I ran across an interesting Blog post this past weekend from Daniel Newman, on a site called MillennialCEO.com, entitled, “Death of Distance – Social Media & Collaboration.”
The post was a well-written piece on how ubiquitous social media and collaboration has become in our lives, and that distance is no longer defining the intimacy of relationships (at least from a knowledge-sharing perspective).
Anyone who tries to make a distinction between education and entertainment doesn’t know the first thing about either.
In the spirit of Marshall McLuhan, I took a look at this year’s Oscar nominees for any education that we might glean from the entertainment. (Spoiler alert: some of the comments below may shed light on the event outcome of the narrative of the films being discussed. If you prefer to see the film first, read this article later.)
If micro-managers are like babysitters, then the bosses we all hope to have are like great coaches.
Coaches inspire and bring out the best in their team. Micro-managers slowly suck the life out of you.
Everybody knows a micro-manager, but nobody claims to be one. Certainly, bosses view themselves differently than their employees see them. 1 in 3 managers say they use a coaching style, but only 1 in 5 employees agree (according to this Adecco study). So, here’s my take on some of the most distinctive attributes of an inspiring coach and a micro-manager.
Anyone? Anyone? A new survey suggests the allure of C-suite positions has washed away. What's cool in 2012? You guessed it: entrepreneurship.
Survey a decent number of people and at least a few of them will probably say most anything—even the utterly outrageous. After all, nearly 20 percent of Americans tell pollsters that the sun revolves around the earth and about an equal percentage admit to believing in witches. So to call up thousands of people and find not a single one willing to agree to a proposition is pretty unusual. But one poll recently managed it.
Ah ref! Now you have an excuse for thinking your team always performs best. Your brain perceives the actions of people in your own team differently to those of a rival team.
Pascal Molenberghs at the University of Queensland in Brisbane, Australia, divided 24 volunteers into two teams and had them judge the speed of hand actions performed by two people, one from each team.
Greg Hartley, U.S. Army Special Forces (Retired) and Author of The Most Dangerous Business Book You’ll Ever Read, talks about how a good manager can read body language indicators of his or her employees.
- Establish your leadership style
- How to manage mistakes and respond in a way that encourages growth
- Three-tier model of networking, not just social networking
BlackBerry Maker Seeks to Regain Footing in U.S.; Shares Down 7%
- Research In Motion Ltd.'s new chief executive said Monday he won't divide the company into parts and is confident in its strategic path, but will be open to licensing partnership offers as they come along.
As a senior executive, you may think you know what Job Number 1 is: developing a killer strategy. In fact, this is only Job 1a. You have a second, equally important task. Call it Job 1b: enabling the ongoing engagement and everyday progress of the people in the trenches of your organization who strive to execute that strategy. A multiyear research project whose results we described in our recent book, The Progress Principle,1 found that of all the events that can deeply engage people in their jobs, the single most important is making progress in meaningful work.
Daniel Lewis*, an investor at a Venezuelan equity firm, was in charge of acquiring two textile mills in South America. One was in Maracay, Venezuela and the other in Colonia, Uruguay. The Uruguayan mill's higher productivity persuaded Daniel to invite 40 Uruguayan workers to move with their families to Maracay, to improve output there. The initiative did not work out as expected. The Uruguayans resented the cold shoulder received from the Venezuelans, bickering was rampant, and productivity remained low. Before sending the Uruguayans back to Colonia, Daniel made a last ditch effort: he asked that the Uruguayans be fully entrusted with the denim unit at Maracay. This worked wonders. Left to themselves, the Uruguayan team increased productivity, and this awoke healthy competitiveness from the Venezuelans, whose productivity rose as well.