Do the word

October 27, 2014

By Seth Godin via   Article

“It’s possible to bend language to your will, to invest extraordinary amounts of effort and care to make words do what you want them to do.

Seth GodinOur culture celebrates athletes that shape their bodies, and chieftains who build organizations. Lesser known, but more available, is the ability to work on our words until they succeed in transmitting our ideas and causing action.

Here’s the thing: you may not have the resources or the physique or the connections that people who do other sorts of work have. But you do have precisely the same keyboard as everyone else. It’s the most level playing field we’ve got.

The first step is to say it poorly. And then say it again and again and again until you’re able to edit your words into something that works.

But mostly, you need to decide that it matters.”



October 27, 2014

By  via   Article

“NFL marketing using breast cancer as a tactic is bad business ethics and blatant hypocrisy. It’s bad business ethics because there is so little money actually given in relation to the hype. It’s blatant hypocrisy because the NFL cannot seem to find any consistent policy toward violence against women.

Maybe it is time to think of green or pink washing for the cynical tactics they are. Obviously, it can be argued that getting money from the NFL is better than no money at all. But is allowing a serious issue to become a corporate money maker and a pink silk veil to hide their problems really a wise decision in any long term sense?

As a marketing tool, the pink ribbon will appear on cups, on uniforms and countless varieties of merchandise. This is a formidable marketing tool. You’re telling the public that you care about a serious issue of personal relevance to them while pulling in large sums and giving very little actual money to the cause. The level of cynicism is staggering.

Is this the future of charity? If it doesn’t make a company a profit, we’re not giving any money? It is Milton Friedman to the max. We serve the shareholders first and foremost. …

Making money off the deaths of millions of women is cold blooded and is in no way a form of charity.”

Who get hired

October 27, 2014

By Liz Ryan via   Article

The Truth About Who Gets Hired

“I used to be a Human Resources person. I ran Human Resources departments in the startup world and the Fortune 500 world, too. I hired thousands of people, and I noticed one glaring truth about who gets hired.

It doesn’t have to do with the job-seeker’s resume, clothes, age, nationality, price tag, patter, track record or educational credentials.

The people who got hired were people who came to the match-making process to learn more, not to please anyone. The people who got hired were people who were intellectually curious. They brought thoughtful questions to their job interviews. They didn’t ask ‘Look how smart I am, Teacher!’ questions to show us how carefully they’d researched our organization. …

When you approach a job search not to impress or please or get a gold star from the hiring manager but sincerely to understand the opportunity and decide whether it works for you, you are much more likely to be hired. When you come on bended knee to bow and scrape and please everyone you meet, you fall out of your body. People can’t tell who you are. You’re playing the part of Good Little Sheepie Job Seeker then.

Candidates who handle a job interview that way are likely to be forgotten altogether. I have seen that happen many times. The manager says ‘Cynthia Jones – did I meet her?’ The manager can’t remember poor Cynthia because she virtually disappeared during her interview. She made no impression whatsoever. She spent all of her emotional energy trying to convince the hiring manager that she deserved the job.”

Should you become a manager?

October 27, 2014

Via   Article

Do You Love Meetings?

OK, so this isn’t really a fair question. I don’t think anyone really loves meetings, but if you want to manage, then you’ll have to at least be able to tolerate them. Lots of them. …

Do You Like To Teach Or Coach?

One of the best parts of being a leader is seeing your team improve and succeed—especially when you know you helped get them there. …

How Are Your Feedback Skills?

One of the most important things a manager does is provide feedback to his or her employees. And, I’m not talking about a simple ‘Thanks for your help on those TPS reports, Bob.’ I’m talking about meaningful, relevant, and timely feedback that will actually help your staffers improve and let them know you see them kicking ass and taking names. …

Does Conflict Make You Cringe?

Believe it or not, there are people out there who don’t run and hide when conflict comes to town. So, if you’re planning on becoming a manager someday, it’ll be best for everyone involved if you’re part of the former group, rather than the latter. …

Are You A Good Cop Or A Bad Cop?

… Managers still have to report to their own managers, which means sometimes decisions are made that just won’t make much sense by the time they trickle down to the team. And that’s when managers have to start playing good cop, bad cop.”

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.”