May 18, 2015
By Victor Reklaitis via marketwatch.com Article
Want to be psychoanalyzed by an investing algorithm? Take this test
“Before they dole out recommendations, robo advisers need to figure out what type of investor you are.
You can’t have a heart-to-heart about your finances with a computer, or explain how you freaked out about the stock market tanking during the 2008 financial crisis.
So Charles Schwab’s robo adviser and rivals rely in large part on online questionnaires to determine if you’re a big gambler or not.
And some of their questions are rather creative, touching on how you handle a job loss or even feel about the word “risk.”
See how you rate in the quiz below culled from questions that are posed by robo advisers:
4 QUESTIONS · TAKEN 4,976 TIMES
How fearless are you as an investor?
Before doling out recommended investments, robo advisers want to get to know you. While they can’t gaze into your eyes, the robots do ask a bunch of questions to see if you’re a fearless investor or more of a worrywart. Are you aggressive or cautious? Give your answers and find out. Here are four interesting questions that MarketWatch spotted in getting recommendations from various robo advisers.
May 11, 2015
By Scott Adams via dilbert.com Image
May 11, 2015
By Steve Roesler via allthingsworkplace.com Article
So what’s our natural response? It’s usually to start making statements in defense of our position, which then leads to ‘I’m going to win!’
Not a good posture.
When you keep announcing the righteousness of your position, the problem defines you. When you respond with a question, both of you begin defining the problem and looking for solutions. Which do you want?
Here are four model questions that will help you stay above the fray:
- ‘If this doesn’t meet your requirements (criteria, needs), what can be done to ensure that it does?’
- ‘If you like the idea but not the related cost, what can we do about the budget constraints?’
- ‘If we can’t start the project now, when do you think it would be a good time to get it going?’
- ‘If you don’t want to change anything and think the procedures are fine the way they are, what is it that you like about how they work now?’
You get the idea. The first part of the question acknowledges that you heard the issue; the second invites action from the other person. That way, you stay out ‘argument’ mode and create mutual … responsibility for a solution.”
May 11, 2015
By Linda Hill, Greg Brandeau, Emily Truelove, and Kent Lineback via hbr.org Article
“Innovation usually emerges when diverse people collaborate to generate a wide-ranging portfolio of ideas, which they then refine and even evolve into new ideas through give-and-take and often-heated debates. Thus collaboration should involve passionate disagreement. Yet the friction of clashing ideas may be hard to bear. It can create tension and stress—particularly in groups of talented, energetic individuals who may feel as if there are “too many cooks in the kitchen.” Often organizations try to discourage or minimize differences, but that only stifles the free flow of ideas and rich discussion that innovation needs. Leaders must manage this tension to create an environment supportive enough that people are willing to share their genius, but confrontational enough to improve ideas and spark new thinking.
Innovation also requires trial and error. Innovative groups act rather than plan their way forward, and solutions emerge that are usually different from anything anyone anticipated. Most organizations and the people in them prefer to move systematically toward a desired outcome. They set a goal, make a plan, assign responsibilities, work through the steps, and track progress until the goal is achieved. Isn’t that approach just good management? Not when it comes to innovation. Leaders of innovation create environments that strike the right balance between the need for improvisation and the realities of performance.
Finally, creating something novel and useful involves moving beyond either-or thinking to both-and thinking. But this also can be challenging. All too often, leaders and their groups solve problems through domination or compromise, resulting in less-than-inventive solutions. Innovation requires integrating ideas—combining option A and option B, even if they once seemed mutually exclusive—to create a new and better option. It also requires that leaders be patient enough to let great ideas from people in all parts of the organization develop. At the same time, they must ensure that a sense of urgency and clear parameters allow integrative decision making to actually occur.”
May 4, 2015
By Dan Rockwell via leadershipfreak Article
- Get things done.
- Want the job done right.
- Have confidence and grit.
- Don’t need to be told what to do.
- Make important contributions.
Competence gets in the way, when you do it yourself. …
- Know what makes teammates tick. Project: Make a list of your teammates. Now, list their passions, character traits, skills, and aspirations. How will you help them develop and express their best?
- See energy in others and fuel it. Successful leaders constantly follow, manage, and fuel energy. People with energy represent the future.
- Ask, ‘What do you think?’
- Say, ‘You try,’ after brief explanations. Skill is developed as you go, not before you go.
- Allow others to struggle, but stand ready to help.
- Give meaning to jobs by explaining the big picture.
- Accept that it takes time to develop skills.
- Do one-time activities themselves, if they are good at them.
- Assign stretch projects.
- Help people find their confident stride. It’s better to go slow now to go fast later.”
May 4, 2015
By Dan Rockwell via leadershipfreak.wordpress.com Article
12 ways to lead up when your manager is incompetent
“Don’t complain to the people who promoted your incompetent manager. …
- Determine who you want to be. Make a list of your best qualities. How will you express them in the context of your incompetent manager. Be your best self, even when others aren’t.
- Realize your incompetent manager probably thinks you’re hard to manage.
- Get advice or coaching outside your organization.
- Don’t listen to friends and family. They take your side.
- Engage in self-reflection. Stay open to the idea that the issue may be you. Your resistance to authority is about you, for example.
- Keep doing a great job. Don’t shoot yourself in the foot because you have an incompetent manager.
- Adapt to your incompetent manager’s weaknesses. If they micromanage, provide reports before they ask, for example.
- Compensate for your incompetent managers weaknesses.
- Remember, your incompetent manager was competent in another context.
- Explore ways that succeeding with an incompetent manager makes you better. Make a list of qualities you will develop over the next thirty days, with your incompetent manager in mind.
- Focus on the future rather than complaining about the past. Work on making things better.
- Promote yourself out of your organization or make a lateral move. But, if you’re branded as a complainer, lateral moves are difficult.”