You deserve a raise

March 27, 2017

By Anna Bahney via   Article

5 arguments you deserve a raise — that your boss can’t ignore

1. You have been an achiever, not merely a doer

… A doer is someone who focuses on tasks, while achievers focus on results. It’s the difference between ‘I wrote business plans’ and ‘I secured new business with plans I wrote’ — or ‘I managed people’ versus ‘The team I managed launched a new product that had high metrics of success XYZ.’

2. You’ve got a ‘no job too big, no job too small’ attitude

… Find ways to demonstrate that you have been the embodiment of an easy-to-work-with ‘no job too big, no job too small’ colleague and employee. … Point that out in a positive way, by showing how you enhanced and improved the workload you were given.

3. Your collegial corridor behavior is impeccable

Now, it’s not going to floor anyone if your top reasons for a raise are that you’re nice, prompt and prepared. Those are usually assumed in a workplace. But the lack of those qualities and behaviors could keep you from a raise. …

4. You’ve demonstrated growth — and you’re still growing

Everyone progressively improves over time, but that doesn’t mean you can’t stop and take measure right now. Find examples of ways you have already become an asset to the company — and will doubtlessly become more valuable as you learn and grow further. … remember to be mindful and keep track of challenges you’re blowing through on your own: Otherwise you might quickly forget how hard it was to learn that new program or master that new style or work on that new contract, once you get used to it.

5. You’re a creator and innovator

If you’ve created something new — a new product, a new protocol, a new system, even, perhaps a new job for yourself — you’re on track for a raise. Supervisors appreciate it when you’re going above and beyond.’I give raises when someone exceeds my expectations, usually when employees take something on that wasn’t originally in their scope of work’ … ‘people ultimately create a position for themselves by making a suggestion, implementing it and taking ownership over it.'”


Dissent is an obligation

March 27, 2017

By Bill Taylor via   Article

True Leaders Believe Dissent Is an Obligation

“… Robin Richards, chair and CEO of the CareerArc Group, makes it clear how he wants his colleagues to behave. ‘Don’t have a meeting with your boss where you agree with him on everything he says,’ Richards explained. ‘If you have an obligation to dissent, then we get the best minds and we get the best outcomes. People like living in that environment. They feel valuable. People become fearless.’

Truth be told, very few people have the guts to dissent, very few people become fearless, because very few leaders emphasize and celebrate their obligation to do so. Edgar Schein, professor emeritus at MIT Sloan School of Management and an expert on leadership and culture, has spent decades studying the attributes that define great executives. One of the attributes he highlights time and again is humility — the sort that invites dissent. Sadly, that kind of humility is all too rare.

Schein once asked a group of students what it means to be promoted to the rank of manager. ‘They said without hesitation, ‘It means I can now tell others what to do.’’ That’s precisely the know-it-all style of leadership that has led to so much crisis and disappointment. ‘Deep down, many of us believe that if you are not winning, you are losing,’ Schein warns. The ‘tacit assumption’ among executives ‘is that life is fundamentally and always a competition.’ But humility and ambition, he argues, need not be at odds. Instead, humility in the service of ambition is the most effective and sustainable mindset for leaders who aspire to do big things in a world filled with huge unknowns.”

Do you know where you are going?

March 27, 2017

By Pascal Finette via   Article

“In Lewis Carroll’s children (and adult) classic “Alice in Wonderland”, young Alice encounters the Cheshire Cat, asking her where she ought to go:

Alice: “Would you tell me, please, which way I ought to go from here?”
The Cheshire Cat: “That depends a good deal on where you want to get to.”
Alice: “I don’t much care where.”
The Cheshire Cat: “Then it doesn’t much matter which way you go.”
Alice: “…so long as I get somewhere.”
The Cheshire Cat: “Oh, you’re sure to do that, if only you walk long enough.”

In a few short lines of dialog Lewis summarizes the whole raison d’être for goals — without a clear picture of where you want to go, you will lose yourself in the journey.

Most of us have experienced this first hand: When we have a clear picture of where we want to go and what we ought to do next (and next after that), we crush it. We move swiftly through our todo list, get tons of stuff done and feel good about our progress and ourselves. Each checking off of a tick box on our todo list reinforces this and moves us forward, with ever more energy, speed and conviction.

But when we lack that clarity we come close to a standstill. We aimlessly browse the web, organize our todo lists (without making much of a dent) and get frustrated about our lack of progress.

I force myself to stop in my tracks when I find myself without aim. Instead of trying to make some vague progress against an ill-defined goal, I pause, reassess and focus all my energy on getting clarity about my goal(s), direction and next steps.”

Repeat this affirmation

March 27, 2017

By Jeff Haden via  Article

To Live Remarkably, Repeat This 1 Affirmation Every Single Day for the Rest of Your Life

“Every accomplishment is based on action, not on thought… yet the thought is always father to the deed. Achievement starts with an idea, a perspective, a point of view, and an attitude: the attitude that no matter what, you will do what it takes to reach your goals — and live the life you want to live.

To do that, here’s one affirmation you should repeat at the start of every day. It’s referred to as ‘The Man in the Arena’ and is an excerpt from this 1910 Teddy Roosevelt speech. …


It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better.

The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.

The best way to be different is to do the things other people refuse to do.

The best way to life the life you want to live is to stop worrying about what other people think.

The best way to succeed is to outthink, out hustle, and outwork everyone else.

You may not be as experienced, as well funded, as well connected, or as talented… but you can always do more than other people are willing to do. Even when everything else seems stacked against you, effort and persistence can still be your competitive advantages — and they may be the only advantages you truly need.

Dare greatly. Know victory. Know defeat.

And every day, commit to living the life you want to live.”

Does cash make it happen?

March 20, 2017

Via   Article

The Truth About Motivation Most Do Not Believe

“Most people firmly believe that cash incentives increase motivation. If you want the job done well, offer a bonus — or so the common belief goes. In fact, psychological research often shows the opposite. When psychologists test the effects of using rewards, they find something strange.

People are indeed motivated by rewards in the short-term. But in the long-term rewards actually undermine motivation. Dr Kou Murayama, first author of a new study published in the journal Motivation Science, said:

‘Society has a deep-rooted misunderstanding of how motivation works, and employers are repeatedly shooting themselves in the foot with the frequent use of rewards to encourage certain behaviours or increase effort.

Our work shows we need to correct our strong misbelief in a carrot and stick approach to achieve sustained motivation among workers.’

… Almost two-thirds of people agreed that incentives would motivate people. Actually the reverse was true: rewards demotivated people. The reasons seemed to be that:

  • People’s autonomy is undermined by rewards. In other words they think if they are being paid to do something, they don’t really want to do it for its own sake.
  • People focus more on the reward than actually doing the job.

Instead of rewards, it is better to focus on internal motivation and people’s personal autonomy should be respected. Dr Murayama said:

‘So much effort is put into having an immediate effect on students or employees, and it is true that people respond well in the short term to things like financial incentives.

However, we have shown that providing a workplace that meets people’s needs and improves job satisfaction is likely to have a greater impact on employees than money on its own.

In the future, it may be possible to explore how such incentives can be transformed into an inner desire in the person to carry out tasks, which is far more powerful.’

The study was published in the journal Motivation Science(Murayama et al., 2016).”

Fancy gets broken

March 20, 2017

By Pascal Finette via  Article

Once You Get Fancy, Fancy Gets Broken

“Recently I overheard a semi-professional cyclist say to a group of other cyclists:

‘Once you get fancy, fancy gets broken’

He was referencing the gear on his bike — the fancier it gets (the more complex, the more features, the more intricate, the more tech) it tends to break more often and in ways which are harder to deal with/repair.

What is true for his gear is, I believe, equally true for your company, your processes and your product. Most of us have a tendency to add to things — we add features, we add complexities, we add steps. All well intended — aiming for more, better, faster.

Yet in reality we tend to just make our stuff break. Features our users don’t understand, code which is buggy, processes which are convoluted, systems which become increasingly complex.

Resist the urge to get fancy. Stay simple and clean. Less is often more.

As famed Braun designer Dieter Rams said: Less but better.”

Hell-bent on flexibility

March 20, 2017

By Elizabeth Dukes via  Article

Why Are Millennials Hell-Bent on Flexibility at Work?

“More than 30 percent of American workers today are part of the Millennial generation, making them the largest shareholder of the American work force, above both Gen-X and Baby Boomers. With Millennials practically owning the labor force these days (and into the future), business leaders are constantly looking for new ways to attract and retain these rising professionals. The answer, it seems, boils down to one key factor: flexibility.
… While flexibility at work (whether that be in the form of flexible workspaces, remote work options, or flexible hours) may seem like a productivity hazard, employers can actually benefit greatly from it. For example, 22 percent of Millennials say they would be willing to work more hours and 82 percent would be more loyal to their employers if they had flexible work options.But where flexibility can really have an impact is on retention: 34 percent have left a job because the employer did not provide flexibility. Clearly flexibility at work is critical to the Millennial way of life — but why?

Here are three key factors influencing Millennials’ preference for flexible work options.

1. Work-Life Balance

… for Millennials specifically, Deloitte’s 2016 Millennial Survey found 88 percent wish they had the ability to choose when they start and finish work. This flexibility supports the desire for better work-life balance so they can create schedules that work with their lives, including when and where they want to work.

2. Technology

Millennials have no interest in the traditional 9-to-5 schedule. They prefer to set their own hours and complete tasks in the way that works best for them. This means employers need to offer flexibility that gives them the option to work remotely, attend meetings virtually, and collaborate online rather than in face-to-face meetings. …

3. On-Demand Work

Another factor driving Millennials’ need for flexibility is the growing gig economy, or on-demand work options. On-demand jobs are appealing to Millennials because they offer exactly the type of flexibility they desire — the ability to set their own hours, seamless technology to find and complete work, and the ability to take on work or ‘gigs’ that appeal to them most.”