Never reveal

June 29, 2015

By Travis Bradberry via entrepreneur.com   Article

12 Things Successful People Never Reveal About Themselves at Work

“You can’t build a strong professional network if you don’t open up to your colleagues; but doing so is tricky, because revealing the wrong things can have a devastating effect on your career.

Sharing the right aspects of yourself in the right ways is an art form. Disclosures that feel like relationship builders in the moment can wind up as obvious no-nos with hindsight.

The trick is to catch yourself before you cross that line, because once you share something, there is no going back.

TalentSmart has tested more than a million people and found that the upper echelons of top performance are filled with people who are high in emotional intelligence (90% of top performers, to be exact). Emotionally intelligent people are adept at reading others, and this shows them what they should and shouldn’t reveal about themselves at work.

The following list contains the 12 most common things people reveal that send their careers careening in the wrong direction.

1. That They Hate Their Job …

2. That They Think Someone Is Incompetent …

3. How Much Money They Make …

4. Their Political and Religious Beliefs …

5. What They Do on Facebook …

6. What They Do in the Bedroom …

7. What They Think Someone Else Does in the Bedroom …

8. That They’re After Somebody Else’s Job …

9. How Wild They Used To Be in College …

10. How Intoxicated They Like to Get …

11. An Offensive Joke …

12. That They Are Job Hunting …”

 


Most valuable asset

June 29, 2015

Most valuable asset

Source


Relentless barrage of why’s

June 29, 2015

ByTim McMahon via aleanjourney.com   Article

“‘A relentless barrage of ‘why’s’ is the best way to prepare your mind to pierce the clouded veil of thinking caused by the status quo. Use it often.’ — Shigeo Shingo

A brilliantly simple root cause problem-solving tool, asking why five times becomes easier the more you do it. Adopting this as a default way of looking at things will aid, not only your problem solving, but other areas, too. Ask the Five Whys to get beyond the obvious symptoms to discover the root cause.

Taiichi Ohno gave this example about a machine that stopped working (Ohno 1988, p. 17):

1. Why did the machine stop?
There was an overload and the fuse blew.

2. Why was there an overload?
The bearing was not sufficiently lubricated.

3. Why was it not lubricated?
The lubrication pump vs not pumping sufficiently.

4. Why was it not pumping sufficiently?
The shaft of the pump was worn and rattling.

5. Why was the shaft worn out?
There was no strainer attached and metal scraps got in.

Without repeatedly asking why, we would likely replace the fuse or pump and the failure would recur. Keep asking why until the root cause is reached and eliminated.

Test your 5 Whys chain with the ‘therefore’ test. Start at the bottom of the chain and say Last Why occurred, therefore the second to last why occurred. Carry on until you reach the first why. If it isn’t true, revise the why chain until you can pass the ‘therefore test’.”


No man is a leader until

June 29, 2015

No man is a leader until his appointment is ratified in the hearts and minds of his men.  ~Author Unknown

Source


Silicon Valley is a big fat lie

June 22, 2015

By Sam Biddle via gq.com   Article

“I think my life is better because of my iPhone. Yours probably is, too. I’m grateful to live in a time when I can see my baby cousins or experience any album ever without getting out of bed. I’m grateful that I will literally never be lost again, so long as my phone has battery. And I’m grateful that there are so many people so much smarter than I am who devise things like this, which are magical for the first week they show up, then a given in my life a week later.

We live in an era of technical ability that would have nauseated our ancestors with wonder, and so much of it comes from one very small place in California. But all these unimpeachable humanoid upgrades—the smartphones, the Google-gifted knowledge—are increasingly the exception, rather than the rule, of Silicon Valley’s output. What was once a land of upstarts and rebels is now being led by the money-hungry and the unspirited. Which is why we have a start-up that mails your dog curated treats and an app that says ‘Yo.’ The brightest minds in tech just lately seem more concerned with silly business ideas and innocuous ‘disruption,’ all for the shot at an immense payday. And when our country’s smartest people are working on the dumbest things, we all lose out.

That gap between the Silicon Valley that enriches the world and the Silicon Valley that wastes itself on the trivial is widening daily.”


A big reality check

June 22, 2015

By Stuart Frankel via hbr.org   Article

Data Scientists Don’t Scale

“Big data is about to get a big reality check. Our ongoing obsession with data and analytics technology, and our reverence for the rare data scientist who reigns supreme over this world, has disillusioned many of us. Executives are taking a hard look at their depleted budgets — drained by a mess of disparate tools they’ve acquired and elusive ‘big insights’ they’ve been promised — and are wondering: ‘Where is the return on this enormous investment?’

It’s not that we haven’t made significant strides in aggregating and organizing data, but the big data pipedream isn’t quite delivering on its promise. Despite massive investments in technology to store, analyze, report, and visualize data, employees are still spending untold hours interpreting analyses and manually reporting the results. To solve this problem and increase utilization of existing solutions, organizations are now contemplating even further investment, often in the form of $250,000 data scientists (if all of these tools we’ve purchased haven’t completely done the trick, surely this guy will!). However valuable these PhDs are, the organizations that have been lucky enough to secure these resources are realizing the limitations in human-powered data science: it’s simply not a scalable solution. The great irony is of course that we have more data and more ways to access that data than we’ve ever had; yet we know we’re only scratching the surface with these tools.

A few innovative executives understand this and have sought scalable, automated solutions that interpret data, unlock hidden insights, and then provide answers to ongoing business problems. Artificial intelligence (AI) is beginning to transform data and analysis into relevant plain English communication. AI is shortening employees’ data comprehension-to-action time through comprehensive, intuitive narratives.”


Stink bugs and flowers

June 22, 2015

By Dan Rockwell Via leadershipfreak.wordpress.com   Article

“There are two types of leaders, stink bugs and flowers.

Stink-bug-leaders:

When stink bugs show up, everything stinks.

  1. Fear goes up.
  2. Teams feel dumb.
  3. Nothing’s good enough.
  4. The past is more important than the future.
  5. ‘Little’ people are punished.
  6. ‘Important’ people are given exemptions.
  7. Standards are set after the fact, not before.

Everyone celebrates when stink bugs leave.

Fragrant leaders:

  1. Focus on opportunity.
  2. Define success. People know what winning looks like, when fragrant leaders show up.
  3. Fuel energy.
  4. Make people believe they matter.
  5. Evaluate ideas on merit, not who spoke them.
  6. Center status on performance and contribution, not position.
  7. Serve people, rather than people serving them.”

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