I got really inspired by this article and I need to share it with you. It talks about the value of keeping some time to THINK especially when you reach a more strategic level in the company. Written by Jeff Weiner, CEO at LinkedIN, from his own experience.
If you were to see my calendar, you'd probably notice a host of time slots greyed out but with no indication of what's going on. There is no problem with my Outlook or printer. The grey sections reflect "buffers," or time periods I've purposely kept clear of meetings.
The Youth Effect - this is a book I co-authored and co-curated with a few YGL friends a few years ago. We curated the thoughts from 21 YGL's on how decision makers can better engage young people in what they are doing. We launched the book in Davos a 2 years ago. See http://www.youtheffect.org
Semler is the CEO of Semco, a Brazilian Company known for its form of "industrial democracy": most workers set their own working hours, they vote for the most important decisions and most of the management gets to set their own salary and bonuses.
- Never stop being a start-up
- Don't be a nanny.
- Let talent find its place.
- Make decisions quickly and openly.
- Partner promiscuously.
His company is really successful and his style inspires and impresses others. However, can this management model work for all companies? And if it has proven to be so successful, I keep wondering: why hasn't it been adopted elsewhere?
“Don’t smoke too much, drink too much, eat too much, or work too much. We’re all on the road to the grave—but there’s no need to be in the… Read morepassing lane.” — Robert Orben, American humorist. Recently, I held a public seminar where one of the participants posed an interesting question to me in the Q&A section: “Laura, how much work is enough? I could work 16 hours a day, but I’m not sure when to stop! What is a good gauge?” What a great question! One of the audience members said (only half-jokingly), “I stop when I finish my to-do list or can’t stay awake any longer.” (more…)
In this HBR article, emeritus professor of organizational behavior Rob Goffee reveals how a "dream organization" operates:
"it’s a company where individual differences are nurtured;
information is not suppressed or spun;
the company adds value to employees, rather than merely extracting it from them;
the organization stands for something meaningful;
the work itself is intrinsically rewarding;
and there are no stupid rules."
Stand for More Than Shareholder Value People want to be a part of something bigger than themselves, something they can believe in. "I've worked in organizations where people try to brainwash me about the virtues of the brand," one seminar participant told us.
Want to see how someone really is? Just give them power, it will disclose their real character.
"For givers, power is associated with responsibility to others. This means that power often grants givers the latitude to help others without worrying about exploitation by takers or sheer exhaustion. For takers, on the other hand, power is a license to advance their own interests[...]
Perhaps gaining power doesn’t cause people to act like takers. It simply creates the opportunity for people who think like takers to express themselves."
Frank Lloyd Wright is often touted as the greatest architect in American history, but he is also remembered as a man corrupted by power. Before he became famous, Wright was the head draftsman for the renowned architect Louis Sullivan.
The Stockdale Paradox is a very interesting case study. We all have to balance logic with optimism is a crisis. How you do this has a direct implication on how you are able to manage the crisis.
The Stockdale Paradox is named after admiral Jim Stockdale, who was a United States military officer held captive for eight years during the Vietnam War. Stockdale was tortured more than twenty times by his captors, and never had much reason to believe he would survive the prison camp and someday get to see his wife again. And yet, as Stockdale told Collins, he never lost faith during his ordeal: “I never doubted not only that I would get out, but also that I would prevail in the end and turn the experience into the defining event of my life, which, in retrospect, I would not trade.”
Then comes the paradox: While Stockdale had remarkable… Read morefaith in the unknowable, he noted that it was always the most optimistic of his prisonmates who failed to make it out of there alive. “They were the ones who said, ‘We’re going to be out by Christmas.’ And Christmas would come, and Christmas would go. Then they’d say, ‘We’re going to be out by Easter.’ And Easter would come, and Easter would go. And then Thanksgiving, and then it would be Christmas again. And they died of a broken heart.”
I recently had a conversation with some fellow small business owners and was surprised to learn that many of them don't allow employees to telecommute. After years of telecommuting myself and allowing my employees to do the same, I believe business owners' objections are out of date and misguided.
This article is by Pedro Matos, an associate professor of business administration at the University of Virginia's Darden School of Business. There has been a good deal of press coverage of the numbers of zeros in the paychecks of American chief executives. Many people, especially workers who have faced stagnant or [...]