June 27, 2011
By Derrick Daye Article
Are You Left-Brained Or Right-Brained?
“Marketing and management are at war in today’s boardrooms.
The reason for the war is that marketing and management don’t understand each other. The reason they don’t understand each other is that their brains are different.
Management people tend to be left-brain thinkers: they are verbal, logical and analytical.
Marketing people tend to be right-brain thinkers: they are visual, intuitive and holistic. Which one are you? Are you Left-Brained or Right-Brained?
This short quiz will reveal the answer, giving you a better sense of ‘where you are’ in the room.”
June 27, 2011
By Scott Anthony Article
Combating Four Innovation Lies
“Innovators have to deal with particularly insidious lies — things that people say that they believe are true, but actually aren’t.
Lie #1: Target customer, “Of course I’ll buy that.”
Innovators working on new ideas often show early versions to customers to assess “purchase intent.” But customers do a poor job of reporting what they’ll do in the future, particularly if they’re responding to a novel idea. One company that I worked with found that the accuracy of market forecasts for new-to-the-world ideas was roughly equivalent to using the results of a random number generator.
Instead, trust actions over statements. Don’t look at what people say they will do. Look at what they are already doing. If they aren’t spending money or time solving a problem today, they might not spend money or time to solve that problem tomorrow. Alternatively, consider a way to get a customer to pay for an early version of a product. …
Lie #2: Product developer, “We’ll be ready to ship in six months.”
There’s a great term in the psychology literature called the “planning fallacy.” Basically, human beings are really terrible at estimating the amount of time or money it will take to accomplish a task, even when they have previous experience with the task. Product developers have every intention of finishing development on time, but invariably things take longer and cost more than people projected. There’s one project I’ve been watching that has literally been three months away from shipping for 18 months now.
The easiest way to address this lie is to change the development paradigm. Borrow from the Agile software development movement and push for many rapid development cycles instead of a single long cycle. Don’t try to put everything into the first release of a new offering, start with what Steve Blank calls a “Minimal Viable Product.” ….”
June 27, 2011
By Rick Spence Article
It pays to flatten the pyramid
““Boss-zilla,” as Salzberg calls his first manager, taught him all he needed to know about leadership done wrong. “Right then I knew the kind of leader I never want to be, the kind who gives orders, not encouragement.” Today, he says, “You never know where the best ideas will come from. If you build a supportive environment where everyone is expected to contribute, you’ll get synergies and creative ideas you never imagined were possible.”
How do you create an environment of innovation, collaboration and trust? You must turn the org chart upside down and recognize that senior management exists to help their staff become more successful – not the other way round. And that consultation, delegation and admitting you don’t know everything are powerful development tools for leaders to use every day – not signs of personal weakness.
Here are a few ways to flatten your pyramid to create a more dynamic, effective organization: ….”
June 27, 2011
Be Seth Godin Source
“No organization cares about you. Organizations aren’t capable of this.
Your bank, certainly, doesn’t care. Neither does your HMO or even your car dealer. It’s amazing to me that people are surprised to discover this fact.
People, on the other hand, are perfectly capable of caring. It’s part of being a human. It’s only when organizational demands and regulations get in the way that the caring fades.
If you want to build a caring organization, you need to fill it with caring people and then get out of their way. When your organization punishes people for caring, don’t be surprised when people stop caring.
When you free your employees to act like people (as opposed to cogs in a profit-maximizing efficient machine) then the caring can’t help but happen.”
June 27, 2011
By Washingtons Blog Article
Congressional Research Service Confirms Big Banks Borrowed Cash For Next To Nothing, Then Lent It Back to the Federal Government at Much Higher Rates
“Because the US government is lending money to the big banks at near-zero interest rates. And the banks are then turning around and lending that money back to the US government at 3%-4% interest rates, making 3%+ on the spread. What’s more, the banks are leveraging this trade, borrowing at least $10 for every $1 of equity capital they have, to increase the size of their bets. Which means the banks can turn relatively small amounts of equity into huge profits–by borrowing from the taxpayer and then lending back to the taxpayer.
The government’s zero-interest-rate policy, in other words, is the biggest Wall Street subsidy yet. So far, it has done little to increase the supply of credit in the real economy. But it has hosed responsible people who lived within their means and are now earning next-to-nothing on their savings. It has also allowed the big Wall Street banks to print money to offset all the dumb bets that brought the financial system to the brink of collapse two years ago. And it has fattened Wall Street bonus pools to record levels again.”
June 27, 2011
By Dan Rockwell Article
“Consistently do these 20 things and you’ll be a great leader.
- Tell the truth.
- Demand the truth.
- Act in the best interest of their organization.
- Get results through others.
- Celebrate the success of others.
- Challenge the status quo.
- Press into the future while honoring the past.
- Receive criticism.
- Listen more than speak.
- Take responsibility.
- Show gratitude.
- Pursue clarity and specificity.
- Engage in self-reflection.
- Act in alignment with who they are.
June 21, 2011
by FFF Team Article
“We don’t know what the future holds for us in most regards. We can plan and speculate. We can work hard, take risks, and rebound positively from setbacks. Yet there are so many variables and factors we cannot control, that the probability of our predictions being accurate is low. However, there are two factors we can control. Our character and how we demonstrate our character in our daily lives. We have that ability. …
Life is full of temptations, which continually present us with choices. Temptations to cut honesty corners. Temptations to take shortcuts or make short-sighted decisions. Temptations to put our self interest ahead of the greater good. Temptations to compromise what we want most for what we want at the moment. Temptations to prove we are right instead of solving problems or doing the right thing. Temptations to sacrifice relationships for the sake of making a point. Our choices, especially when we encounter these temptations, reflect our character and who we truly are.”