Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.
Never justify someones wrong action, without them apologizing first & admitting their wrongs. If you do. You are not making them better, but you are making them worse on the bad things they do.
If you have influence on other people. Dont be influenced by their hate, money, jealousy, anger and popularity .
I dont celebrate any friendship that was build on hate, because we share the common enemy.
Children are no longer being parented, but are raised. Thats why they don't have morals, ethics,humanity and manners, because their parents neglected them. We now live in a society that doesnt care about right or wrong.
When people support you when you have done something wrong. It doesnt mean you are right, but it means those people are promoting their hate , bad behavior or living their bad lives through you.
No matter how tiny you look, you can lead huge men if you have what the huge men don't have.
Don’t let any situation intimidate you, defeat you, or conquer you. you are stronger and smarter than anything that challenges you.
Many people spend more time looking at their failures than focusing on their successes.
Don’t blame others. it won’t make you a better person.
Becoming a great leader doesn’t mean being perfect. it means living with your imperfections.
Do not allow your inner doubts to keep you from achieving what you can do.
When your intuition is strong, follow it.
Intuition is a sense of knowing how to act decisively without needing to know why.
Don’t set your own goals by what other people make important.
Focus on how far you have come in liferather than looking at the accomplishments of others.
Self-assurance reassures others and reassures yourself.
Greatness means setting out to make some difference somewhere to someone in someplace.
The worst enemy of our humanity is our self-doubt.
When we allow negative messages to fester in our head, they take on a life of their own.
Making a product is just an activity, making a profit on a product is the achievement.
A true professional not only follows but loves the processes, policies and principles set by his profession.
In the business people with expertise, experience and evidence will make more profitable decisions than people with instinct, intuition and imagination.
Rejection is an opportunity for your selection.
Be creative while inventing ideas, but be disciplined while implementing them.
when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS
REJECTION is kind of your negative ILLUSION which has no value but it’s give you a CLUE to go for next level of your ACTION.
Your VISION and your self-willingness is the MOST powerful elements to conquer your goal
If you are not EXCITED enough at your present life its mean your future is not EXITING. Excitement will give you ENTHUSIASM and enthusiasm will give you a positive energetic LIFE STYLE which could give you a successful exiting life…
Your traditional EDUCATION is not going to CHANGE your life but the life you are experiencing that can change you. Choose a POSITIVE life STYLE with positive ATTITUDE which could bring you a life with HAPPINESS and WISDOM
Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life
How you think and create your inner world that you gonna become in your outer world. Your inner believe manifest you in the outside
CONFIDENCE is not showing off your VANITY, it’s about to be HUMBLED and KIND to others what are you truly SKILLED and PROFESSIONAL about…
One of the functions of leadership is to lead, and weak managers may simply check and check and check with others because they are not capable of leading when it is required of them to lead. Benedict says that in matters of importance the abbot or prioress is to ask everyone in the community, 'starting with the youngest,' and then the abbot or prioress is to 'do what seems best.
Ineffective leadership, is the plight of followers who anoint power to the autocratic persons who's visions are not founded but are rather arbitrary in their nature.
Just because you have baggage doesn't mean you have to lug it around.
QUIT = Quickly Uphold Important Things
The essence of Agile movement, whether in new product development, new service offerings, software applications, or project management, rests on two foundational goals: delivering valuable products to customers and creating working environments in which people look forward to coming to work each day.
As Waterman has noted: In today’s business environment, more than in any preceding era, the only constant is change. Successful organizations effectively manage change, continuously adapting their bureaucracies, strategies, systems, products, and cultures to survive the shocks and prosper from the forces that decimate the competition.
Too many companies believe people are interchangeable. Truly gifted people never are. They have unique talents. Such people cannot be forced into roles they are not suited for, nor should they be. Effective leaders allow great people to do the work they were born to do.
As I have earlier noted, the most important things in life and in business can’t be measured. The trite bromide 'If you can measure it, you can manage it' has been a hindrance in the building a great real-world organization, just as it has been a hindrance in evaluating the real-world economy. It is character, not numbers, that make the world go ‘round. How can we possibly measure the qualities of human existence that give our lives and careers meaning? How about grace, kindness, and integrity? What value do we put on passion, devotion, and trust? How much do cheerfulness, the lilt of a human voice, and a touch of pride add to our lives? Tell me, please, if you can, how to value friendship, cooperation, dedication, and spirit. Categorically, the firm that ignores the intangible qualities that the human beings who are our colleagues bring to their careers will never build a great workforce or a great organization.
Younger managers learn quickly that, whatever the public protestations to the contrary, bosses generally want pliable and agreeable subordinates, especially during periods of crisis. Clique leaders want dependable, loyal allies. Thos who regularly raise objections to what a boss or a clique leader really desires run the risk of being considered problems themselves and of being labeled "outspoken," or "nonconstructive," or "doomsayers," "naysayers," or "crepehangers.
The most feared situation is to end up inadvertently in the wrong place at the wrong time and get blamed. Yet this is exactly what happens in a structure that systematically diffuses responsibility. It is because managers fear blame-time that they diffuse responsibility; however such a diffusion inevitably means that someone, somewhere is going to become a scapegoat when things go wrong.
Every posting, message, or email creates an impression, a public persona, from which other people make judgments. We make judgments about others, but how often do we turn that critical analysis on ourselves?
You have the right to remain silent. Anything you say can and will be used against you in a court of law...Do you understand the rights I have just read to you? With these rights in mind, do you wish to speak to me?” Most Americans adults have heard the Miranda rights from countless television and movie crime drams. The first statement of the Miranda rights is a simple but powerful declarative sentence. “You have the right to remain silent.” Not speaking will not be held against you, but the suspect is told that any words spoken “can and will be used against you in a court of law.” U.S. law provides the opportunity for reflection and protection against self-incrimination with the last sentence asking, “Do you wish to speak to me?” Reflect and ask yourself, it is wise to post or send an email containing that information?
A car crash at seventy-five miles an hour results in glass and steel strewn about the roadway. Emergency workers attend to the injured drivers, passengers and bystanders, and remove the wreckage. An electronic communication wreck lacks the visual drama, but imparts damage just as real and just as permanent. A momentary lapse in judgment may prove catastrophic for the writer, their family, coworkers, and stakeholders.
Emails, texts and social media promise the writer the power to be heard…In a society where relinquishing control is viewed as weakness, power is relinquished through every message sent without forethought to the potential consequences.
Once a message has been sent electronically, the writer has ceded power not just to the recipient, but to whomever the recipient chooses to forward the information. To access electronic communication is to control it. The recipient, not the writer, has power over future dissemination of the writer’s words.
We live in a world in which everything seems to needed now and working quickly is normally viewed as a positive attribute in the workplace...Do not let yourself become too frazzled and stressed by doing everything at high speed.As I have coached hundreds of individuals in the workplace, I have discovered that we waste precious time by delaying and procrastinating. We might know that the work is very urgent and important but we still might find ourselves being slow to start the task.
Sometimes servant leaders focus on the servitude part and forget the leader part. Great leadership isn't about abdication of power, it about the benevolent application of that power.
Happiness is good management of expectations and good management means making order and assembling the contingent elements of the "do's'" and the "don'ts", the "maybe yes'" and the "maybe not's". When we really want to live in agreement with ourselves and find peace with the surrounding world, good management is liberating. ( " Expectations " )
A single employee, with one message, can succinctly capture the essence of a corporation the same way an iconic photograph captures a moment. Unfortunately, it is usually the negative massages that are published or used in lawsuits.
True leaders don't give consoling answers, they take constructive actions.
Maybe it is not a coincidence that, even in heaven, under the perspective of the Bible, there is a hierarchy. After all, what better way to impose the “benefits” of accepting the power of a hierarchy in the human mind?
Whatever the religion, we are formatted to accept hierarchy without any questions and while most management studies discuss business models, organisation and power structure, they seldom question the different types of hierarchies. One has to wonder if this hierarchy really is an absolute truth…
I don't put my ideas in a meeting for acceptance or rejection, I put them in the market for success or failure.
Hug your customers but also offer handshake to your competitors.
Children imitate their parents, employees their managers.
Setting a goal is like to set your destination point in your life GPS which could take you to your desire position as you dreamed about...
Your every positive action in your life will increase your self-esteem and this self-esteem will boost you for more positive action to take you on success
Give yourself a great self-respect to know who you are then your confidence will shine on you
You gotta make it a priority to make your priorities a priority.
In life, you get what you believe you deserve.
No obstacle is so big that one person with determination can't make a difference.
At the heart of all sales and marketing is the ability to create demand even in the absence of logic.
The real challenge is for each of us to determine where we feel we can make the most impact.
Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.
Success doesn't teach as many lessons as failure
To be successful, innovation is not just about value creation, but value capture.
No one who ever led a nation got there by following the path of another.
You'll never know how close you are to victory if you give up.
Most startup failures result from entrepreneurs who are better at making excuses than products.
Every threat to the status quo is an opportunity in disguise.
A free and open Internet is a despot's worst enemy.
The best big idea is only going to be as good as its implementation.
Smart entrepreneurs learn that they must fail often and fast.
Our world's future is far more malleable and controllable than most people realize.
The customer is always right...even when they're wrong.
Those that recognize the inevitability of change stand to benefit the most from it.
The joy of disruption comes from accepting that we all live in a temporal state.
Billions of dollars worth of research knowledge lie dormant at American universities waiting for the right disruptor to come along and create a business.
Crowdsourcing is the ultimate disruptor of distribution because in a most Zen-like fashion, the content is controlled by everyone and no one at the same time.
The power of crowd sourcing always remains with the crowd, not the technological implementation.
Lifelong learning is no longer a luxury but a necessity for employment.
Speed to fail should be every entrepreneur's motto. When you finally find the one idea that can't be killed, go with it.
Your energy is a valuable resource, distribute it wisely.
An average idea enthusiastically embraced will go farther than a genius idea no one gets.
Insight and drive are all the skills you need. Everything else can be hired.
The most important tool you have on a resume is language.
Be the best at what you do or the only one doing it.
Starting each day with a positive mindset is the most important step of your journey to discovering opportunity.
The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.
If life, you get what you believe you deserve.
A career is just a longer trip with a whole lot more baggage.
You will have more regrets for the things you didn't try than the ones you tried and didn't succeed at.
Building a career or a company is about living a few years of your life like most people won't so that you can spend the rest of your life living at a level most people can't.
You can truly have it all, just not all at the same time.
If you don't know where you want to be in five years, how do you ever expect to get there?
Plan for ways to get more enjoyment into your life and you will get more joy out of it.
Accepting that the odds are against you is the same as accepting defeat before you begin.
Whether driven by ambition or circumstance, every career gets disrupted.
Data has no ego and makes an excellent co-pilot.
Corporate planning cycles are a classic example of generals fighting the last war over again instead of preparing for what might lie ahead.
A disruptor finds opportunity and profit from his misfortunes.
A dream with a deadline is a goal.
A negative mind will never find success. I have never heard a positive idea come from a person in a negative state.
Problems are just businesses waiting for the right entrepreneur to unlock the value.
The most successful people have the same twenty-four hours in a day that you do.
If you can imagine a solution, you can make it happen.
It is not incumbent on the world to conform to your vision of change. It is up to you to explain the future in terms that those living in the past and present can follow.
CEOs will gladly overpay for a company if the acquisition enables them to keep their jobs.
There are two types of people in this world: those whose look for opportunity and those who make it happen.
The business world is littered with the fossils of companies that failed to evolve. Disrupt or be disrupted. There is no middle ground.
You have a choice: pursue your dreams, or be hired by someone else to help them fulfill their dreams.
All businesses -- no matter if they make dog food or software -- don't sell products, they sell solutions.
There is a difference between failing and failure. Failing is trying something that you learn doesn't work. Failure is throwing in the towel and giving up.
There are riches to be found simply by capturing the value released through others' disruptive breakthroughs.
The majority of people are not willing to risk what they have built for the opportunity to have something better.
Would you rather work forty hours a week at a job you hate or eighty hours a week doing work you love?
Disruption isn't about what happens to you, it's about how you respond to what happens to you.
All Disruption starts with introspection.
Disruption causes vast sums of money to flow from existing businesses and business models to new entrants.
Self-disruption is akin to undergoing major surgery, but you are the one holding the scalpel.
I made the mistake of using my earned sick time at the W. M. Keck Observatory for essential surgery. When I returned to work the management team demanded my resignation numerous times, citing my essential surgery as a reason. The W. M. Keck Observatory taught me that using earned sick time in the USA may put your future employment at significant risk.
Unfortunately, the board of directors that the middle managers report to generally make them aggressive. Imagine being hired into a company and then being told that you have to ignore the emerging health and safety issues (This is illegal!) and not inform the workers that the system is known to be dangerous (This is illegal!). You have two options: To go to jail for illegal activities sometime in the future, or to lose your job now and have all your USA workplace rights removed for recognizing the illegal activities that your Directors want you to engage in. Welcome to the corporate America management team!
People act in ways to maximize their self-interest within a company, so create incentives that align employee's objectives with the organization's mission statement. Reward compliance with core values as much as profitability, especially in the face of competitive pressures.
If you don't know the answer to a question, don't guess, don't speculate, don't hypothesize, don't make a joke it by email, tweet, conference call, or at a press conference...Somehow, eventually, the electronic communication surrounding a situation will be made public and clarify and clarify what actually transpired.
A good manager instills staff with self-confidence, teaches them to believe in themselves and helps them to realise their brilliance. Do not ever treat your staff with disrespect. It is competent until proven incompetent; not incompetent til proven competent.
You can't force creatives into a box. If you try, they'll no longer be creative. And no one will want your box.
World can run without money and currencies but not without business and trade.
Your money is just a condition to get my business, your professionalism is the price.
In business 'professionalism' is not a tactic but a moral value.
I don't waste food, water, money, time and talent.
For a business to strengthen its position on the market, its managers should become skillful at helping their subordinates to set and achieve specific and measurable goals with realistic deadlines and clear expectations. Managers should also mentor employees through challenges, helping them grow and develop new skills.
If you want to strike, strike now. No matter how skillfully a footballer strikes beyond the 90 minutes' regulated time, he makes no influence. Strike now before it becomes too late!
Although some organizations today may survive and prosper because they have intu- itive geniuses managing them, most are not so fortunate. Most organizations can benefit from strategic management, which is based upon integrating intuition and analysis in decision making. Choosing an intuitive or analytic approach to decision making is not an either–or proposition. Managers at all levels in an organization inject their intuition and judgment into strategic-management analyses. Analytical thinking and intuitive thinking complement each other. Operating from the I’ve-already-made-up-my-mind-don’t-bother-me-with-the-facts mode is not management by intuition; it is management by ignorance. Drucker says, “I believe in intuition only if you discipline it. ‘Hunch’ artists, who make a diagnosis but don’t check it out with the facts, are the ones in medicine who kill people, and in management kill businesses.
Imagine going to work every day to do only and exactly what you love!! All the work gets done because of the abundant diversity of your team. Different skills, interests and talents are woven together into a whole that is much greater than the sum of the parts!
Managers’ responsibility is to ensure that people deliver the expected results, which are the company’s strategy. The company’s strategy, in turn, determines its competitive advantage. So, if a manager does a poor job of motivating employees’ productivity, the enterprise is a weak competitor.
Let me leave you with this thought, written by my father before he died. If you incorporate it into your system of values, it will serve as a worthy guide to the management of your sexual energy: Strong desire is like a river. As long as it flows within the banks of God’s will—be the current strong or weak—all is well. But when it overruns those boundaries and seeks its own channels, then disaster lurks in the rampage below.
Many small businesses are doomed from day one, not from competition or the economy, but from the ignorance of their owners . . . their destiny is already decided because they have no idea how a business should be operated.
I live in the Managerial Age, in a world of "Admin." The greatest evil is not now done in those sordid "dens of crime" that Dickens loved to paint. It is not done even in concentration camps and labour camps. In those we see its final result. But it is conceived and ordered (moved, seconded, carried, and minuted) in clean, carpeted, warmed and well-lighted offices, by quiet men with white collars and cut fingernails and smooth-shaven cheeks who do not need to raise their voices. Hence, naturally enough, my symbol for Hell is something like the bureaucracy of a police state or the office of a thoroughly nasty business con
What it takes to do a job will not be learned from management courses. It is principally a matter of experience, the proper attitude, and common sense — none of which can be taught in a classroom... Human experience shows that people, not organizations or management systems, get things done.
The summit of Mauna Kea was definitely a place where it was better to be a hard to replace skilled engineer than an easy to replace technician. It was my experience that once you had developed Mauna Kea Sickness that the management team would blatantly harass you out of your job using nasty inhumane human resources techniques.
In high altitude astronomical facilities we routinely discharged large amounts of nitrogen gas into closed spaces. We were never informed by the astronomy management team about the abnormally low oxygen environments that the use of liquid nitrogen creates, how long term exposure to it manifests itself in human health and the resulting abnormal mental behaviors.
The upper management team had informed me that an employee that worked for me was a poor performer and would be terminated soon. This employee was clearly displaying mental health issues that were causing problems in the workplace. When I followed the company procedures and reported this to human resources, their response was to inform me that my contract would not be renewed and I would be immediately fired if anyone complained about me. This was my introduction to how mental health issues are handled in the USA.
When I worked in high altitude astronomy, the worst sickness that I experienced was not at the 13,796 feet very high altitude summit of Mauna Kea Observatory (MKO) in Hawaii, it was at Kitt Peak National Observatory (KPNO) in Arizona at the much lower altitude of 6,875 feet. Due to my very high altitude experiences, I knew that this strange sickness was not primarily caused by altitude sickness and was most likely Sick Building Syndrome (SBS). After reporting various behavioral problems in all of the staff to the management team, my contract was not renewed, I was unable to legally protect the health and safety of the workers that I was responsible for, troubleshooting of this environmental problem stopped and I left in a sickened state for my next position before I could find the root cause.
When I worked at the W. M. Keck Observatory on the 13,796 feet very high altitude summit of Mauna Kea, we would routinely be engulfed in cold clouds of helium and nitrogen gas as we discharged it into the video camera systems daily. The management team never warned us that we were in a hazardous oxygen deprived environment during this activity that was known for its ability to adversely affect physical and mental health, and possibly bring on death by asphyxiation.
The biggest surprise that I had during my time in high altitude astronomy was being prevented from arranging a free Occupational Safety & Health Administration (OSHA) onsite evaluation to assist with bringing the observatory into OSHA compliance by the upper management team that I reported to.
A clear mission statement describes the values and priorities of an organization. Developing a mission statement compels strategists to think about the nature and scope of present operations and to assess the potential attractiveness of future markets and activities. A mission statement broadly charts the future direction of an organization. A mission statement is a constant reminder to its employees of why the organization exists and what the founders envisioned when they put their fame and fortune at risk to breathe life into their dreams.
People of great faith are almost always lacking in reason, while people possessed of great reason often suffer from a pitiful lack of faith. So it always happens that people of great faith can move the world but cannot steer it, while people possessed of great reason excel at steering the world but are hopeless at moving it
It was a mild winter’s evening in ‘Japp’s Saloon and Speakeasy’, in the northwest corner of the only legal red-light area of the city. (The S.O.D.s believed in crime management.) Timaset Skooch leaned back in the aluminum framed chair, checking his cards carefully while wearing his best poker face. Across the table from him sat Jonn Deire, a large man who was trying very hard to out-poker face him and who didn’t enjoy jokes about his name much.
Early on I realized that I had to hire people smarter and ore qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.
Data may disappoint, but it never lies.
If we agree that the education, employment and retirement continuum is no longer a linear “cradle to grave” construct, then several tools for managing this reality are increasingly proving redundant. Job descriptions used for hiring are one such example. Hiring managers often write these as a reflection of their own experiences, ignoring the fact that we are entering an era where the emphasis should be less on ready competence and more on transferable skills.
The employment equation used to be built on a foundation of two-way loyalty. The world has changed. Today, successful employment relationships can only be sustained on a foundation of two-way honesty
Truth be told, nobody thought Dell’s direct business model would work, at least back in the early 90s. As Bill Sharpe, head of the advertising agency that held the Dell Canada account from 1996 to 2006, told me, “I had a business partner in California who said, we have a client, Dell. It sells computers over the phone, and ships them to you. I said, ‘There’s no way, who’s gonna buy a computer over the phone? They’re complicated.
Truth be told, nobody thought Dell’s direct business model would work, at least back in the early 90s. As Bill Sharpe, head of the advertising agency that held the Dell Canada account from 1996 to 2006, told me, “I had a business partner in California who said, we have a client, Dell. It sells computers over the phone, and ships them to you. I said, ‘There’s no way. Who’s gonna buy a computer over the phone? They’re complicated.
Some might debate whether people are born with talent, or whether it is developed. Toyota’s stand is clear—give us the seeds of talent and we will plant them, tend the soil, water and nurture the seedlings, and eventually harvest the fruits of our labor... Of course the wise farmer selects only the best seeds, but even with careful selection there is no guarantee that the seeds will grow, or that the fruits they yield will be sweet, and yet the effort must be made because it provides the best chance of developing a strong crop.
Remember the Golden Rule? "Treat people as you would like to be treated." The best managers break the Golden Rule every day. They would say don't treat people as you would like to be treated. This presupposes that everyone breathes the same psychological oxygen as you. For example, if you are competitive, everyone must be similarly competitive. If you like to be praised in public, everyone else must, too. Everyone must share your hatred of micromanagement.
When the management iceberg is shaped like a huge phallus, you know that there are a lot of tossers that the top penguin has had to climb over to reach the tip and that there is no shortage of the same caliber of penguin in the balls and shaft of the corporation, just waiting for their chance to get a spurt to the top. Should I sugar coat this a little more? or tell it like it is?
The truly effective managers we've observed are purposeful, trust in their own judgement, and adopt long-term, big-picture views to fulfill personal goals that tally with those of the organization as a whole. They break out of their perceived boxes, take control of their jobs, ...
Any vigorous competition will entail at least two elements: offense and defense. Offense is the effort you put into scoring against your opponents, and defense is the effort you apply to stop them from scoring against you. Those who suggest that "a little healthy competition can't hurt" are thinking only of the offense part....The offense component of internal competition is problematic, but the defense component is always injurious. When peer managers play defense against each other (try to stop each other from scoring), they are engaging in anticooperation.
If the essential task of middle managers is reinvention, when is that task to be carried out? The answer is, during time that is not used up directing day-to-day business. The fact that managers have time on their hands (i.e., their operations tasks take up less than eight hours per day) gives them time for reinvention. The extra time is not waste, but slack. Without it they could function in only their operational roles. Reinvention would be impossible because the people who could make it happen are just too busy to take the time.Even companies that didn't fire their change centers have hurt themselves by encouraging their middle managers to stay extremely busy. In order to enable change, companies have to learn that keeping managers busy is a blunder. If you have busy managers working under you, they are an indictment of your vision and your capacity to transform that vision into reality. Cut them some slack.
There is no such thing as "healthy" competition within a knowledge organization; all internal competition is destructive. The nature of our work is that it cannot be done by any single person in isolation. Knowledge work is by definition collaborative.
One conclusion is becoming more and more evident: The primary focus of any manager should be to energize people, to make sure that they actually want to do all that stuff. And doing all that stuff requires motivation.
Authenticity requires us to slow down. Fast times require us to slow down. To be effective, we need to slow down our pace of thought and action and focus on managing our attention. To be authentic leaders we need to act from intention and choice rather than from habit and impulse.
Great leaders catch and correct problems while they’re still small and able to be managed without a lot of hassle. If ignored too long, small problems will morph into much bigger issues that will require more time and effort and at a high cost, causing a great deal of disruption and stress.
Managers who inspire extraordinary loyalty from their people tend to be highly charismatic, humorous, good-looking, and tall. So, by all means, strive to be those things. If you don't feel able to improve any of those factors very much, you might consider holding on to your people by designing a little slack into their lives.
Now If diversity were inherently good, inherently valuable, inherently wonderful, why would we have to have the highly-paid profession know as 'diversity consultant' to manage it? Things that are inherently good, to enjoy them, or to make the most of them, you don't need a consultant. You don't need a consultant to make the most out of good-tasting food, beautiful weather, the affection of your friends. Those are inherently good things. Diversity required consultants because diversity is hard. Diversity is difficult. It's because it's difficult for people to try to work, to act, and live together with people are are unlike themselves.
The best predictor of how much work a knowledge worker will accomplish is not the hours that he or she spends, but the days. The twelve-hour days don't accomplish any more than the eight-hour days. Overtime is a wash.
The Four Keys of Great Managers:1. "When selecting someone, they select for talent ... not simply experience, intelligence or determination."2. "When setting expectations, they define the right outcomes ... not the right steps."3. "When motivating someone, they focus on strengths ... not on weaknesses."4. "When developing someone, they help him find the right fit ... not simply the next rung on the ladder.
Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.
The rationales for centralized, to-down decision making - control, direction, and compliance - melts away when individuals are tightly aligned with the company's values and goals, accountable for their actions, and self-regulated.
A baseball manager recognizes a nonphysical talent, hustle, as an essential gift of great players and great teams. It is the characteristic of running faster than necessary, moving sooner than necessary, trying harder than necessary. It is essential for great programming teams, too.
That's why I bake. To fill fairies with goodness."And it was true, she realized. She didn't run the kitchen just to boss other fairies around. She didn't give orders just to make herself feel important. Well, at least she wouldn't anymore. No. The day before, she hadn't missed that part of her job at all. She had missed the baking. She had missed creating something for others to enjoy.And, oh, how she wanted to go back to work!
A farmer's work is more like that of a horse trainer than a mechanic, more like that of a healer than a computer repairperson. It is not really accurate to say that farmers grow food or raise animals. Farmers alter environmental conditions in such a way as to maximize a plant's or an animal's innate ability to do its own growing -- in the same way that the best horse trainers seek to draw out abilities already within their horses or in the way the best healers know when to stand back and let their patients' bodies do the work. There is mystery in farming.
Molly. I have an opportunity for you.”“An opportunity?” I repeated, without enthusiasm. Oh, good. Next comes the part where he tells me to be a “team player” and then dumps some tedious task on me.“It’s a chance for you to show that you can be a team player,” Bill Vogel said.
A few of the managers we spoke with for this book worried that the tour of duty framework might give employees "permission" to leave. But permission is not yours to give or to withhold, and believing you have that power is simply a self-deception that leads to a dishonest relationship with your employees. Employees don't need your permission to switch companies, and if you try to assert that right, they'll simply make their move behind your back.
It can be dangerous to be right at the outset. Managers in some LCD-first companies interpreted the pivot point as an unconditional endorsement of everything they had been doing. As a result, they failed to recognize the need to rethink some details of their technology, such as the importance of color displays, and their complacency helped former plasma companies pull ahead.
I call these lessons ‘learned on the fly’ because the knowledge gained from the experiences connected with them were very much akin to the spirit of the centerfielder in baseball running backward at full speed, looking towards the heavens, trying to not lose sight of the ball or fail to notice the sensation of gravel from the warning track under his cleats as he knowingly approaches the blindside impact of an outfield wall. His focused intention guides him into trying to make the catch that will save the game for his team, his city and the harmony of the moment, despite the foreboding threat of a pending collision. Decisions in these situations are made in an instant. One weighs the purpose of the game, the success of the catch and one’s own safety of survival in a fleeting moment, and in all hopes one lives to tell about it in the glow of great success.