You want credit

October 20, 2014

By Eric Ravenscraft via   Article

Give Credit for an Idea to the Whole Group to Encourage Collaboration

“Your ideas are special to you. You want to get credit for them. However, in many cases, trying to vie for credit on a big breakthrough only discourages collaboration down the road. Give the whole group credit and encourage them to work together more.

As design blog Misc explains, the best ideas and breakthroughs are increasingly created by groups rather than individuals. Cross-discipline collaboration (like between the design and tech teams) turns out a better result than either group could do on its own. From that perspective, encouraging individuals to take credit for specific ideas makes them more personal and thus less likely to move fluidly with the ideas of others:

You would never leave urban planning to architects alone. Architects tend to prefer buildings over the people who use them, and that is why so much architecture seems ill-suited to the humans who have to live and work in it. You would never leave product development in the hands of a social scientist unless you didn’t care about the product’s perceived utility, which is entirely dependent on its form factor. And we’ve all seen what happens when you leave software entirely to engineers: it ends up being designed for engineers, not for ordinary people.

There is another benefit to bringing different disciplines to the problem-solving table. A key technique for achieving breakthrough is through contextual juxtaposition. When ideas, objects, processes and principles from one context are juxtaposed against those of another, there exists the potential for a kind of dialectical transformation. Seeing the problem through another discipline’s lenses gives one the permission to think outside the norms and boundaries of one’s own. It allows us to see things anew and to transform the combination of hitherto disparate inputs and perspectives into ideas and experiences that did not exist before the different disciplines were brought together.”


Make two lists

October 20, 2014

By Seth Godin via   Article

“One list highlights the lucky breaks, the advantages, the good feedback, your trusted network. It talks about the accident of being born in the right time and the right place, your health, your freedom. It features your education, your connection to the marketplace and just about every nice thing someone has said about you in the last week or month.

The other list is the flipside. It contains the obstacles you’ve got to deal with regularly, the defects in your family situation, the criticisms your work has received lately. It is a list of people who have better luck than you and moments you’ve been shafted and misunderstood.

The thing is, at every juncture, during every crisis, in every moment of doubt, you have a choice. You will pull out one (virtual) list or the other. You’ll read and reread it, and rely on it to decide how to proceed.

Up to you.”

Seth Godin

Include testimonials

October 20, 2014

By Dave Greenbaum via   Article

Include Testimonials on Your Resume Instead of References

“We’ve told you to skip “references upon request” on your resume, but you still want others to sing your praise. Including testimonials on your resume lets you get the point across that you’re awesome.

Over at CareeRealism, they suggest adding a testimonial section to your resume:

Similar to how a resume may have a section for Profile Summary, Work Experience, and Education, add a Testimonials section for a bullet point list of 2-3 testimonials to support the case that you are the best candidate for the job.

LinkedIn lets you put recommendations on your profile, so this tip extends the idea to your paper resume. I’ve seen this done on resumes and I think it helps the reviewer understand your experience. You don’t need to include a full paragraph, just a sound bite or two. If you’ve kept copies of performance reviews, the testimonial section is a great place to include a few positive highlights from your manager.”

How to demotivate your best employees

October 20, 2014

By Dina Gerdeman via   Article

“The researchers studied an attendance award program initiated by managers at one of the five commercial-industrial laundries owned by the same midwestern company. Perfect attendance was defined as not having any unexcused absences or tardy shift arrivals during the month. …

First, employees ended up “gaming” the program, showing up on time only when they were eligible for the award and, in some cases, calling in sick rather than reporting late. Most interestingly, workers were 50 percent more likely to have an unplanned “single absence” after the award was implemented, suggesting that employees who would otherwise have arrived to work tardy on a certain day might instead either call in sick to avoid disqualification or else simply stay home because they would be disqualified from the award regardless. …

Second, and perhaps more significantly, stellar employees who previously had excellent attendance and were highly productive ended up suffering a 6 to 8 percent productivity decrease after the program was introduced. This suggests that these employees were actually turned off—and their motivation dropped—when the managers introduced awards for good behavior they were already exhibiting. …

All in all, the award program actually led to a decrease in plant productivity by 1.4 percent, which added up to a cost of almost $1,500 a month for the plant.

‘Having your top performers demotivated for all eight hours on the job ended up creating a much bigger productivity hit than having the extra five minutes of work from someone who came habitually late’

Ultimately, the researchers concluded that rewarding one behavior sometimes can ‘crowd out’ intrinsic motivation in another.”

Getting rich: from zero to hero

October 13, 2014

Via   Article

Getting Rich: from Zero to Hero in One Blog Post

“For almost two years, I’ve been preaching a different brand of financial advice from what you see in the newspapers and magazines. The standard line is that life is hard and expensive, so you should keep your nose to the grindstone, clip coupons, save hard for your kids’ college educations, and save any tiny slice of your salary that remains into a 401(k) plan. And pray that nothing goes wrong in the 40 years of career work that it will take to get yourself enough savings to enjoy a brief retirement.

Mr. Money Mustache’s advice? Almost all of that is nonsense: Your current middle-class life is an Exploding Volcano of Wastefulness, and by learning to see the truth in this statement, you will easily be able to cut your expenses in half – leaving you saving half of your income. Or two thirds, or more. Sound like a fantasy? Not to readers of this blog. …

Here’s how to cut your life costs in half. Start by getting rid of your Debt Emergency if you have one. Live close to work. Move to another city if you enjoy adventure. Don’t borrow money for cars, and don’t buy stupid ones. Ride a bike wherever you can. Cancel your TV service. Stop wasting money on groceries. Give your kids the opportunity to achieve greatness without being pampered. Lose the overpriced cell phones. Learn to appreciate the life-boosting joy of using your own body to get things done. Learn to mock convenience. Practice optimism.

That should do it – about half of your expenses, gone in one paragraph. Keep going, as many readers do, and you can save closer to 75% of what you make – especially for those with above average incomes.

But then what do I do with all the money? ….”



October 13, 2014

Via   Article

The Five-to-Fold Decision-Making Model

“Five-to-Fold groundwork:

  1. Explain issues.
  2. Offer your solution.
  3. Field questions.
  4. Vote using the “Five-to-Fold” method. (Hold up zero to five fingers.)

Five-to-Fold vote:

  1. Five fingers. You’re all-in and prepared to own the project. You’ll take the lead if asked.
  2. Four fingers. You give strong support and active participation, but you’re not willing to lead the initiative.
  3. Three fingers. You’re on board.
  4. Two fingers. You have important reservations but will support the initiative.
  5. One finder. You have serious reservations but will not block or subvert the effort. You also commit to open communication regarding your reservations.
  6. Folding – no fingers. You want to block the proposal because you believe it’s damaging.

Note: Folding is part of the process, not a failure.


Every legitimate vote is an opportunity for dissent.

Forced consensus drives dissent underground.

Honest consensus-finding welcomes – even invites – dissent. …

Real consensus is never achieved by sacrificing your values or strongly held beliefs.

Determine how you’ll respond to low or no support for an idea before taking votes. How will you respond to the one or two finger votes? What about the Fold votes?”

Non competes

October 13, 2014

By  via   Article

Are employee non-competes obsolete?

“… getting some push-back from new hires who weren’t happy signing contracts that restrict them from working for competitors or within the same industry after they leave their jobs. …

California bans non-compete agreements, except in some very specific circumstances. A handful of states, such as Florida, Virginia, and Washington, specifically prohibit overly broad non-competes. …

‘The non-compete itself doesn’t cover intellectual property. It just means you don’t compete’ …

… business leaders shouldn’t rely on non-competes instead of seeking the protections they actually need. Non-disclosure agreements and other intellectual property (IP) protections, while sometimes harder to enforce, actually address the specific issue about which most businesses are concerned–taking ideas and information to competitors.

In addition, 47 states and the District of Columbia have also adopted the Uniform Trade Secrets Act, which prevents employees from taking companies’ intellectual property to other businesses. … it’s a different story when you’re talking about owners or partners, however, especially when they’re selling their business. Even in California, those types of non-competes are allowed. ‘You don’t want those very owners to walk away and then put up a competing business doing exactly what they just sold. That undermines the idea of what it is the acquiring company’s purchased when they bought the company’ ….”

it also pays to be judicious in the information you share with employees. Every employee does not need to have widespread access to account lists and trade secrets. Instead, integrate systems that give employees the information they need to do their jobs well, but not free access to every customer list or piece of intellectual property on the company’s servers.

… exit interviews are also a good way to get a sense of whether you have a disgruntled employee on your hands and to reinforce any non-disclosure agreements and laws that apply. ‘The types of employees that are more likely to take your information or try to screw you are the types of employees who are unhappy’ ….”


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