me. wasn‘t all that surprising. one woman. If she doesn‘t. I thought — he didn‘t reciprocate. I am just going to stop following her. It turns out my reaction. one man. I don‘t really expect him too. I still like what he has to say.Some years ago. About the man. I followed them on Twitter. whose ideas really resonated with me. According to research. I‘ll keep following him.
I listened to his interview with Business Insider‘s Aimee Groth. I threw all caution aside and became curious. The solution in this instance is to create boundaries. his moniker is ‗the ‗yes‘ man‘. I wanted to. and empathy—that tend to travel with it. First. setting themselves up for burnout. Warren Buffett has said ―Every important yes requires a thousand No‘s". there will be more of themselves to give. I really did. we didn‘t expect them too. the least productive engineers were givers – people that had done more favors than they received. as Grant avers. and be responsible for those choices. we can say yes to generosity. 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. Determined to swiss cheese his premise. ‗No‘ the key word of protection. Whether a professional or a parent. Imagine then my skepticism when I heard about Wharton professor Adam Grant. to learn to say ‗no‘. but alas. According to the Bem Sex Role Inventory. It is especially so for women. feels compelled. . tends to come more easily for men. According to Jungian psychology. When we learn to say a thousand no‘s to mere giving. Grant‘s proposed hack is to make choices in the context of our relationships. Availability. dream so your children can dream. learning to say ‗no‘ is one of the most profoundly difficult tasks of feminine development. he cited the research of Stanford professor Frank Flynn: ―When Flynn examined the patterns of favor exchange in one company. The antidote to timidity is to become more agentic. But then came the finding: ―When Flynn turned his spotlight on top-producing engineers. they are punished. Because agency can feel incompatible with generosity. When women don‘t.‘ Yes works for him because he has the x-factor Y chromosome. or leaving themselves at the mercy of takers. or “an unwillingness to advocate for ourselves‖ – As Flynn has demonstrated. Is the feeling "If-I-give-anymore-I-justmight-give-myself away" the problem? Or is it. giving away more than they received. his mantra ‗give to get ahead. to recognize we can make choices. and read his Harvard Business Review articleIn the Company of Givers and Takers. ―givers haven‘t yet learned how to ―distinguish generosity from three other attributes—timidity.‖ At this point.of our presumed desire to be communal. Just as ‗yes‘ tends to come more easily to women. when men don‘t help. availability. In other words. or a giver’s inclination is to neglect his/her own responsibilities. he clearly knows how to say ‗no ma‘am. to sa y ‗yes‘. And while Adam Grant may be the ‗yes‘ man. I thought. When a giver can buck timidity. they too were givers. this can be problematic for men and women. more scope for generosity. because we expected them to. I couldn't say 'no' to Adam Grant. we receive hundreds if not thousands of requests a month: a giver wants. For example.‖ Up until that point I was on firm footing.‖ Let‘s take each in turn: Timidity.
the only getting ahead that really matters. Indeed. ―if a busy person is moved by empathy to spend time doing favors he or she cannot afford. Empathy. His ‗yes‘ may be on the other side of no. you rarely realize something significant is happening until it‘s happened. used to go to the Beirut pier every day as a young boy. even as I am learning to ‗no-gotiate‘ until I say yes. That daily ritual eventually introduced him to the person who would move our family from Beirut during the war to Minnesota. who wants to move beyond the childish play of give and take and become truly generous -. My father. I was not looking for a mentor. This will likely come more naturally than ―greater assertiveness or bounded availability. My example takes place in an old office in Carlsbad. But of course my dad didn‘t know it when he first met that person. What Your Business Mentor Can Teach You In life. the person runs a serious risk of being manipulated by shrewd takers.Empathy – the ability to understand what another is feeling. 40% reach optimal agreements. far more than the mere ‗yes man‘ moniker or ‗give to get‘ headline-grabbers would suggest. That‘s where I met my business mentor Lee Leichtag for the first time. to imagine what people are thinking and what their interests are. while only 17% of empathizers do.‖ In order to avoid this third trap. He cites research indicating that an emphasis on what will serve people well leads to optimal agreements. I agree.‖ Based on my experience. hoping to meet an American to learn about the United States and the Western world. of yes and no. But his work is providing the tools to anyone. There is much at play in the tug-o-war between give and take. nor was Lee . we learn to become perspective takers. Grant recommends we start with perspective taking. California. ―But‖ says Grant. and thus I must say yes to Adam Grant. And for anyone trying to become more generous. Of course. are feminine strengths. of the perspective takers. like availability and connectedness. All are vital. woman or man. and ultimately change our lives forever. for example.
So I called Lee‘s office immediately. you either get kicked back out through them or you have to come back to learn more. Lee was not an ordinary person. but it was on me to understand what he was teaching. But. I know he wants to speak with you. who. please know I come from a world where if you cannot clearly show how you drive profits. consume and sell products in the future. He got us a sandwich to split. Of course. but Lee wanted me to be ready.but come to impress. I told Lee that I would come back in about a week and clearly explain to him how I could help. after I first met Lee.‖ He did not say hello. I would have to set up another meeting. Lee wanted me to be great.‖ He said. About a week later. he was a successful businessman and philanthropist. I really knew nothing about Lee.‖ Lee picked up the phone and said. Lee gave his money to many causes. a man who I just met was pushing me to come back. said: ―you might be the future. with a bright shirt.. Lee was incredibly successful. but speak to me in terms I can understand. I had no idea the ultimate impact Lee would have on my business acumen for the rest of my life. ―I am going to have Diane set up the meeting.. Keep in mind. I knew.‖ He added: ―Dan. He was in the Pharmaceutical business and sold his company for a significant amount of money. my immediate reaction was to never go back. but I felt his presence. at the time. Lee was already teaching me lessons. Lee liked what I had to say. you do not make it through the front door. Fortunately. He began showing me what he was doing at hospitals. I was afraid of what he would say. but we found each other. I walked back into Lee‘s office. I would rather move forward and pretend that I never met Lee. other Community-based work. I had never met anyone like him before. From that point forward. From the moment I said hello. Lee accepted me and began telling me everything I needed to know about his business and how he got where he was. I went on to tell Lee that digital will change the way we connect. within a second.looking for a student. In addition to his success in business. he didn‘t exchange a greeting but instead looked at me in the eye and said. deep down. said. ready to tell him how I could help. it is important to know that we start at excellence and work our way up. you should have been wearing bright colors.‖ Remember: A half hour ago I was rationalizing reasons to never call this guy again. he did not waste time. but you have a lot to learn. looked at me. now. He made money and lost money. He began prodding me about this thing he‘d been hearing about: the Internet. ―Dan. he wanted to get right into it. ―if you are going to sell me something today. But the truth was. but he eventually became successful because he was able to show mutually beneficial value. . It was powerful. I could tell that once you walked through Lee‘s doors. I am going to pass you through to Lee. spoke with his assistant Diane. universities. ―Tell me again how you think you can help me. He asked me to sit down. By the time I got back to Digitaria. When I first met Lee..‖ Lee went on. again without a greeting. it was passionate. ―Dan. instead of letting me set a time to meet again. despite myself. 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. I shook his hand and introduced myself.‖ Lee told me he lived through the Great Depression. I did not want to hear his feedback. half a sandwich in hand. I knew everything Lee said was correct. Lee leaned back.
the (minor) impact of the Affordable Care Act on our business. what do you do to recharge? . Lee taught me about cash flow management. his wife Toni. his daughter Joli. and the good times I spent with him. ―Dan.‖ If You're Learning. another insight. but you gave me the most valuable asset you have: your mind. You'll Never Need to Recharge June 06. Over a course of 5 years. But it was a rather innocuous question that took me by surprise. leadership and the importance of giving back to the community. One day I asked him: ―Lee. I carry him with me everywhere I go. I returned to Lee‘s office as often as I could. the opportunities and challenges that come with taking a suburban brand into urban environments. you have spent so much time with me over the years. 2013 32. I missed that journey.196 In a recent interview I did with the Wall Street Journal. both in my heart and on my business card. the experiment in human nature that we call Panera Cares. All in all. I saw me. The reporter asked. which quotes one of his favorite sayings: ―Keep it simple.‖ I could probably dedicate an entire book to the things I learned from Lee.625 439 98 inShare2. another conversation.After our first meeting. Another lesson. when I met you. he said. You had no idea who I was. it was a pretty in-depth Q&A. as well as my management style. Why?‖ Without a pause. You gave me back that journey. we hit on a wide range of topics: discount programs disguised as loyalty programs. so thank you. and all other people whose lives were changed by Lee and Toni. sales.
their lives still held meaning. The reason.000 Panera associates." they are nourished in soul as well as body. My work is also energizing because I believe I'm doing work that matters. But thankfully. 2013 21. And I inevitably learn something new.Man's Search for Meaning. How humanity works. Learn Good Management From Bees and Golfers June 06. The work itself will renew you. Eighty-hour work weeks and way too many red-eye flights will wear anybody down. something in the future was expected of them. I've never had reason to refresh my spirit and renew my spark. We've given customers an inviting place to gather and feel welcome. I'm engaged in the world around me. is that I view my work as a lifelong learning journey. I get tired. The performances always differ. we're contributing our resources and know-how to the fight against food insecurity in America.362 268 . I never feel the need to recharge because I rarely feel burned out. I can unreservedly declare that I still love what I do. I doubt you'll ever have reason to recharge. so there's no need to refresh." I couldn't agree more. When I learn. And what I always find is a kind of real-time performance art—dynamic interactions between our frontline crews and constantly shifting casts of customers. I think. After three decades in the food industry. frustration. I've never experienced the chronic exhaustion. Of course. wrote that those who endured the death camps believed that "life was still expecting something from them. And what will work in the world. Viktor Frankl.The fact is. with the overriding goal of ensuring that when customers exit our "stage. Hence. I go to work to learn about how the world works." Whether it was a father whose young child was living in a foreign country or a scientist who had books he still needed to write. inertia. But we do touch the lives of 8 million people each week in thousands of cafes across the country. and cynicism that come with a temporary slump or even classic burnout. All of that gets me up before dawn and keeps me going until late in the evening. We don't cure cancer at Panera. where one in six households don't always know where their next meal is coming from. In his seminal book. We've helped entire communities care about the quality of their food. And that helped them endure the Nazi's brutality. If you find meaning in your work and you go to work to learn about life. "The desk is a dangerous place from which to view the world. the results are actionable ideas and a broadened vision. Nor am I immune to the stress that comes with running a public company for 22 years and shouldering responsibility for more than 70. Opportunities for change are revealed. And through our pay-what-you-can cafés and other efforts. a prominent Jewish psychiatrist and Nazi concentration camp survivor. I visit anywhere from 25 to 100 Panera cafes every month. I'm not a scientist. We don't launch shuttles into space. The British author John le Carré once quipped.
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as Barton details in the debut column. or brainstorming sessions where the group decides a matter. letting go of control of important tasks —even when the outcome impacts you directly. the caddie suggests a shot and it goes all wrong. It was likely back in third grade. Be decisive. But it‘s rar e for a golfer to place blame on his caddie or regret delegating such a big decision. never competing. They spend hours doing course research so they can suggest which club to use on each shot. ―In the US. Think strategically. the keys to being an effective manager and leader all tied up in such neat little buzzwords and phrases. It‘s human nature—we want to be responsible for our own professional fates. That‘s largely because the relationship is built on trust and. Even individual hives work together. for instance. But the most effective delegators hand down plumb assignments and support employees while they figure out how to complete them. Too often managers want to hand out only secondary assignments to the people who work for them. another buzzword to decode. one of you did all the work and the other sat back and took credit. The key: Hiring and developing people you can trust. So neat. And it doesn‘t always work out. ahem. 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. Once a crew of trusted employees is assembled. Consider the first time anybody asked you to work on a project with someone else. People are another story. The caddie-golfer relationship is an example of all that goes right with effective delegation. speak to each other using pheromones that communicate when the hive is hungry or needs water or needs to produce more workers. in fact.125 . Ah. 2013 11.Delegate. Build consensus. Yes. Develop others. you can learn a lot from the world of professional golf about delegation. Bees. keeping the best or key tasks as their own. Chances are. they also foster teamwork. assignments that require input from multiple people. Use the 2-question Interview to Assess Soft Skills June 06. writes Barton. are generally loathed. Consider the relationship between golfers and their caddies. effective managers don‘t just delegate.‖ writes Eric Barton in Leader Board. that it can be hard to unpack these concepts and dive into what it actually means to effectively delegate or develop others.‖ Sometimes. ―Real delegation requires something unexpected. agreeing on what land to cover .‖ writes Barton. yes. 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. Turns out. ―Caddies don‘t just carry around a pro-golfer‘s bag. And that‘s understandable.
―must have 8-10 years in advanced state-of-the art optics design. Use The Most Important Interview Question of All Time to assess the traits.‖ 2. As a result. If true. a can-do attitude and strong communications skills. drive and initiative. and coaching and team development. Maybe that‘s why technical managers over-emphasize technical competency and give short shrift to everything else. Covert how the skill or trait will be used on the job as a performance objective. hitting budget and schedule deadlines. 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. but ―soft‖ is too soft for something so important. dealing with changing circumstances. . whether the interviewer possesses either in abundance or not: 1. I‘m okay with non-technical skills or ―foundational skills‖ as one commenter suggested. That‘s a lot of important stuff that is far from soft. 110 38 inShare771 In Part 1 of this post . balancing and prioritizing work. ―Soft skills‖ encompasses more than personality. winding up with too much tech and not enough non-tech. the ability to plan and organize. here‘s the 4-step process I suggest using for assessing both technical and non-technical skills. This is a smokescreen. For example. 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. I‘m not sure if it take exceptional technical skills to assess technical skills in others. This is much better than saying. I suggested that soft skills were misnamed. influencing and collaborating on technical and non-technical issues with all types of people. it means that it also takes exceptional soft skills to assess soft skills in others. First describe the performance objective to the candidate including both the technical and non-technical challenges. to name a few. As described in The Essential Guide for Hiring & Getting Hired. if a senior engineering staff position requires close collaboration with operations and product marketing to meet a tight schedule. the wrong things are measured the wrong way. dependability. including traits like communicating with both techies and non-techies.
what a plan of action would need to include. 2013 54. dealt with setbacks. and know how to develop a workable plan before implementing a solution.‖ These are the people who seemed great during the interview.001 . and then make a superficial assessment of soft skills usually based on presentation. not feelings. but 90 days later you begin to wonder. conducting what-if business analysis. Without this. figuring out the required resources. For example. This same four-step process can be used to assess technical and non-technical skills. for meeting a tough delivery schedule I‘d want to see multiple examples of the candidate meeting some comparable challenging deadlines. made technical compromises. 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. There are a lot of soft skills involved in this. and knowing the impact on the people involved. you‘ll have the needed information to make a proper assessment. 4. Complete the assessment giving equal balance to all of the hard and soft skills. but by focusing on realistic non-technical issues the new hire will likely face on the job.Then ask the candidate to describe some major accomplishment that best compares to this. As part of this I also want to see if the candidate anticipated these problems and planned them out properly.) As part of this assessment it‘s important to use specific evidence to rank all of the technical and non-technical factors. (Here‘s a sample from The Essential Guide for Hiring & Getting Hired. understanding the technical challenges. like being aware of potential pitfalls. emotions or intuition. This is called the Most Significant Accomplishment question (MSA) in Performance-based Hiring jargon. appreciate the implications of different approaches. Unfortunately. The quality of the candidate‘s questions are a key part of the assessment. the interviewer will naturally revert to a personal benchmark for technical competency or box check skills. This is a great way to hire ― 90-day Wonders. and organized the entire effort. The best people have the ability to figure out how to solve realistic job-related problems. The PSQ starts by describing a realistic job-related problem like. the problem for most interviewers is a lack of understanding of how the technical and non-technical skill are actually used on the job. I suggest using a scorecard to collect this information during a formal debriefing session. For the example above. This fact-finding can often take 10-15 minutes. How to Tradeoff Potential for Experience and Why You Should May 30. That‘s why step one – converting the skill into some measurable outcome – is the key for increasing assessment accuracy.473 496 177 inShare4. 3. ―we have to get the XYZ project done in 6 months instead of the 9 as originally planned. affability and personality style. some of the fact-finding would include getting specific examples of how the candidate collaborated with other functions. From a practical standpoint you need to have both to be successful. overcame schedule challenges. Ask the problem-solving question (PSQ) to assess critical non-technical skills. or just reacted to the events as they unfolded.
age. academic and industry filter automatically kicks in. It hasn't been easy. gender) as an option since by definition diversity means the person didn‘t follow the classic career progression . They quickly agree when they‘re hiring or promoting someone whom they‘ve worked with in the past. experience.For 35 years I‘ve been successfully convincing hiring managers that raw experience and skills are far less important than past performance and future potential. when the person is unknown. This is shame for a variety of reasons. However. to name just a few: Some (but not all) Problem with Filtering on Experience eliminates the hiring of diversity candidates (race. the skills. or someone referred by a trusted advisor.
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. The Achiever Pattern indicates that the person is consistently performing in the top 25% of his/her peer group. This is pretty easy to spot if you know how to read between the lines. With the legal excuse put aside. 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. Achievers do much more than just applying to a posting. Find out how they got their last few jobs to see if the person was rehired. or rehired others. labor law firm). David goes on to suggest that performancebased job descriptions can be substituted for skills and experiences. all that‘s left is a method for assessing future potential. For the legal part I‘ll refer you to this white paper and webcast by David Goldstein of Littler Mendelson (the premier U. ―potential and performance‖ gap is actually quite easy. on these pages and in The Essential Guide for Hiring & Getting Hired. and essential for improving the quality of people hired. Achievers tend to carefully select jobs based on some major overriding career goal. more legally sound. and a means to translate past performance from different industries. Even if the person lost their job. find out how they found their next one. Determine if each job change was part of a bigger career plan or a reaction to a problem. Not only are these equally objective. Despite these challenges. nor is there any legal obligation to (or advantage in) posting boring ads. or applied to a job posting. referred. and offer this tidbit of his: Employers are not legally required to post their internal job descriptions when advertising an open position. they're more predictive and they possess the advantage of opening up the door to more high-potential and diverse candidates. Many achievers have been recruited by their former bosses or referred by their previous co-workers. the toughest customers and the most difficult technical problems. I make the claim that bridging the ―experience and skills‖ vs. Here‘s how: Find out if the person was rehired. For each company ask about major projects and accomplishments.S. . Achievers get assigned to handle the most important projects.
regardless of their years of experience. special bonuses. and if the wake is big enough. Stop box checking skills and experience as the first step in your interview process. you need to put great people on the bus if you want to build a great company. Then find out how they learned what was needed to be learned. If this has increased significantly to include expanded functional responsibility. track the growth of the teams the person has been assigned to over the past few years. and see if the work is expanding in scope and challenge. awards won. patents. coaching roles and fellowships. and how they applied this knowledge. This can take a variety of forms like bigger raises. Achievers do more with less. and what the person did differently to get to the top of pack. you can be assured the person is an achiever with strong team skills. Ask about any type of recognition received and how and why. 2013 13. Get comparisons of performance to the person’s peers. determine if it occurred at different companies and with different managers. or a great team. Rather than use affability to assess team skills. During the interview ask the person to describe their biggest accomplishments with the least amount of skills and experience. Achievers receive lots of recognition. Breaking Organizational Walls June 07. Look for this pattern. differences between the top and average. presentations at industry conferences. As Jim Collins said in Good to Great. you can rest assured there‘s an achiever out in front. promotions. They learn new skills quickly. broader crossfunctional involvement. look for the Achiever Pattern instead. Achievers leave lots of evidence in their wakes. Compare the person‘s specific performance to others in the group by asking about rankings. Assigned to important teams and early exposure to executives. You‘ll quickly discover why you want to hire more achievers. Of course. commendations.511 164 61 inShare749 . and more exposure to senior management inside and outside the company. you then need to let them drive. even if they don‘t have a lot of experience. standings. published whitepapers.
if the quality is on track or if there are other issues that need course corrections. more so than management and often more accurately then the formal status processes. . Unfortunately these insights often get diluted or lost as they travel up the chain. The absolute best ideas and thoughts in an organization emerge from those that are on the front lines.In my recent post about career mistakes. Most companies have several different mechanisms to ensure better communication and tighter management for this reason. The front lines know when products are running behind. I shared the importance of connecting across organization levels and removing the barriers of intimidation between executives and the broader teams.
The first few months of using the ESN has been extremely valuable. It‘s an opportunity to strip away the job titles and just have an enlightening conversation that sparks creativity and innovation. Holding office hours may not attract someone who is more shy and doesn‘t want to request a 1:1 meeting. 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 dividends in doing this right are incalculable for any leader regardless of where they sit in an organization. The most important characteristic to doing this right is accessibility. which is why as a manager at Microsoft I instituted office hours once again. roll up my sleeves and think about technology solutions. Being available and connecting with the front lines in a genuine and authentic way is the key to success. read up on the technology. the other a bit newer: Office Hours One of my first jobs at my university was as a teaching assistant (TA) and as most TA‘s do. I was intimidated by the higher-ups or the corner office. I just decided to implement them again at EA as well for the same reason. Turns out. many colleagues agreed with me – those who otherwise wouldn‘t have been able to weigh in on this type of . I always found this time valuable and enriching for myself as well as the students. However. carry out live AMA with the team. have me review their work. conduct polls and most importantly have a real dialog with those in the organization who know the most about a given topic.I have adopted several techniques to create a structure. One is a tactic that‘s been around for decades. It gives me insight into the passions of my colleagues. when I was a junior-level employee. There are two practices that I have adopted that have helped me with stronger bonds with my own teams. I love when people come to me with projects that don‘t have to do with our dayto-day responsibilities. I held office hours where students could come in and ask questions about recent lectures. I found them to be extremely valuable to build relationships across the team regardless of level. In my experience. It gives me a chance to step away from my regular role. process and environment where there is far more organic and native connection between teams and management layers. I often post pictures from meetings I go too. I did my homework. I recently adopted an enterprise social network to create a real-time. or just talk through an idea they had that may not have much at all to do with the course curriculum. Social Networks Taking a page from the success social media for personal use. I wrote about this in an earlier post on Millennials. Recently I was confronted with a decision to approve the use of a new technology for one of our most high profile games. organic connection in my organization. I had my reservations that the technology would reap rewards for our dev teams. went deep into the design and still had doubts – so I posted the question on our ESN and asked the broader team to share their opinions and experiences with the software (whether they were connected to the project or not).
I'm here to debunk this and to share a few tips I've learned along the way to help maintain an energetic. 2013 8. Hope this helps. I rejected the proposal because of this additional value and insight I got from asking for feedback. In the end. That my energy is contagious . Breaking organizational walls in a company. healthy lifestyle while being a founder. They almost don't believe it.537 115 35 inShare658 I am approached a lot by curious people who wonder how I'm always able to stay "energetic". People think I'm always on the go and that I never sleep.that I'm constantly smiling. 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.decision. 5 Tips on Staying Energetic as a Founder June 09. .
the notable stories . there's no such thing. It's all of your senses. if you're doing this you're probably doing something wrong. and realize that news focuses on the lightning strikes . and question the status quo.you can push yourself . Remember that you are living your own life . Optimizing time means knowing which hours you'll get more done in 60 minutes than some get done in an entire day.spending too much time reading about other people's lives is only wasting time you could be spending living your own. I believe that everyone has a peak number of hours that they can truly be productive . to phone calls. decks. You're constantly thinking about your company and what you've potentially missed. Quite honestly. Find a setup where you know when you're the most inspired and productive. Stop Reading the News so Much The worst thing to happen since the dawn of the internet is this insatiable need to want to check everything all the damn time. It just doesn't happen. to meetings. product. e-mail. If it's not at 9am. Sometimes it's encouraging and inspiring. disconnect and find your own tempo.then following hours are just diminishing marginal returns in work results. Whether this is travel (it is for me). You'll know your peak .and concentrates them into a firehose. Find Your Source of Wonder This is directly tied to everything above.but the perception that this is consistently so is just wrong. new ideas. It's . some days you may need to . or reading. But when it becomes FOMO (find out what this stands for if you don't know). to absorb energy. 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. I love doing this. Your tempo involves not taking a "break". You need a break. Finding your own tempo means knowing when to spend time with others. Stop hanging out with people that make you want to fall asleep. I need to be around people who are just as happy as me to feel like there are others just as excited about life.you can feel it. and about your next moves. As a founder.find something that you can just tilt your head and go "woah". It's possible and it's the secret that most people don't share. and more.Find Your Own Tempo Not everyone needs to work 20 hours every day. and when it becomes less encouraging and more discouraging. Leave your most inspired hours to brainstorm. Then you start checking your phone. Yes. But you can certainly distract yourself with a good dose of wonder. or listening to a good symphony . or going on "vacation". Then you start browsing Facebook. You'll never be able to turn it off. There will be time devoted to your team. mind map. Make your own path. don't force yourself.
It gives you a natural high. Don't let that happen too often. If that's happening too much. That's why I like him. He said he hated it. 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. Smile . This TED talk talks about the power of smiling and something that I've always abided to without even knowing about this talk. You won't regret it. 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. I feel like it eats at you. Smile My friend Omer Perchik from Any. Of course there are inappropriate moments not to yell like a sailor. life is pretty good when you think about it. but it's important to let loose once in a while in a situation that doesn't necessarily involve alcohol and karaoke. you need to figure out why. Smile big. if people around you see that you're happy.the curiosity that triggers a part of your brain that you haven't triggered for a while. We talked about his life and I remember him mentioning that he recently got a candy bar cell phone.DO posted this video of a TED talk on smiling recently. He didn't even know he needed to do that until he got it. they are bound to be happy.there's a lot of research that tries to prove it. When we get older we are always reminded that we need to act "adult". At the end of the day.try it. at the end of the day. but who cares about the research. I always will remember the whooshing feeling you get stepping out of a train station or an airport to a completely foreign place. . by the way). and drinking coffee like water. It hit me that as our lives appear to get better. One thing that struck me when visiting countries like Vietnam and Cambodia when I went on exchange in Southeast Asia back when I was in University was just how happy everyone was. I asked him if he liked it. because now that he had it his girlfriend expected him to text her all the time. occasionally making a funny. be spontaneous. Maybe you're hanging out with the wrong people. Anytime you feel like you're being thrown into a situation you don't want to do. Because. Get them wondering why you're so happy. The funny thing is sometimes the most childish adults are called "eccentric". it sometimes makes us unhappier. and do what you want to do. A smile is the best way to disarm a grumpy person. He's a smiley guy. Smiling makes you happy . It's a magical thing and I will continue to seek it out like a drug. Follow your gut. Try Being You and Stop Second Guessing Yourself My version of this is talking loudly.
2013 4.672 58 21 inShare256 . Be active and drink life up. Remember to give yourself something to look forward to. Hitchhiking to School and Other Lessons in Connecting June 08.There are many more ways to harness the energy within you. you should look forward to every day. If you've done it right.
which is 35 miles southwest of London. I had an hour's wait for the next one. I had a one-hour-plus. two-bus trip. I was not happy at all about the move. Instead of a five minute walk.In the summer of 1973. 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. One reason I hated it was that I had one year remaining at Godalming Grammar before heading to university. where I caught my connecting bus. my family moved from the quintessentially English town of Godalming. to the village of East Horsley some 12 miles away. So I decided to turn things around and . It rarely worked. So I started hitchhiking to school.
trust. saying they weren‘t going that far. The cha uffeur had just dropped his Worshipfullness off at a function and was heading back to the town hall and decided he‘d pick me up for the ride back. to see if there were any warning signs before I jumped in and to try and find common ground. ―Where are you going?‖ I learned to say. I got a lift in the Mayor of Guildford‘s limousine. I stood still and faced the traffic and gently pulled my outstretched thumb back and forth in a motion similar to casting for a fish. ―I don‘t normally get picked up by women!‖ Naturally. I often got picked up by women. of course. as well.‖ And my usual response was. The first question was always. you‘ve then got to connect with people. that they.‖ Once you‘ve got in position. I had never had so much leg room in my life. ―I don‘t usually pick up hitchhikers. if possible) as they came into view. So what did I learn from that year of hitching and the subsequent three years of thumbing a lift back home from Cardiff. I could explain my full plans while riding along. if only about the weather. were simpler times when car ownership was much lower in the UK than it is today. It was simply an acceptable way for young people to get around. In those fleeting moments. Or as Woody Allen said. 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. I also learned to quickly read a person. a driver would go out of their way to take me to school. After they asked me where I was going. There were few horror stories of hitchhikers being attacked by those that picked them up or vice versa. But the key thing I learned was to make eye contact with each and every driver (and passenger. it is all about positioning. The 70‘s. On one of my last days of school.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. And these were more innocent days. when they were younger. As the dress code at my school required a jacket and tie. I tried to make a connection while stopping short of pleading or appearing desperate. You‘ve got to get yourself in a place where you will be noticed. many drivers would simply take off. where I went to university? That in life and in business and the non-profit sector. ―80% of success is just showing up. got a job and could afford a car. I often heard from those that picked me up. More than once. too. to help make a connection. the next thing they almost always said was. If I asked for my final destination. sincerity and a willingness to listen. I often got a ride within a few minutes of turning up. whether it be charm. your voice. I looked the part of an upstanding young man heading off into the world with purpose and direction. your body language to convey warmth. had once hitched. At least if I could get in. Use your eyes. Use whatever is in your personal arsenal. . They felt an almost karmic need to pick up hitchhikers now that they had grown. It worked. humor or good stories. ―Guildford‖ as most traffic was headed that way.
2013 26. It’s been adapted a bit for length. So stop. make eye contact and figure out a way you can help this person who has. . I was trained to play a very specific role as a designer of the products we surround ourselves with. And as you progress on your career path. If you‘re in the early stages of your career. In spite of the drumbeat of news stories to the contrary. keep an eye out for others who may need a lift or a kind word or some form of encouragement.682 300 51 inShare1. but my advice to you is the same: start designing your life. And make sure to thank them for whatever help or assistance they may offer. Ask them for their contact details so you can keep in touch.Trust in the kindness of strangers. you will need help from a variety of sources including complete strangers. Class of 2013: Start Designing Your Life May 21.700 Here’s the commencement speech I gave at UC Berkeley's Graduate School of Informationin 2010. serendipitously. I am a designer and I was trained at an educational institution very different from this. It‘s amazing how even the smallest of gestures can have a profound impact on a young person‘s life. most people are good and want to help. showed up in your life and who may be in need of a ride home.
Here are few things you might think about: Don’t ask what. Open your eyes. I am sure there are many of us here whose partners regularly accuse us of that! The more familiar we are with a situation the more we . But I was fortunate.I was taught to use my skills to create products that are more attractive. And while it may be possible to approach the design of a car or a house that way. 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. it certainly isn‘t appropriate when designing one‘s life. if solved. Perhaps there is something you can do to prepare for it. We spend most of our lives not noticing the important things. We have a habit of accepting the challenges that get put in front of us—the latest school assignment. and more desirable—and I spent the first several years of my career doing exactly that. I think that mindfulness is at the heart of design. They ask. The only problem was that most of those products were obsolete within a few months or years and most are now occupying landfill. We hide it under a metaphorical black cloth and ―ta-da!‖ we pull off the cloth and expect the audience to swoon in wonder. There is not much you can do to change that. might have greater impact on the world. We then expect our clients to go and perfectly execute our vision. easier to use. interesting. Designers have a habit of being awkward on this subject. 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. So invest plenty of time in getting to the right question before you invest your creative energies in finding solutions. and perhaps more meaningful. 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. I discovered that I could apply those same design skills to many kinds of problems. the next business project. My friend Dan Pink talks about this problem in his book The Adventures of Johnny Bunko. Ask why. But I think the principles of design thinking might help you create a life that is more rewarding. Problems that. and that‘s why I think it is possible to design a life. Designers sometimes do that. creative. I am not going to paint some beautiful detailed picture of a perfect life that you might wish for. We create a perfect picture of a possible future.
This will be invaluable not just in the prosaic drumbeat of performance reviews and job interviews. Something exists at the end of the process that did not exist before. Demand options. parents. It is easier to feel proud of your contribution when you have a record of it. Assembled as a portfolio. He used them as the starting point for his own thinking. Great ideas evolve. They show what else is going on. or perhaps kids. Don‘t worry if you think you can‘t draw. . Do it anyway. Make it visual. Preserve those pictures and sketches you use to inspire and create. Being visual allows us to look at a problem differently than if we rely only on words or numbers. Build on the ideas of others. Leonardo da Vinci‘s sketch books are full not just of his own ideas but those of other inventors and engineers. They show the whole idea. multiple solutions that can compete with each other. what it is you really do.take it for granted and in the process miss the opportunity for insight and inspiration. whatever it is that shows how you think. Great design thinkers observe the ordinary and in that ordinariness find great insight. so it is far too easy to accept the first solutions you come up with. 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. Design thinkers seek out options. Don‘t stop until you have explored at least three ideas you would be excited by. 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. Keep videos. Just as it is too easy to accept the questions that get put in front of you. never mind enjoyment. If you chose to apply design thinking to your activities as you go forward then remember to document the process as it unfolds. Record your observations and ideas visually. even if it is just a rough sketch or a photo on your phone. They do not spring fully formed from the minds of geniuses. Picasso was famous for happily using the work of his fellow painters as genesis for his own masterpieces. Pictures put things in context. 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. Just remember to give them credit where it is due. Good design thinkers observe. but in your own reflection on your life or when you try to explain to your friends. Balance your portfolio. Drawing forces you to make decisions about what you want to happen. prototypes. Design is a Darwinian process and diversity always creates the strongest ideas. I wish you the best of fortune as you leave here and embark on the task of designing your lives. One of the most satisfying things about design is that the results are tangible. this material will document a process of growth and record the impact of many minds.
2013 122.3 Ways to Avoid Decision Quicksand April 29. Have you ever agonized over which restaurant entrée to order? Which shade of white to paint the kitchen? Which flight to purchase? .079 407 195 inShare2. Here are 3 ways to avoid this painful phenomenon.045 We often get sucked into trivial decisions.
it also makes people unhappy and less satisfied with choice.. If something like this has happened to you. Decide how much time you want to spend in advance. Each option has positives and negatives. Often there are many options to sift through. You‘re trapped and you can‘t seem to find a way out.. and ready to knock it out. So we devote more energy to the decision. and sink deeper into the quicksand. The Italian place has great food. We start spending more and more effort and the decision comes to seem more and more important. We don‘t expect the same difficulty. But then you begin comparing options. The reason it happens is less about you and more about the situation. you have to choose whichever option you were looking at last. It doesn‘t mean you are bad at decision making. You‘re struggling and struggling but the harder you work the more you get sucked in. or conflicting tradeoffs on different dimensions. We expect important decisions. 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. Suddenly a choice that seemed relatively unimportant starts to feel more weighty and consequential. If the decision is this difficult it MUST be worth my time and effort. for less important decisions. weighing the benefits of each. however. Soon you‘re starting to get frustrated. Like a walk in the park. 1. period. you‘re not alone. Pre-Commit. You think you‘ll quickly pick something and move on. I‘m going to pick a flight in 10 minutes.If so. they‘re important. You‘re relaxed. And set a timer. collect more information. So you go back-and-forth. You compare each dimension one by one. You‘ve been caught in something my colleague and I call ―Decision Quicksand. Decision quicksand happens to everyone. We‘ve spent an hour on a trivial decision and we can‘t figure out a way to escape. don‘t worry. careful deliberation and weighing of alternatives. and deserve. Which entrée to choose? Which flight to pick? That should be easy! Just pick and go. Both seem good in some ways and bad in others. But unimportant decisions frequently end up being more difficult than we expect. sure. Five minutes at the most. You‘re choosing a vacation destination or a restaurant to go for dinner. Once it goes off. It starts simply enough. Want to avoid the quicksand? Here are 3 simple ways out.‖ Not only does it lead to wasted time. to be difficult. They require. . like whether to switch jobs or buy a house. After all. 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. And this unexpected difficulty leads us to think that the decision must be more important than we originally thought. but you had to wait a while last time to be seated. happy. It‘s a decision.and your stomach is starting to grumble. but a pretty trivial one.
any of the options would make you quite satisfied. They were impossible to predict and questionable in terms of effect. We had to grow our own. John Stauffer. now leading global accounts for us. The Dangers of Growing Experts From Within June 10. 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.331 47 19 inShare200 We started Social@Ogilvy eight years ago. positive word of mouth.2. ‗Good‘ drove sustainable. We created a planning framework to create predictably great programs. 3. Satisfice. technically we first created some pretty important intellectual property (IP). 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. That‘s what we were doing. marketers had a fascination in a phenomena known as ‗viral videos. Either option is great. We believed there was ―good‖ social media and ―bad‖ social media practices. But few choices are that important. worse. At that time.‘ They represented every thing wild and wonderful about social media. 2013 8. most often. So stop deliberating and move on with your life. No significant competitors to steal talent from. There were no university programs churning out bright young things. Training Global Teams . Flip a coin. No industry associations holding quality training seminars. Our discipline hadn‘t been invented yet. authentic and. But in many cases. Then Training Early on we developed a training program. You‘d have a wonderful time in either Disney World or Hawaii. and others. That planning framework has evolved over the years thanks to efforts by our ―grown‖ experts – leaders like Kaitlyn Wilkins. There was one big problem – hiring experts. now heading up social globally for Burberry. ‗Bad‘ was either snake oil or. Take A Break. unethical. Only problem was they were a bit of a chimera. Decision quicksand leads us to be so narrowly focused on a choice that we think the world revolves around that decision. trying to find the best possible option. IP First. People often maximize. Well.
Nestlé. 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. The same experts. We designed and delivered immersive training workshops around the world like the recent "Community Director" training in Madrid where teams collaborated.Next came training. myself included. competed and presented. . who designed and delivered social media programs for our clients designed and delivered the training. IBM and other major brands. Having the training function integrated and supported by the rank and file has kept it alive and vibrant for these eight years. That was key for two big reasons: Our teachers had credibility.
We hired a learning and development expert. Hastie Afkhami. who has seriously professionalized our program.The Danger Our training mission has become more sophisticated. She understands change management and that mindset has helped us immeasurably. She launched Social@Ogilvy .
and Chris Yeh's article in HBR on Tours of Duty. Ben Casnocha. Many will stay. A Learning Culture is Magnetic At the end of the day.0. We need to take extra care to recognize them and align compensation and growth plans. that‘s all good. Certainly some of our bright stars will move on to another adventure. By training. hungry to learn more and thrilled to be called on to train the next generation. Our general training workshops have evolved into deep-dive workshops in critical specialties like community management 3. Sounds good. our e-learning platform. 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. training our experts from within is worth it. social planning. and more. we are essentially accelerating their development. 2013 14. right? The danger is that we become the university for the industry.Accelerator. In the karmic world of business. to scale the training across our worldwide teams.030 82 24 inShare592 . the Principles of Social Design. How the Matrix Changes Leadership Focus June 03. This aligns well with Reid Hoffman.
It‘s funny that one of the defining. Multiple reporting lines are a de facto standard in companies as are leaders with influence but no hard authority. Both the matrix and The Matrix have a .No. dystopian science fiction movies of the past 20 years. is the name of the organizational structure of so many corporations today. this isn‘t about an alternate reality created by computers where enlightened heroes punch their way through. 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. We just developed the next generation Social Planning Framework & Toolbox. The toolbox is full of nine utilities. But I have many other projects in the works at the same time. The Matrix Demands Diversity In the matrix. why so many? . I don‘t know about you but that just isn‘t my reality. Each is smart and address a business need. and so on. And I am tired of feeling bad about it.dark side. I could have gone ―chips-in‖ on this project and maybe one other. I often identify one of my leadership faults as having ―eyes bigg er than my stomach. Business Demands Focus There is something about the matrix that changes how leaders must apply focus to an organization. Focus is a big deal to me. I had about five big contributors and many supporting team members working on it beside myself. It‘s all about partnerships. And I could certainly go on with the metaphor of elusive realities. Often at the same time. This project by itself will have big impact on how our teams in 35 markets do great work for our brands. Social Paths applies insights to discover the best opportunities to use social media along the customer journey. I like to rally teams to explore different directions.‖ I like to try lots of things. The military hierarchies of the sixties are few and far between. It was a big project. exploitation of people as ―batteries‖ energizing the machine and so forth. This is the planning model we use for integrated social media marketing and communications programs. But matrix structure and leading through influence and relationships are facts of life. I have to build project teams where I and a colleague (or more) share responsibility and the resources to make something happen. So. 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.
The first answer is that we have a big aspiration. Worldwide Chairman and CEO Miles Young established these and has consistently communicated around them. we remain focused. 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. 2013 7. My team lies embedded in the matrix. The projects that fit within this structure run the gamut of big. transformational ideas to tactical ―must-do‘s‖. How do you balance the needs for narrow focus and the mechanics of the matrix? Is leadership focus more art or more science? The Power and Myth of Company Culture May 28. I cannot know what will completely work or be useful to enough markets. I need to romance managers to allow their people to commit time to work on our projects. Innovation and improvement can come from anywhere these days. Rather than squelch that drive (as if I could). They are all important. In a matrixed world. The real answers lie here: We are innovating and operationalizing our use of social media practices for business at the same time. The actual team members are always willing to contribute to the IP of our discipline. Lastly. Like Tom Sawyer who attracts children to help whitewash a fence. it can provide a sense of belonging through shared values and an intangible. Most leaders could say the same thing. we share a priority we call the ―twin peaks:‖ pervasive creativity and effectiveness. Across Ogilvy & Mather. 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 know that‘s a cop-out. We choose a more ‗agile‘ approach of designing prototypes and get them out into people‘s hands.771 44 7 inShare623 Company culture can be a huge motivator for people. On the innovation side. That means I need enough projects brewing to count on enough winners. I embrace those initiatives. . This is how I harness the matrix. Leadership Alignment Makes All the Difference With all of our projects. This is usually a big concept that can significantly accelerate our business. we have a single annual priority. It is easily communicated and can be shared by anyone inside our team. There are pockets of entrepreneurial drive across our network where teams take it upon themselves to build a better mousetrap. It determines where we place resources and influences which projects we pursue. Matching people to projects and their general availability means I am better off with a collection of projects underway. I embrace it and make these projects part of the plan. emotional belief that we are on a shared journey. At it‘s best. In my own group.
This was the home of David Ogilvy.) Productive behaviors For me. It is grander than you can imagine yet homier than you would ever expect. Spending time with Herta Ogilvy was the highlight. Retention of talent Strong culture helps retain talent. It is not lip service nor generic motivational posters (eagles soaring). I am like everyone inside a big company.‘ The Eternal Pursuit of Unhappiness is a chapbook that has floated around for years. France.com. Herta Ogilvy‘s home outside Poitiers. I love the people at Ogilvy. When we move across the world to collaborate on projects. South Africa and soon.Getting people aligned around values and culture feels better. Mention that I sent you. I was lucky enough to visit recently for our global Digital Council meeting. Have You Been To Touffou? One ritual (or is it a rite of passage?) at Ogilvy is participating in a meeting at Touffou. We have created derivative works to help interpret these values and make it easier for us all to ‗walk -the-walk. Herta has created a marvelous experience from the exquisi te food to the rooms tucked away in turrets and wings. sixteen hours of the day. Part of it is to find the others who have visited to share stories and amazement (―Could you believe the dungeon underneath the chapel?‖). Brazil. We share values. It certainly helps me enjoy work more and I work pretty hard. That means higher productivity. We are a founder-based company where much of our character can be traced to David Ogilvy and the early experiences at the company. I feel privileged to have been there and will likely talk about it for the very reasons mentioned above. we know how to talk and behave with each other. And it helps us work together. I have days where the silly bureaucratic needs wear me down. I find our culture palpable and anchored in behaviors. India. a few of those hours are a modest dinner with local colleagues in that city. If anything. Ogilvy & Mather has a very tangible culture. That makes it easier to stay at it fifteen. I know that I share more than a business card with my colleagues there. Indonesia. Or where a single sharp personality makes me wonder if it is . manipulative. After all. language and ritual. We find the fun in the work earlier. 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. Part of it is status-seeking (―I was chosen to go to the meeting in Touffou…‖). (Note: You can hold your own meeting there. It captures a shared belief that we must always be trying and learning to make things better. When I travel to offices in Paris. Check out the Website here and send an email to Douglas at info@touffou. Part of our culture is that there is no UScentricity. we see China. Those that have been find ways to share about it. I find it well-intentioned vs. It will be a terrific experience. She embodies our culture in many ways. We get down to business faster. She is so much more than David Ogilvy‘s widow. Part of it is to simply share a sense of our shared culture. Not everyone goes.
Worldwide Chairman and CEO at Ogilvy & Mather. I expect the culture at Facebook will be strong. We cultivate communities of ―alumni‖ – people who have moved on. I am certain that Facebook‘s culture will strengthen over time. I witnessed Alan Mulally. 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. often to the very brands we support. The culture. They start as mo st start-ups do. They did not invent social-by-design. with a borrowed culture. is the author of some of the most useful corporate thinking on the value of corporate character – those shared beliefs that bind us together. They did not invent concierge services to improve the work life of their hard workers. distinctive and one of the reasons people want to work there. stories of hackathons and ―Fail Faster‖ posters (I actually love that Facebook has a print department cranking out graphic design ―artifacts‖). carries that torch for Ogilvy supported by many who believe in our culture. Certainly the culture is at the top of the list. We tell each other that we are ―Ogilvy Red‖. Culture has been cultivated over the long haul. support a ―One Ford‖ initiative that held the company together during hard times and anchored their culture in shared missions. they are quickly making them their own. define the company. Miles Young. a term likely sparked by how we speak about college affiliations. Most have only been around a few years. . That is why executive leadership support of behaviors and initiatives that can strengthen culture are so important. Senior Vice President.worth it. CEO of the Ford Motor Company. Jon Iwata. They did not invent hackathons. Leaders need to protect those initiatives from the natural impulse of management to sacrifice everything to the ―numbers‖ or to the business metrics. the people and the wonderfully creative work I get to do most days help me endure. I see an authenticity in what they do and how their employees talk about themselves. The myth Can culture be manufactured or engineered over a short period of time? That‘s the myth. We talk about ―boomerangs‖ – people who have left Ogilvy and returned. Still. They did not invent agile work processes. I believe culture can be cultivated and grown. but timescales are long. I am not sure its accurate to call Facebook a start-up anymore. These are all Silicon Valley staples. Marketing and Communications at IBM. What about start-ups? We talk about the culture of Silicon Valley start-ups all of the time. Still. With leaders like Sheryl Sandberg and Mark Zuckerburg. People stay at or return to Ogilvy for many good reasons.
so can I‖ attitude. there are more instances we look for ourselves subconsciously. 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. It doesn‘t stop there though.155 30 4 inShare107 Why do we inevitably support the underdogs in a sporting event.Where Do You See Yourself? June 19. the lucky few to be in the spot competing where they are now. Joe Public. the weekend warrior. The big stars of the game are far removed from our reality and we can‘t compete at their leve l. . 2013 2. And because we see ourselves it makes it real and achievable to us with our ―if they can do it.
but somewhere in our subconscious. it registers. the way we are wired maybe. you wanted to be the person he was singing to and so you saw yourself. and because we see ourselves we go ahead and employ. he had employed 20 people that were all like him! Can you imagine how their business was running internally. Everything You Think About Business Leadership Is Changing June 19. call it human nature. Call it an interest. There is something inside us. Am I right? Dale Carnegie encourages us to talk about the other persons interests. call it hog wash. He made you feel like he was singing directly to you. 2013 14. even though we know nothing about them simply because they encouraged us to talk about ourselves. Who do you look for first? You. but its there. We are not being selfish when we do this. Take a group photograph with you included in it. James Blunt sang ―You‘re Beautiful‖ which sent many women swooning (me included!).896 184 61 inShare1. to get them talking about themselves rather than us talking about ourselves. that makes us think about ourselves but not selfishly so.004 . 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. I don‘t know I can‘ t explain it. its really hard not to seek yourself out first. and you only. 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.Take the true story about a CEO whose company had some pretty tough staffing issues. If we spent 10 minutes talking to a stranger having answered only questions about ourselves. we think the person we have been talking to is interesting. Try it if you don‘t believe me.
‖ operating through ―command and control. Negative customer reaction was swift and dramatic.‖ ―gaining share. And this has been in part because having many customers also meant having better insights into their behavior. It is clear that the bank did not fully engage with its customers on what they valued. sports and gambling analogies abound. regardless.‖ ―beating the competition. expecting competitors to fall in line. Technology and social media today are enabling almost anyone to tap into what consumers want… by simply asking. . 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. or how they would react to the shift.) And even if large companies didn‘t always really ―listen to their customers. who didn't have similar resources.) But this is changing. In this world. And these same resources are also allowing customers to ―talk back‖ to companies. and the bank reversed course. in a way it couldn‘t have been a decade ago. The one that traditionally comes to mind is that of a Jack-Welchian type ―taking the hill. their sheer might and resources could often shape their industry in a certain direction. (―Any color as long as it‘s black‖ worked back in the day.‖ ―cutting losses. Picture a business leader. the bank instead bet that its might as an industry leader would serve as a forcing mechanism.Quick. and in some cases to mobilize their reaction to company actions. a significant competitive advantage. size matters.‖ War. (I recognized that the weekly client surveys we conducted at Merrill Lynch gave us a HUGE advantage over our wealth management competitors.‖ as they‘ve said they did.
what wasn‘t working. While this approach may not lead to Steve-Jobs-type innovation. He shared that he was very proud of all the products that Apple hadn‘t built. The first step in good time management is picking your priorities and sticking to them. and allowed them to make those products great. Managing Your Most Precious Resource: Time June 19. collaboration and co ordination. but the one resource you can never create more of is time. what was working. yes. this does make me more optimistic about the progress of women in business and the value we place on their leadership qualities.964 81 11 inShare363 As a leader. the prototypical leader of the future will shift from the steely-eyed command-and-control type to one who is more open to feedback…. There are often creative ways to find more people and dollars. the most successful CEOs of their future will view customers not in a paternalistic way (at best) or as sales targets. Thus. there are typically three sets of resources in your toolbox: time. people and dollars. 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. and you quickly realize how vital it is for leaders to be deliberate about how they spend their time. 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. I gained a first-hand preview of this when I led Smith Barney and Merrill Lynch. because those decisions made it possible to focus on the ones they did build. Combine the scarcity and importance of this resource.Thus. By taking several months to engage them instead in a discussion of what they observed from clients. and had their buy-in on strategic moves. where we were spinning our wheels – and what our business strategy should be – we saved an enormous amount of time and resources. it can certainly help companies of all sizes understand what consumers value. Steve Jobs was once asked what his favorite product was. 2013 2. The same is true for all of us. And.one who specializes in communication. . but instead as partners… whose buyin to a course of action will be the key component of their success. How you spend your time also sends a strong signal to your team about what you view as important. 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.
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. I am off a bit.046 75 27 inShare286 . 2013 6. The hard part is sticking to it. The key to successful time management is proactive planning. and the last ten percent is invested in personal growth and development. One size does not fit all. Allocating your time can be the biggest challenge or opportunity for any leader. meeting with my personal coach and other select mentors. so I encourage you to find the mix that works best for you. I encourage all leaders to carefully examine how they invest their time. seminars and board rooms. thirty percent is invested in building our organization‘s capability and leadership bench through 1:1‘s. For myself. proactive time allocations to maximize this most precious of resources. Don't Screw Up Your Mission Statement! June 19.Define a “100 Point” Plan Time will slip away from you if you are not clear and diligent in your planning. The trick is to be brutally honest with yourself. and this tracking allows me to adjust course and steer closer to the goals I have set. skip levels and teaching at leadership development seminars. twenty percent is invested outside the company learning from others by engaging with fellow leaders in roundtable discussions. and then make clear. The key is making a ―100 point‖ plan so that you are the master of your own time. Hold Yourself Accountable Making the plan is the easy part. For myself. Often times. 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.
At jetBlue. The key line declared that our airline would become ―the premier value-based carrier in the Americas. . I‘ve seen lots of businesses claim that they're changing the world. meaningful mission statement came out sounding like our auditors drafted it. What they don‘t realize is that these attempts at being aspirational and inspirational often come off as interchangeable and irrelevant. more than a few have had mission statements are long and flowery. thanks to their forward-thinking products and unimpeachable integrity. When jetBlue was founded in 1999.. expensive buses in the sky. crewmember or shareholder would know what ―premier value-based carrier‖ meant. full of buzzwords and the language of lofty virtue. We had wanted to change that.‖ The what? Yes.it didn‘t take us long to realize that not a single customer.. airplanes had come to feel like crowded.‖ In the forty years that I‘ve served on different corporate boards. we wanted to ―bring humanity back to air travel. one of our early attempts to craft a pithy. More than just making flying more affordable. David Neeleman. So we went back to the drawing board. we wanted to transform it into an enjoyable and inclusive experience – in the words of our founder.
and trial and error. This is the art of saying what you mean. or a product – that anyone can understand. I probably haven‘t figured it out yet. Once you‘ve done that. but I would give my life for the simplicity the other side of complexity. rather than loyalty and appreciation. 2013 674 10 1 inShare72 . you know it‘s rooted in the hard and often frustrating work of deep thinking. it‘s time to mean what you say. If you‘ve ever achieved this kind of simplicity. false starts. How inspired are you when you hear something like.‖ Holmes‘ far-side simplicity is the kind that captures complex ideas in a sentence – or an image. both to your team and to your customers. ―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.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.‖ I‘m constantly reminding myself that if I haven‘t figured out a simple way to explain something to other people. The trick is to boil something down into a set of goals – or plans for execution – a vision so clear than everyone can start working on it right away. But the simple ideas that emerge from that kind of process can be the most powerful and inspiring. ―we aspire to be the premier provider of tasty take-out food while maintaining uncompromising principles. Mission statements written in business-speak or soaring rhetoric tend to invite eye-rolling and suspicion. 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.
fellowships and write more whitepapers. I had been thinking about this for a while. awards. They also receive more honors. I put this concept into the graphical form shown. but a pattern emerged on that drive home as I pondered the differences between the best and the rest of my first 100 placements. 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. The big idea is that past performance – the DOING – is a better predictor of job success than skills – the HAVING. Since I was working with their managers and many started hiring other people from me. I hit upon an epiphany: It‘s what you DO with what you HAVE that counts. They were assessed largely on their past performance. not their skills. They were successful in their new roles. speak at more events or have more patents. I knew they were being promoted or given expanded roles very quickly. and after about 100 mid-level manager placements. not what you HAVE.Many years ago while stuck in LA traffic. so this is the group whose names rolled by along with the LA traffic. People with the Achiever Pattern get assigned bigger jobs quickly and get promoted more rapidly than their peers. . 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. Later.
consider people who have been promoted. interviewers would naturally use their personal and unvalidated interviewing techniques. but flawed. Here‘s a link for those who want the complete version. Divide and conquer: it‘s impossible to make a complete and accurate assessment about an unknown person in a 30-60 minute interview. (Note: it has been validated both academically and legally. Listen to the judge: the idea for this was to delay any yes or no decision until all of the evidence was heard. 3. Equally important.Less obvious. even this wasn‘t enough. 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. returning military vets. We eventually found these to work the best: 1. . Techies still overvalued tech skills. valuable data was gathered that could later be shared. The second question involves a formal discussion around real job-related problems the person is likely to face on the job. most interviewers reverted to their natural. We refered to these as performance profiles or performance-based job descriptions. I arrived home. This is The Most Important Interview Question of All Time. executives still overvalued their intuition. we required the hiring manager to define real job needs as a series of realistic performance objectives. Use a measuring stick: without some sort of reference point to assess candidates against. not the list of skills and experience listed in the job description. but potentially more important. especially using flawed techniques. The first question involves digging into a candidate‘s major accomplishment s and comparing these to the true performance requirements of the job. Unfortunately.) The process starts by looking for the Achiever Pattern as part of the work-history review. Despite the improved predictability of the Performance based Interview. This begs the question: why do we naturally over-emphasize skills and experience for the unknown person. and anyone who wants to make a career move into a new industry without having to make a giant leap backwards to get ahead. and just about everyone overvalued first impressions. This alone minimized the seductive impact of first impressions. was that this bias to measure performance occurred naturally when the person was known or highly referred to the interviewer. even more powerful countermeasures were needed. like handling a difficult business challenge or overcoming a technical roadblock. exhausted. By narrowing the focus of each interviewer to specific areas critical to on-the-job success. To address this. 2. high potential people who are light on experience. aka the Most Significant Accomplishment Question (MSA). their subsequent performance is highly predictable. As a minimum. It was at this point. This question uncovers thinking ability and potential. but obsessed with the idea of how to eliminate the ―known‖ requirement as a precondition for shifting the emphasis to past performance. This was enough time for the interviewer to look for the Achiever Pattern and ask one MSA question. we suggested 30 minutes. As a result of these vagaries of human nature. approach when interviewing candidates not personally known or referred to them. A number of years later the twoquestion Performance-based Interview emerged. A promotion is designed to give the person a chance to develop skills and experience he or she doesn‘t already possess.
use the job post as a lead to find someone in your network connected to the hiring manager. Find 1-5 people people who can vouch for your ability. and getting connected to influencers is hard work.) Networking is as much art as science. 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. (Here‘s a sample of the Quality of Hire Talent Scorecard we used for this. don‘t hit the ―apply now‖ button. Networking Rules! . a friend and frequent co-speaker at many recruiting events) indicates that the probability of getting interviewed by applying to a job posting is less than 1%.. With this in mind. Instead.) By discounting rankings based on feelings or superficial data. Not knowing the job. Equally important. (LinkedIn shows you the closest connections. all of the interviewers were required to share their evidence in a formal debriefing. using flawed interviewing techniques. I called it Performance-based Hiring. Enforce “listen to the judge” or call a mistrial.. John Sullivan (FYI. Instead. and relying on the collective biases of the interviewing team to cancel each other out. Perhaps HR and recruiting leaders should spend more time in LA traffic... . To minimize the impact of biases and emotions. don‘t hit the ―apply now‖ button. here‘s a step-by-step process for building a robust network. when you find a job of interest. does not seem like a great way to bring on new talent. when you find a job of interest. 2013) Networking Rules! Step-by-Step Phase 1: From the Known to the Unknown 1. Then connect with these people on LinkedIn and request a personal meeting.4. performance-based information became the primary basis of the assessment. The process worked. but it doesn‘t need to be haphazard. Research by Dr. . (Sign-up for a "how to" and Q&A networking webcast on June 25.
2. Have them highlight what stands out. Nurture the network. active participant and leader in organizations of interest. This includes a thank you note and semi-regular contact. 3. Discuss their reaction and modify your resume so your best stuff grabs their attention. but you‘ll know it‘s a result of your hard work. like sending an article of interest. 4. see some of the great ideas in the comments below and join this group for even more. Implement Phase 1 and Phase 2 in parallel until you’ve landed another job. . 2. Personally meet with these people. Put your feet on the street. but don’t be a pest. 4. I just found 20 people who are well-connected product marketing people who are members of the same groups I‘ve joined. Phase 2: Build a Network from Scratch Prepare a network target list. but sometimes the obvious isn‘t to everyone. nor would I ignore their requests to contact me. For example. 7. Force the connection. in parallel you need to engage with more people you don‘t know. Be a joiner. If I was still recruiting I wouldn‘t hesitate to reach out to these people. Right now I‘m looking at a number of very strong people on one of my alumni groups who stand out as major contributors. 5. 3. 5. so be persistent. Expand these new contacts using all of the appropriate steps in Phase 1. I can now contact them directly through LinkedIn Join and participate in groups of interest. You‘ll ask about these people during the meeting. Conduct network research. Seek advice from others. if I had to mention this. Prove you’re reliable. During this meeting have the person look at your resume or LinkedIn profile for just 20 seconds. Expand your network. disciplined and worth recommending to others. (A node is someone who works with lots of different people like project managers. Once you get the recommendation to the new person. and VPs. Have the person ask you The Most Important Interview Question of All Time and then take their advice on how to improve your presentation. rather than asking if the person knows someone who might know someone who is hiring (but do this. While Phase I is an important aspect of building a network. at least 50-75 people. sales reps. 6. connect and repeat steps 2-6. Here are a few ideas on how to get started. Become good at presenting yourself. Use LinkedIn and join groups in your area of specialty and contribute.) 6. Use LinkedIn to find nodes who work in industries and companies of interest. Every function has national organizations and each of these have local chapters you can join. 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. One way: describe the biggest goal you have ever had that you have already accomplished and how you did it. 1. 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. Of course. A resume needs to excite the reader enough to want to read it in-depth. For example. Pretty soon you‘ll begin hearing about some jobs of interest. too!). you really are a networking rookie. Note: this is the hardest part of this process. product 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. 8. Side note: it‘s better to have a list of possible connections to ask about ahead of time. The referrer will consider it a coincidence.
they have the ability to influence not only what transpires within our work lives. and it‘s likely the way you‘ll get your next job. A belief in the ability to persevere toward goals and find paths to reach them. Hope. understanding how leader behavior affects the attitudes and actions of team members.Once you have another job. The confidence that one can put forth the effort to affect outcomes. Getting started Note to Managers: Positivity Matters June 20. (Emphasizing our strengths. Resilience. The movement. The HERO resources: Hope. but how we process those moments. can positivity play a central role in enhancing a team's outlook and performance outcomes? A growing body of evidence says. can affect how we move forward. the celebration of successes). continue to build and nurture your network. A leader's view of a challenging situation. (The "HERO" resources. researchers are actively examining the impact of the construct Psychological Capital (PsyCap) in the workplace.939 354 100 inShare4. 2013 20. Resilience and Optimism). There are many elements to consider as we evaluate strategies to effectively lead a group of individuals in today's world of work — but.487 Those who lead or manage others have the unique potential to serve as an energizing force within organizations today. 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. Efficacy. With their position and collected experience. PsyCap is comprised of a number of key "state like" psychological resources. is of primary interest. which stresses the identification of what is "right" within our work lives. regardless of how you found it. including the psychological vantage point or "mindset" they bring to bear upon a problem. As such. . Efficacy. This will be helpful to others using networking to land new positions. advises building on the aspects of our work lives that help us garner strength and flourish. Akin to this theory. yes. The ability to bounce back in the face of adversity or failure.
and has revealed that leader psychological capital can not only be significantly related to levels of follower psychological capital. This in turn can enhance workplace well-being and the achievement of valued outcomes. A generally positive view of work and the potential of success. Furthermore. Employees at all levels. Recent research has explored this dynamic. 2013 5. may indeed have the ability to change the tenor of the workplace. set more robust or challenging goals — and are highly motivated to accomplish such goals. it appears in our best interest to encourage leaders to not only strengthen their psychological resources. as well. that we should explore the potential impact of leader positivity and the associated behaviors on members of their team. but outwardly express positivity — and provide model behaviors when interfacing with their employees. One explanation for these findings: positivity in the workplace can become somewhat "contagious". Pausing to note accomplishments. An example of the classic research of Bandura (1977) (which posits social learning through role models) — leaders can help shape follower attitudes and behavior. training opportunities for leaders can include the development of these resources (resilience and optimism. The development of psychological capital within organizations should not exclusively focus upon leaders — but those in varying roles and levels. Goal setting. Leaders can utilize the power of feedback to build needed resources. particularly those who interface with multiple employees. Leaders with higher levels of psychological resources (such as hope). How Do We Move Forward with Our Work Lives? June 11. Organizations can readily assess the psychological resources possessed by candidates who will lead or manage the work of others. Psychological capital has universal benefits.) Going forward. Leaders with stronger psychological resources are more likely to develop alternatives pathways to meet these obstacles — a skill that can be learned by followers. maintain energy and enhance self-efficacy.485 47 23 inShare349 . for example) and the expression of a positive mindset when interacting with their teams. through the process of modeling. It follows. in stride. Those leaders that "flex their positivity". can build confidence. Performance feedback. After the Crisis. These leaders are more likely to bend with adversity and deal with failure. Problem management. but follower performance. Some implications: Leader selection & development. Optimism. Exhibiting behaviors which express positivity when facing issues and obstacles can be critical. have the opportunity to serve as powerful role models. by exhibiting strategies that reflect higher levels of key psychological resources (for example behaviors that reflect resilience and hopefulness.
The dark clouds are still visible — and the visceral reaction to protect ourselves remains. The continued pressure of meeting the needs of customers. for some of my clients. Take a moment to acknowledge that you. What we might do: Reflect. (See a discussion of financial PTSD here. .) There is so much to work through. Yet they seem frozen within past experiences — looking over their shoulder as they try to press on. Let them vent and weigh the options — for all that it is worth. the mood seems akin to post-traumatic stress disorder. this goes beyond job analysis and process improvement. your team or your organization have weathered – and are still capable of weathering – the storm. Then attempt to rally energy and reconnect in "positive mode". and with good reason. Examine hesitancy. things are subtly improving business-wise. I deal with work-related behavior — the elements that combine to form jobs and organizations. It is as if on one hand we know the storm might be resolving. 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. and it walks with them side by side.I've been observing a trend of late — and it is one that many of us may be struggling with. Yet. Process. the more trauma I seem to observe. The frustration of evolving roles or dramatically lowered salaries. process. The pain of job loss. Often this is triggered when we contemplate letting go of the strategies that kept us afloat during trying times. Avoid self-blame. Interestingly. then focus forward. as much of what has happened was beyond your control. During interviews. For others. Many find it difficult to shake off all that has happened and move forward as who they once were. Build a forum to discuss ideas that may help the group get "back on track". It is the disturbing level of lingering stress caused by the economic downturn. They seem saddled with the memory of what they have been through. Their confidence has suffered. as both physical and emotional distress seems to be more prevalent. the same strategies may not enhance our long-term position. and they have become comfortable. each and every day. But in this case. and attempt to rekindle hope for the future. but we still want to hunker down in a place of safety for just a while longer. 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. Celebrate your resiliency. They hesitate to take risks and make key decisions. and the extended uncertainty that has traveled with it. These actions may have been quite effective for the past. process. with far less in the way of resources and support. However.
We bought a lot for the week at ISB and for gifting as well. We exchanged phone numbers and asked them to let us know when they were winding up. do so with your team individually. if you or someone you know. social worker or coach. These boys asked us to come back and that they will continue to give us really good quality mangoes. Not just that.. but there was some traffic blockade and vehicles were backed up for a couple of kilometres. We did go the next day and again found these boys and bought mangoes. We went on our way and ate the mangoes right through the week and they were delicious. He also told me that his father will setup a vegetable and fruit stall in a month's time and would contact me. They gave us an excellent product. they smartly introduced their father's vegetable and fruit stall. The call on Wednesday was for that purpose. . The Mango People On Wednesday. :) Now. so that we could buy another last tranche of Mangoes. but ownership comes much after the alignment to one's dreams and aspirations. I got a call. 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. ownership matters.. Take a moment of pause and reflect on the health of the contract that you have with your employer.) Seek help if needed. also because the mangoes they had for sale were quite good. (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. Mend the psychological contract. Share your situation and get a proper plan in place to affect concerns. 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. is suffering from debilitating stress. Then we went the next week again and that's when we got talking. physician. so we just drove back home. 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.. One of the boys is doing his BBA and the other is doing his Engineering from colleges in Coimbatore. this was their livelihood and their means of fulfilling their dreams. reach out to a trusted friend.) In times of duress. we spend hours training people on customer service and closing the loop with the customer. June 19th. extending the business etc etc and here are two Mango sellers who did all of this with no training. There were three brothers who caught our attention. expectations and promises are often breached. so that we continue to remain their customer. we stopped at the series of mango stalls that had been setup on Jayamahal Road. We thought of stopping at the same place on our way back. Ultimately.. Are you wondering what's so special about this that I need to write it up ? Here's some background . About four weeks back when we were driving down to ISB for my Term 8. (If you manage others. gave us special discounted prices and kept their word of letting us know if they were closing the stall. 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.
anyway you figured out that Alliances offered lower transaction costs (another motive). no internet. Computers.Understand your employee and help him or her link their dreams to the vision of the organization and you can sit back and relax. As we had friends of every color from across the world on Facebook our outlook got global – we learnt about new customs. then live-in (joint venture) then either get married or breakup. 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. for some it was low cost production. 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). above 5 crores and the obscene crores segment. And this post is the result. 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). there were strict societal/parental (government) norms and the world was comfortable with the feudal system. 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. they couldn’t reach out to the better choices out there. for some it was access to low cost capital. there is uncertainty. Twitter. All the training in the world cannot replace the impact of desire that one's dreams bring forth. and suddenly there is no longer any reason to remain invested in the 1 to . new ideas germinated. 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. it set me thinking on how can I draw similarities between all the technical definitions am learning and examples from day to day life …. product life cycles are short. Then came the Industrial revolution. between 2 and 5 crores. align it with their everyday work. both men and women find other cost effective options. If you can kindle the desire of reaching their dreams in your people. governments have relaxed rules. another major motive for seeking alliances. Facebook. Russian revolution twice. Internet. for some it was access to new markets. And then the rapid technological advances keep happening. In our parents’ time marriages (mergers and acquisitions) worked because there was limited awareness. magic happens.
but she would ask her team members to fill out a daily time sheet of big rocks. it leads to an united front. whether there is learning opportunities from each other and hopefully if the M&A does happen. 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. Ofcourse this is gender neutral global advise. Grow up. and whether you have complementary skills. I personally apply that always by figuring out what is the one or two big priorities for the day/week and get to them first. Krishnan and I had two study-groups around it and I quote from it often. progressive or otherwise depends on many other factors. they will get done anyway. You know exactly the strengths and weaknesses. The wiser ones then go the dating. I have recommended that book to many people. Deshmukh’s probability) and not burn a hole all over your sari/shirt…. small rocks and gravel …. Man. date. so the moral of this post and Term 8 is. 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. huh !! Ok. live-in and be fully informed before you marry. but atleast you improve the chances (Arun and Prof. be smart. Hmmmm interesting. Yes yes I jumped to our favourite bashing boy – the UPA alliance. 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. The teaching is get to the most important things first and dont waste time on the unimportant and non-urgent. go steady. No guarantees that the marriage will still succeed. Ugly or happy divorces happen. …. Little realising that her team was planning . When people come to me with time management issues.obscene crore marriage. medium rocks. 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. before the email-email game starts and a busy nonproductive day goes by. 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”. Infact I have a mini training on it that I have repeated often with several groups. It’s a landmark book in many ways and an all time favourite of mine. 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.
Not just me. She has rectified her approach and the team is coming around. There may be some who don’t understand the priorities or are not bought into them. the gang managed to meet him which was almost like being in one of our OYD or CYD sessions. I never managed to meet him through Vish. So happy ending in a difficult situation. 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. an articulate Shakun and both not letting the clear thinking Raghavan to utter a word … Rohit you were sorely missed. So he was oblivious of my existence ! Life moved on. An uncontrollable Shalini. Your score 100/10 I didn’t think I will get a chance to meet him in this trip. 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. I also took his ethics lesson to heart and values and ethics became the cornerstone of my career. so there was no way to stay in touch and I anyway didn’t introduce myself to him in that session. but telepathy worked and just as I picked up my phone on Monday during a break. I had found my corporate guru and I thought then that someday I should be like him. What’s important is for everyone to understand what the team’s priorities are and then let each person do it in their style. Then I met another close friend of Venki’s nearly 12 years later in Spectramind and he became my mentor and a dear friend. spend the time to explain. Venki called and we did manage to meet on Tuesday. S&S just took over. Am writing this with her permission so others may benefit from her experience. debate and convince or get convinced.. Then I moved to my current organization and four years back. This was a time when there was no internet. Venki is my coach. Venki escaped me then too. I asked him if he knew Venki and he said yes. . On an August afternoon 24 years back. As soon as I knew Vish was from NIIT.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. They got it the minute context was provided. he made the mistake of taking a post lunch class on ethics for 30 newly recruited faculty and not letting one of us blink. when I got promoted I asked for an executive coach. communication and leadership skills. friend and my first and enduring corporate idol. mentor. and also that they were neighbours. Atleast you would have managed to say something.
Many organizations have the performancepotential nine blocker grid. I can help you :) Privilege of watching transformation When I was asked to summarise what my corporate life stood for. . I learnt to be more tolerant of different styles. 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. Every time we meet you. This is a guy called Venki Iyer. The rest is history – my team ofcourse just became fans as expected. I said its about “Making a difference”. 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. inclusive work environment. 20 years later. you taught me new things and most of all. I had finally tracked Venki down. :) Thank you for starting me off on the right path and rejoining the journey when I needed your guidance the most…. I do promise to “give forward” and I think you are fine with that. she said the famous words – “there is one person. Your rating on my ordinal scale is 100/10.Our Talent Development leader then. after looking through my career graph. you brought perspectives that expanded my vision. values based. inclusiveness became second nature and I will never forget the lesson on working from my strengths. you challenged me when I thought I couldn’t think any further. but he doesn’t accept coachees as easily. the famous grid developed at GE by Jack Welch and copied widely across. and if you want to improve that rating… We can talk about it.” And I asked her if he was from NIIT and she said yes and I knew. The challenge is what parameters do you use to evaluate potential. this is what happens. 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. When I met him. you validated my belief that its ok to stick to your values and ethics and the rewards are just. we learn something and that is invaluable. from your part of the country. I love the whole process of unlocking potential. Venki. shared many profiles and when none of them worked out and I told her exactly the type of person I had in mind. 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. Please continue to guide and shape my career and we will find more people who can carry on your vision of an ethical. The grid is just that – part subjective and part objective assessment of a professional. 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.
Without the basic right values. planning for succession. 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. This may be very rudimentary but what is needed is calibration on what each organization defines as potential. I sat there feeling so proud and so happy. the big picture view. 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. if you see dissonance between the role and ability. 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. chances are that there have been no calibrations of the kind I mention above. I read this nice fable long long back about how when asked to reduce the Torah to one sentence. accountability. Yesterday was special for me as two people that I have had the pleasure of knowing for a long time.Performance is relatively simpler. displayed their unlocked potential during a leadership meeting. your hidden eloquence finally came out in the open. your genuinity and sincerity just shone through. Rohit Malik. or culture and strategy. As you look around organizations and the leaders. it leads to mixed results. from the “Vadamecum” mornings to hearing you articulate the goals of your department so well. otherwise the Performance-potential grid will be a wasted exercise. The willingness to take ownership is important since it brings a very different level of involvement – the long term thinking. two is the willingness to take ownership. letting the buck stop with you – all these come by when a person is willing to take ownership. 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. 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. I don’t see a lot of calibration on this – the whole activity gets reduced to a tick in the box. Rohit Sharma. but potential is the tricky one. since there are always some metrics and some folks to compare against. the Master said “Never do unto others what you would not have others do unto you” and that is the essence of fairness. . another special corporate moment got added to my list :) thanks for the privilege of watching a transformation unfold. Someone who doesn’t make false promises.
we sat 10 ft away from Mr. Without Red Bull Ahmed started the last four terms with a stash of Red Bull cans that helped him keep his energy up. Mr. Thank God. Couldn’t get a picture with him or shake his hand as he left before the session finished. Narayan Murthy ! This conversation was held in the Infosys campus.I attended a Nasscom session today. and fascinatingly enough. courtesy Prof Kale !!! For the first time. And I said this to many people. we had a Prof who had more data on our organizations than we had and our answers changed depending on how far or how close he was standing when he asked the questions ! Prof Kale. All that we learnt in our macro economics class at ISB was worth it because I understood everything that was spoken. 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. Ravi Venkatesan was interviewing Prof Joseph Stiglitz. Murthy deserves a big “thank you”. you came in with a brilliant strategy to teach us “competitive strategy” and executed flawlessly. our assignment is all done !! Today was a truly a great day – besides the interesting conversation that Krishnan and I could witness. It’s no mean feat. but just getting the chance to sit in the same room with him was great. like the other great organization. Murthy had come by. especially in the second half. in their board room and Mr. I just hope and pray. a two time Nobel laureate. that this organization survives a 100 years and more.. the Infosys campus represents hope… The fact that an organization started with 10. Prof Stiglitz had some compelling arguments about why Walmart’s entry into India is no good for the Indian retail industry. 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. They will need to find the next generation of leaders to lead the sustaining of hope.000 rupees 25 years back could create a world class campus like this in India spells hope. For that alone. . And he is carrying back all of his Red Bull cans this time. 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.
The visit to Bhaskar’s dairy plant and just hearing him speak of his struggles to setup Creamline dairy was hugely valuable. If in the marketing class we saw the video where some folks in China were sleeping in an Ikea store. and we will ensure you scale the heights you choose to. there are no substitutes in place. the Brazil tickets gave us a tour of all the airline websites. that you were singing a single song in all the classes. Prof Kale and Prof Chopra – both of you have raised huge entry barriers with your respective styles of teaching. we got to meet the assistant deans and for the first time I drove down from Bangalore along with Krishnan and Amma. well and truly well. 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. We are so glad we didn’t. You said in the last class. The gala was muted. To have created an amazingly successful business in 22 years deserves a standing ovation and Bhaskar’s humility. ofcourse you are suppliers of your time. 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. Prof Kumar gave us the macro economic view of FDI in retail and you gave the operational reasons why the “Kirana” stores are needed. This term was also about using Ideascale and all of us coming together to think about how to create more value for ISB. 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. where to target it and how to improve – after we separate simplicity from complexity. your artistry and mastery lies in the fact that each class sounded slightly different but you brought it all around to the opening note. perseverance and openness to learning is the bigger lesson for all of us ! Hats off to you Bhaskar. the term nearly went by without anyone complaining about the food (I am ignoring the last day’s lunch). We all love Prof Deshmukh.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. no reasons to get below 120 kmph ! Another first in this term was seeing a deer on one of my . you made us realise why the Ikea managers sleep peacefully because their operations strategy is perfectly aligned to their business strategy. We owe you ideas and our collective mastermind. PGPMAX and ourselves. 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. The drive was beautiful – classy road.
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 …. 3. Can’t wait to see what you do to philanthropy !! A new era begins …. 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. In a world that is ready to take every shortcut in the book and innovate a new shortcut to make a quick buck.. a brand name synonymous with values. Term 5 is a high five …. For more than 100 years this group’s existence is proof that ethical.cycle rides inside the campus. Your forefathers have touched every facet of life for an Indian – and you are leaving a global footprint. A bigger Thank you for proving again and again and again that doing business ethically is not just possible. 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. If Jamshedji Tata gave India the first 5 star hotel and had to import steel for the dome. We better choose our seats well. community centric way of doing business is the right way. The truly rich are those that give freely – and that is why you and the Tata group are truly the richest. If only all the corporate honchos and the corporate gurus can understand this simple truth. As you retire from your role as the chairman of Tata Sons. Had seen several peacocks but this is the first time I have seen a deer. exceeded your mentor JRD’s expectations and perpetuated the enduring Tata legacy. There is a lot of money to be made – the right way. you stood for values and never taking a shortcut. Thank you Ratan – you lived upto your name. The Tata group truly lived upto the credo of why companies were first formed – developing the community. You don’t know me. And all above board transactions. A new era begins The news channels talk of the end of an era …. . to get in all the sights. but like me. his son setup India’s first steel plant and your predecessor. And time flies. there are several professionals for whom you are a role model and an inspiration. but the only way to do business. down road no. Your value increases manifold when you give freely – think of what you can contribute to developing the community. build an organization that has the community in the centre and builds itself around it.
low engagement. the trauma that they go through. divorces. 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.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. sometimes her health. has complete monopoly of both his parents emotions. It’s a big price that one pays for wanting emotional monopoly. the pain that their child goes through. The young adult man getting into drugs. emotional monopoly has sometimes a bigger social cost and over a sustained period of time. cheating. and all the other children not getting any attention. broken homes…. no team dynamics and a terrible culture Just as monopoly in the market has a social cost. till they are able to get him out of it – the social cost being the social stigma. sometimes losing the friend like I nearly did in college with Vidya ! At work emotional monopoly turns into something more dangerous – favouritism and bias. just born will have complete monopoly of its mother’s emotion. In a relationship each person wants emotional monopoly over the other and the social cost is infidelity. sometimes even the post partum blues. the social cost being all her other relationships. The social cost is again enormous.
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