21 ways: 1-7

February 29, 2016

By Les McKeown via inc.com   Article

21 Ways to Be a Better Leader Without Breaking a Sweat

“1. Switch off your cell phone. Go on, you can do it. Just for one meeting.

2. Look people in the eyes. Practice doing it consistently.

3. Think. Pick an hour in the day (the week, if you’re really strapped) and just think. Don’t listen. Don’t read. Don’t talk. Don’t eat. Don’t drink. Just think.

4. Get out of your inbox. Twice a day is enough for most people. If it’s not, for you, then you have deeper communication management problems.

5. Stop using amplifying adverbs. Every time you use words like ‘very’, ‘fundamental’, ‘must-do’, ‘imperative’, you drain their impact. Simply state what you want to say, or want done, without amplification.

6. Ask ‘What can I do for you?’ Many leaders fail to recognize that they can be a tremendous asset for their people – but only if they place themselves in that position.

7. Get out from behind your desk. You do know the real action is happening elsewhere, right?”

A “growth mindset”

February 29, 2016

By Carol Dweck via hbr.org   Article

What Having a “Growth Mindset” Actually Means

“Individuals who believe their talents can be developed (through hard work, good strategies, and input from others) have a growth mindset. They tend to achieve more than those with a more fixed mindset (those who believe their talents are innate gifts). This is because they worry less about looking smart and they put more energy into learning.

When entire companies embrace a growth mindset, their employees report feeling far more empowered and committed; they also receive far greater organizational support for collaboration and innovation. In contrast, people at primarily fixed-mindset companies report more of only one thing: cheating and deception among employees, presumably to gain an advantage in the talent race.

… it’s still not easy to attain a growth mindset. One reason why is we all have our own fixed-mindset triggers. When we face challenges, receive criticism, or fare poorly compared with others, we can easily fall into insecurity or defensiveness, a response that inhibits growth. Our work environments, too, can be full of fixed-mindset triggers. A company that plays the talent game makes it harder for people to practice growth-mindset thinking and behavior, such as sharing information, collaborating, innovating, seeking feedback, or admitting errors.”

Jane or Joan

February 29, 2016

By  via squawkpoint.com   Article

Saint or Sinner

“Two employees:

Employee 1: Jane

  • When faced with an issue Jane will improvise and adapt her approach. She doesn’t bother her manager or others.
  • If Jane notices that somebody else has made a mistake she fixes it. There is no noise or palaver, she keeps things moving.
  • Jane never makes any mistakes herself, or at least never talks about them.  Jane is a delight to manage, she never causes any trouble.
  • Jane is absolutely committed to the organisation. She doesn’t moan or complain. She understands exactly the “way things are done around here”.

Employee 2: Joan – rhymes with moan

  • If there is an issue Joan will fix it. But she also feels compelled to let those around her know that the system has failed and what she has done about it.
  • If Joan notices anybody else make a mistake she points it out.  Not in a nasty blame creating way, just to stop it happening again.
  • Joan is always messing things up, and when she does she lets everybody else know about it. She says she doesn’t want them to fall into the same trap.
  • Joan is forever challenging and questioning. She is always suggesting  a better way to do things, constantly rocking the boat. …

Let’s be honest… We would all rather employ Jane than Joan.  But Joan is the one who will do the most good for our organisations.”

How exactly does the stock market work

February 29, 2016


The difference between truth and honesty

February 22, 2016

By Shane Parrish via farnamstreetblog.com   Article

The Difference Between Truth and Honesty: What Law School Teaches us About Insight, Logic, and Thinking

Matthew Frederick‘s series of 101 things I learned in {Business School, Law School, Architecture School, Engineering School} attempts to distill the key learnings from these disciplines and offer them in a bite-sized package.

In 101 Things I Learned in Law School he teams up with California-based attorney Vibeke Norgaard Martin. Together they deliver a noteworthy book for the armchair lawyer in all of us. Despite the title, readers will find the selection of insights below connect to a lot of the ideas on this site.

Consider this bit on the difference between truth and honesty.

Lawyers must be honest, but they don’t have to be truthful. Honesty and truthfulness are not the same thing. Being honest means not telling lies. Being truthful means actively making known all the full truth of a matter. Lawyers must be honest, but they do not have to be truthful. A criminal defence lawyer, for example, in zealously defending a client, has no obligation to actively present the truth. Counsel may not deliberately mislead the court, but has no obligation to tell the defendant’s whole story.”

“Honesty and transparency make you vulnerable. Be honest and transparent anyway.”

Mother Teresa
Founder Of The Missionaries Of Charity


Giving a damn

February 22, 2016

By Pascal Finette via theheretic.org   Article

“It is pretty remarkable how often we find ourselves in situations where we, as the consumers of a product or service, can clearly tell that the other party doesn’t give a damn.

The person behind the car rental counter, the call center agent at our mobile phone company, the kid at the checkout register of our local cinema, the dude who replied to our customer service email. They all don’t seem to give a damn.

You can sense it, feel it and see it. You feel shitty about the service, the product and the company. If you have alternatives, you go out of your way to not interact with these people, their products and their companies ever again.

I’m here to tell you once and for all that giving a damn is seriously underrated and caring is a competitive advantage.

Companies and their people that care get our business. And it‘s more than that. They get our admiration, our recommendation and sometimes our love.

There is a reason why Zappos is quite literally ‘loved’. And it’s not (only) because of the shoes they sell. There is a reason why I go out of my way to tell people to get their coffee from Verve in Santa Cruz. And it’s not just because their coffee tastes good. There is a reason why I tell all my friends to sign up for the handful of web services I use. And it’s not just because they rock.

It’s because they give a damn about me. And more so – they care.

Caring is a massive competitive advantage.”

If at first …

February 22, 2016

“If at first you don’t succeed… so much for skydiving.”

– Henny Youngman