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I guffawed.
STRATEGIC MANAGEMENT: THE FOUR PILLARS One of the biggest issues with work is that we try to approach everything at a macro level (big picture), but change really happens at a micro level (individual work). So, if you are a manager of others, take heed of these four pillars of strategic management. Focus on goal-setting. Align the big picture to the day-to-day. COVID IS THE BIGGEST ENDORSER OF DUNBARâS NUMBER IN HUMAN Stunningly to me, considering how much I generally consider psychology and sociology without being a true expert in either, Iâve only mentioned Dunbarâs Number in a blog once, which was this one back in 2015-2016 era. Generally speaking, Dunbarâs Number says the upper limit of your social ecosystem is about 150 people, and that most people have about 4-6 close friends, which is typically STRATEGY AND PLANNING SOMEHOW BECAME BUZZWORDS CAN WE TEACH EMPATHY, ESPECIALLY TO ADULTS? Power positions and empathy. That New York Times article quotes a lot of different studies, from those arguing that we have limits to our empathy when it comes to those of different races to those arguing that if you know empathy is a skill that can be improved, youâll actually work on improving it.. Before we get too too far into this, letâs pause and think about another study referenced A LESSON ABOUT DECISION-MAKING FROM WALMART You can say a lot of things about Walmart, and for most people the majority of them would probably be somewhat negative â although they did just make a move to increase their minimum wage â but it would be hard to argue that the dudes at the top donât know something about business. They employ over 2 million people (Jesus H. Christ) and they racked up $485 billion in sales last year. A âHEADS-DOWNâ WORK CULTURE ACTUALLY IS NOT A GOOD THING October 19, 2015. 1 Comment. on A âheads-downâ work culture actually is not a good thing. If you lined up 100 managers at 100 different types of companies and asked them what types of employees they want under them, Iâd assume more than 70 would describe some version of the classic âheads-downâ employee. That basically meansa person
IS THE DISAPPEARANCE OF JERAMY CARL BURT TIED TO JEANNIE Here are the basics on his case: he disappeared on February 11, 2007 (over seven years ago now); after he disappeared, his ex-wife (who he had been living with in a common-law-type situation) got text messages about him running away to start a new life. At the time, though, he had a young daughter and it was uncharacteristic of him to leave her (often a sign in these cases). THE CONTEXT OF THINGS The absolutely amazing thing about modern work is that hiring and promotion are both areas we keep claiming are data-driven, but theyâre not. You get hired almost off of luck, or some shitty algorithm some tech bro wrote up. You get promoted off of proximity to THE PROBLEM WITH âSIDE OF DESKâ WORK The problem with âside of deskâ work. There are basically two ways to get promoted/advanced in white-collar. One lets you be an ass, and one burns you out completely. This wonât be a massively long post, but I wanted to alert on a few things. First off, my man Paul Millerd has a very good newsletter about work and life and balancing the two. SO, ARE MOST CEOS SOCIOPATHS? Absolutely. In the broader world? No. The 2016 study/research that gets quoted a lot is about 21 percent are apparently sociopaths, which feels right overall. Funny, though: when The Washington Post covered that study in 2016, they added âOnly 21 percent?â to the headline.I guffawed.
STRATEGIC MANAGEMENT: THE FOUR PILLARS One of the biggest issues with work is that we try to approach everything at a macro level (big picture), but change really happens at a micro level (individual work). So, if you are a manager of others, take heed of these four pillars of strategic management. Focus on goal-setting. Align the big picture to the day-to-day. COVID IS THE BIGGEST ENDORSER OF DUNBARâS NUMBER IN HUMAN Stunningly to me, considering how much I generally consider psychology and sociology without being a true expert in either, Iâve only mentioned Dunbarâs Number in a blog once, which was this one back in 2015-2016 era. Generally speaking, Dunbarâs Number says the upper limit of your social ecosystem is about 150 people, and that most people have about 4-6 close friends, which is typically STRATEGY AND PLANNING SOMEHOW BECAME BUZZWORDS CAN WE TEACH EMPATHY, ESPECIALLY TO ADULTS? Power positions and empathy. That New York Times article quotes a lot of different studies, from those arguing that we have limits to our empathy when it comes to those of different races to those arguing that if you know empathy is a skill that can be improved, youâll actually work on improving it.. Before we get too too far into this, letâs pause and think about another study referenced A LESSON ABOUT DECISION-MAKING FROM WALMART You can say a lot of things about Walmart, and for most people the majority of them would probably be somewhat negative â although they did just make a move to increase their minimum wage â but it would be hard to argue that the dudes at the top donât know something about business. They employ over 2 million people (Jesus H. Christ) and they racked up $485 billion in sales last year. A âHEADS-DOWNâ WORK CULTURE ACTUALLY IS NOT A GOOD THING October 19, 2015. 1 Comment. on A âheads-downâ work culture actually is not a good thing. If you lined up 100 managers at 100 different types of companies and asked them what types of employees they want under them, Iâd assume more than 70 would describe some version of the classic âheads-downâ employee. That basically meansa person
IS THE DISAPPEARANCE OF JERAMY CARL BURT TIED TO JEANNIE Here are the basics on his case: he disappeared on February 11, 2007 (over seven years ago now); after he disappeared, his ex-wife (who he had been living with in a common-law-type situation) got text messages about him running away to start a new life. At the time, though, he had a young daughter and it was uncharacteristic of him to leave her (often a sign in these cases). DO PEOPLE ACTUALLY WANT TO CRITICALLY CONSUME INFORMATION Lots of articles, courses, and modules recently on âcritically consuming informationâ or âbecoming a more responsible digital citizen.â These are very noble goals, absolutely â but I wonder how many people care to actually pursue them. CAN WE END ALL THE DOG WHISTLES ABOUT EMPLOYMENT SOON It gets kinda frustrating. Dog Whistle 1: âNo one wants to work!â This is a far-right dog whistle about how the government is broken, Biden is demented, and weâre all descending into socialism where people are paid to sit on their couches and smoke weed. DO WE THINK THE WORLD IS GETTING BETTER OR WORSE? Obviously we know the ways in which the world seems to be getting worse: the COVID-19 pandemic and death + job loss, even in small contextual percentages, is very bad. Income inequality is getting worse overall. Climate change. But itâs easy, and not always productive, to consistently reside in the negative. What if the worldis getting better?
WORKLOAD MANAGEMENT 101: 52-17 RATIO 52 minutes on, 17 minutes off. Bam, bam, bam. Letâs say you work 9am to 6pm and take 1 hour for lunch. Thatâs eight hours. Thatâs 480 minutes. 52 + 17 = 69. (Hah.) Youâd have 6.95 pockets of productivity + leisure, or basically seven cycles of 52 minutes on, 17 minutes off. So in a week, youâd have 35 productive cycles. CONFLICT MANAGEMENT STRATEGIES START WITH PSYCHOLOGICAL The traditional approach to conflict management strategies is: Kick it to HR. Hire some trainer. Bring in some consultant. Talk about breathing exercises, etc. Some of these concepts are moderately effective, but most flop. When they flop, you have people who become six-year co-workers who essentially hate each other, are consistentlyforced to
DEALING WITH THE HIPPO IN THE ROOM on Dealing with the HIPPO in the room. âItâs common for people who lack power or status to suppress their dissenting views in favor of conforming to the HIPPO â the Highest Paid Personâs Opinion. Sometimes they have no other choice if they want to survive.â. I got that from an article excerpting Adam Grantâs new book. A âHEADS-DOWNâ WORK CULTURE ACTUALLY IS NOT A GOOD THING October 19, 2015. 1 Comment. on A âheads-downâ work culture actually is not a good thing. If you lined up 100 managers at 100 different types of companies and asked them what types of employees they want under them, Iâd assume more than 70 would describe some version of the classic âheads-downâ employee. That basically meansa person
USE TRANSACTIONAL ANALYSIS AND ADULT/PARENT/CHILD TO The second layer is âgames.â Berne invented (or worked with others) on a lot of games, stuff like âAlcoholicâ (about how people drink destructively) and âIâve Got You Now, You Son Of A Bitchâ (which is the essence of a lot of nitpicking and whatnot inmarriages).
INTERNAL NETWORKING > EXTERNAL NETWORKING There are many fraught discussions of networking in the modern age (technology has increased the confusion), and I think one topic that needs a little bit of attention is internal networking vs. external networking.. Internal networking would be networking opportunities within your own organization. These are actually much more frequent than youâd think, because the silo mentality is 20-40-60 RULE, OR HOW TO EMBRACE THAT NO ONE REALLY GIVES I guess we should cue this up by defining the 20-40-60 rule. Weâre going to do that via here: Originally spoused by actress Shirley MacLaine â andadhered to by Silicon Valley legend, entrepreneur and investor Heidi Roizen â the rule goes something like this: âAt 20, you are constantly worrying about what other people think of you. At 40 you wake up and say, âIâm not going to give a THE CONTEXT OF THINGS The absolutely amazing thing about modern work is that hiring and promotion are both areas we keep claiming are data-driven, but theyâre not. You get hired almost off of luck, or some shitty algorithm some tech bro wrote up. You get promoted off of proximity to THE PROBLEM WITH âSIDE OF DESKâ WORK The problem with âside of deskâ work. There are basically two ways to get promoted/advanced in white-collar. One lets you be an ass, and one burns you out completely. This wonât be a massively long post, but I wanted to alert on a few things. First off, my man Paul Millerd has a very good newsletter about work and life and balancing the two. SO, ARE MOST CEOS SOCIOPATHS? Absolutely. In the broader world? No. The 2016 study/research that gets quoted a lot is about 21 percent are apparently sociopaths, which feels right overall. Funny, though: when The Washington Post covered that study in 2016, they added âOnly 21 percent?â to the headline.I guffawed.
STRATEGIC MANAGEMENT: THE FOUR PILLARS One of the biggest issues with work is that we try to approach everything at a macro level (big picture), but change really happens at a micro level (individual work). So, if you are a manager of others, take heed of these four pillars of strategic management. Focus on goal-setting. Align the big picture to the day-to-day. COVID IS THE BIGGEST ENDORSER OF DUNBARâS NUMBER IN HUMAN Stunningly to me, considering how much I generally consider psychology and sociology without being a true expert in either, Iâve only mentioned Dunbarâs Number in a blog once, which was this one back in 2015-2016 era. Generally speaking, Dunbarâs Number says the upper limit of your social ecosystem is about 150 people, and that most people have about 4-6 close friends, which is typically STRATEGY AND PLANNING SOMEHOW BECAME BUZZWORDS CAN WE TEACH EMPATHY, ESPECIALLY TO ADULTS? Power positions and empathy. That New York Times article quotes a lot of different studies, from those arguing that we have limits to our empathy when it comes to those of different races to those arguing that if you know empathy is a skill that can be improved, youâll actually work on improving it.. Before we get too too far into this, letâs pause and think about another study referenced A LESSON ABOUT DECISION-MAKING FROM WALMART You can say a lot of things about Walmart, and for most people the majority of them would probably be somewhat negative â although they did just make a move to increase their minimum wage â but it would be hard to argue that the dudes at the top donât know something about business. They employ over 2 million people (Jesus H. Christ) and they racked up $485 billion in sales last year. A âHEADS-DOWNâ WORK CULTURE ACTUALLY IS NOT A GOOD THING October 19, 2015. 1 Comment. on A âheads-downâ work culture actually is not a good thing. If you lined up 100 managers at 100 different types of companies and asked them what types of employees they want under them, Iâd assume more than 70 would describe some version of the classic âheads-downâ employee. That basically meansa person
IS THE DISAPPEARANCE OF JERAMY CARL BURT TIED TO JEANNIE Here are the basics on his case: he disappeared on February 11, 2007 (over seven years ago now); after he disappeared, his ex-wife (who he had been living with in a common-law-type situation) got text messages about him running away to start a new life. At the time, though, he had a young daughter and it was uncharacteristic of him to leave her (often a sign in these cases). THE CONTEXT OF THINGS The absolutely amazing thing about modern work is that hiring and promotion are both areas we keep claiming are data-driven, but theyâre not. You get hired almost off of luck, or some shitty algorithm some tech bro wrote up. You get promoted off of proximity to THE PROBLEM WITH âSIDE OF DESKâ WORK The problem with âside of deskâ work. There are basically two ways to get promoted/advanced in white-collar. One lets you be an ass, and one burns you out completely. This wonât be a massively long post, but I wanted to alert on a few things. First off, my man Paul Millerd has a very good newsletter about work and life and balancing the two. SO, ARE MOST CEOS SOCIOPATHS? Absolutely. In the broader world? No. The 2016 study/research that gets quoted a lot is about 21 percent are apparently sociopaths, which feels right overall. Funny, though: when The Washington Post covered that study in 2016, they added âOnly 21 percent?â to the headline.I guffawed.
STRATEGIC MANAGEMENT: THE FOUR PILLARS One of the biggest issues with work is that we try to approach everything at a macro level (big picture), but change really happens at a micro level (individual work). So, if you are a manager of others, take heed of these four pillars of strategic management. Focus on goal-setting. Align the big picture to the day-to-day. COVID IS THE BIGGEST ENDORSER OF DUNBARâS NUMBER IN HUMAN Stunningly to me, considering how much I generally consider psychology and sociology without being a true expert in either, Iâve only mentioned Dunbarâs Number in a blog once, which was this one back in 2015-2016 era. Generally speaking, Dunbarâs Number says the upper limit of your social ecosystem is about 150 people, and that most people have about 4-6 close friends, which is typically STRATEGY AND PLANNING SOMEHOW BECAME BUZZWORDS CAN WE TEACH EMPATHY, ESPECIALLY TO ADULTS? Power positions and empathy. That New York Times article quotes a lot of different studies, from those arguing that we have limits to our empathy when it comes to those of different races to those arguing that if you know empathy is a skill that can be improved, youâll actually work on improving it.. Before we get too too far into this, letâs pause and think about another study referenced A LESSON ABOUT DECISION-MAKING FROM WALMART You can say a lot of things about Walmart, and for most people the majority of them would probably be somewhat negative â although they did just make a move to increase their minimum wage â but it would be hard to argue that the dudes at the top donât know something about business. They employ over 2 million people (Jesus H. Christ) and they racked up $485 billion in sales last year. A âHEADS-DOWNâ WORK CULTURE ACTUALLY IS NOT A GOOD THING October 19, 2015. 1 Comment. on A âheads-downâ work culture actually is not a good thing. If you lined up 100 managers at 100 different types of companies and asked them what types of employees they want under them, Iâd assume more than 70 would describe some version of the classic âheads-downâ employee. That basically meansa person
IS THE DISAPPEARANCE OF JERAMY CARL BURT TIED TO JEANNIE Here are the basics on his case: he disappeared on February 11, 2007 (over seven years ago now); after he disappeared, his ex-wife (who he had been living with in a common-law-type situation) got text messages about him running away to start a new life. At the time, though, he had a young daughter and it was uncharacteristic of him to leave her (often a sign in these cases). CAN WE END ALL THE DOG WHISTLES ABOUT EMPLOYMENT SOON It gets kinda frustrating. Dog Whistle 1: âNo one wants to work!â This is a far-right dog whistle about how the government is broken, Biden is demented, and weâre all descending into socialism where people are paid to sit on their couches and smoke weed. DEALING WITH THE HIPPO IN THE ROOM on Dealing with the HIPPO in the room. âItâs common for people who lack power or status to suppress their dissenting views in favor of conforming to the HIPPO â the Highest Paid Personâs Opinion. Sometimes they have no other choice if they want to survive.â. I got that from an article excerpting Adam Grantâs new book. DO WE THINK THE WORLD IS GETTING BETTER OR WORSE? Obviously we know the ways in which the world seems to be getting worse: the COVID-19 pandemic and death + job loss, even in small contextual percentages, is very bad. Income inequality is getting worse overall. Climate change. But itâs easy, and not always productive, to consistently reside in the negative. What if the worldis getting better?
CONFLICT MANAGEMENT STRATEGIES START WITH PSYCHOLOGICAL The traditional approach to conflict management strategies is: Kick it to HR. Hire some trainer. Bring in some consultant. Talk about breathing exercises, etc. Some of these concepts are moderately effective, but most flop. When they flop, you have people who become six-year co-workers who essentially hate each other, are consistentlyforced to
âA COMPASSIONATE EMAIL CULTURE?â ROFL, NOT UNLESS YOU LIVE I was working at some white-collar hellhole, and the Biggest Dog Of Them All â the CEO, son of the founder â came back from some retreat thing and he created a ânew ruleâ â Bill Maher! â that everyone had to lead their emails with a time window, i.e. âHeyBill,
A âHEADS-DOWNâ WORK CULTURE ACTUALLY IS NOT A GOOD THING October 19, 2015. 1 Comment. on A âheads-downâ work culture actually is not a good thing. If you lined up 100 managers at 100 different types of companies and asked them what types of employees they want under them, Iâd assume more than 70 would describe some version of the classic âheads-downâ employee. That basically meansa person
20-40-60 RULE, OR HOW TO EMBRACE THAT NO ONE REALLY GIVES I guess we should cue this up by defining the 20-40-60 rule. Weâre going to do that via here: Originally spoused by actress Shirley MacLaine â andadhered to by Silicon Valley legend, entrepreneur and investor Heidi Roizen â the rule goes something like this: âAt 20, you are constantly worrying about what other people think of you. At 40 you wake up and say, âIâm not going to give a LIFE GETS A LOT EASIER WHEN YOU REALIZE HOW MANY PEOPLE on Life gets a lot easier when you realize how many people are full of shit. Headline is pretty self-explanatory, I think, but let me walk through a few quick steps here. Caveat: Not everyone is full of shit. Most people arenât, actually â or perhaps more accurately, they are on certain topics (I definitely am) but not across the board. EVERYONE LIES, BUT HOW IS BASED ON SOCIAL CLASS Those who are low in social class do not feel empowered. They feel more communal and more dependent on others, which produces a willingness to help others, even when it involves behaving unethically.â. This is kind of interesting for a number of reasons: 1. It somewhat reaffirms the whole idea of âthe rich are out to protect their own skin IS THERE ANY INNOVATION IN THE SNOW REMOVAL WORLD? This is a great read on how different cities approach the idea of snow removal; in North America, it appears that Montreal takes one of the more proactive roles in clearing snow, actually carting away the snow instead of pushing it to the side or into a large hill. Moscow may be one of the more effective cities in the world at snow removal as well, but there, the technology theyâve adoptedSkip to the content
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GUEST POST: THE FUTURE OF TALENT MANAGEMENT * Post author By Ted Bauer * Post date November 20, 2020 * No Comments on Guest Post: The future of talent management Thereâs no denying the world is always changing, especially when it comes to the world of talent management. The industry has been twisting and turning for decades now, and this the rise of social media, jobs sites like Indeed and LinkedIn, and the overall approach people take when hiring talent, where does that leave the industrynow?
Of course, when you accompany this with the fact that the worldâs talent pool is only getting more substantial, and the entertainment industry has changed dramatically over the last few years, what can we expect in the coming years? In todayâs guide, weâre going to helpyou find out.
THE INTERNET PLAYS A HUGE PART IN EVERYTHING The internet is everything nowadays, and the talent management industry is no exception. Whether youâre the talent or an agent, most of your portfolio and experience is going to need to be showcased online. Youâll need to have social media pages set up to advertise and market what youâre offering, and itâs so easy to see what everyone else is up too. âThereâs such a huge rise in competition as well, especially since anyone can grow a massive following and become talent off their own back, which means that optimising your profiles, enhancing your online presence, and managing your reputation has never been more important,â says Bill Adams, a manager at Paper Fellowsand Essayroo .
RETENTION IS EVERYTHING When you look into a company, one of the key factors that many businesses overlook is the fact that everybody in your business is going to quit and leave one day. Thatâs just a fact of life. The problems arise when people are quitting and leaving unexpected and leaving you stressed out, overwhelmed, and unable to comprehendwhatâs going on.
For talent management managers, this means you need to be proactive in making sure that youâre actively taking steps to keep talent within your company. This starts at the hiring process by making sure that HR managers are actually hiring people that are right for the job, and theyâre interested in staying for however long youâre planning to have them there for. If you have no idea how long you want talent to stay, and youâre just hiring because you think theyâre going to be with you for the rest of their lives, then you need to sit down and think about how youâre approaching this subject matter because thatâs not how itworks.
âInstead of feeling betrayed and let down when someone leaves, you need to be aware, as we said above, that competition is heavy these days, and talent will always be looking for the best opportunity for them. Sure, they may have got their foot in the door with you, but that doesnât mean theyâre going to stick around unless you make them want to stay,â shares Taylor Harper, a tech blogger at State Of Writing and OX Essays.
This means creating a culture that keeps talent wanting to stay with your business and creating a recruitment process that will follow and focus on selecting and hiring the best talent thatâs suitable for your business and ensuring your business is suitable for them. FILLING IN SKILL SHORTAGES Skill shortages are very common these days since the rate of people training is slowing down in certain areas, which means thereâs even more competition when it comes to hiring existing talent to fulfil certain roles, and then catching the few people who are training to get them into your business before your competition can. This then couples with the point above with being able to hire the right people and keep them in the right positions as much as you can. IMPROVED FINANCIAL EVALUATION With all the points combined, of course, thereâs going to be the financial aspect you need to be thinking about. How much is the cost to get talent into your business and then how much return are you going to get on your investment? You need to make sure youâre optimising your financial planning processes as much as possible to ensure youâre as accurate as possible, all to make sure you donât end up in financialdifficulties.
_Katherine Rundell is a teacher and writer at __Academic Writing Services_ _ and __UK Writings_ _. She is fluent in French, Italian and Spanish and spent six years living in Madrid immersed in the Spanish language to become fluent. She is also a proofreader at__Buy Essay_ _. Â _
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UNLESS CO-CREATED, THE DAILY MEETING DOESNâT MEAN MUCH * Post author By Ted Bauer * Post date November 19, 2020 * No Comments on Unless co-created, the daily meeting doesnât meanmuch
Decent new research out of Northwestern about how, logically, itâs hard to get good ideas and good new processes unless you talk to the employees as well as the executives and consultants,
i.e. âtop-down directivesâ donât work super well. I hope we all somewhat know this by this point, but we keep writing articles about it, so I guess perhaps we do not. One of the things this article proposes is better daily meetings, i.e. âstandupsâ or whatever you want to call them. For a while in 2019, when I was pretty dire financially in pockets, I worked for this startup called Range, which doubles-down on standups and more effective meetings. As a result, I had to write a lot about that type of stuff. It was always amazing to me how theoretically _simple _a standup is, and yet most companies donât even get remotely close to making it work effectively. A year before I was doing stuff with Range, I worked at this agency in North Texas. It was an interesting place â had a decent client base, but a lot of problems overall. First, it had prided itself for years on being âcoolâ and âhipâ and having parties where people got home at 2-3am. Nice! Problem was: when I worked there, six women were pregnant concurrently. Thatâs a big culture change happening in real-time, and not everyone was prepared for it. Plus: the main executive, the guy with his name on the door, literally never showed up to the office and was hard to reach. So, there were issues, but overall an OK place. I was a terrible employee there because I never really understood what our goals were and I eventually detached from it all, so I got laid off after about a year. This place did have a daily standup, and across the year I was there, we tried to reinvent this thing four-five times, and it never seemed to work. First off, generally speaking you had about 25-30 people on this standup, and maybe 6-7 on video (remote employees, people working from home that day). No one seemed to ever grasp the point of the standup, and so it would devolve into âWell, at 1:15 Iâm getting sushi with my husbandâŠâ We used to have meetings _about _the morning meeting (ha!), and weâd say âOK, only say stuff that is a blocker to work getting done that day for you, and only address the person who can resolve the block.â Then two days later, some woman would be âIâm trying out this new fencing class at the YâŠâ These daily meetings need to be âco-created.â Since that sounds like a buzzword, let me try to define it. I mean that: * Executives can initially set the tone, purpose, and flow. * As the meeting evolves, others need to chime in on its usefulness and how to improve it. * Everyone needs to get on the same page with _why _this is being done and _what _people should leave the meeting with. * There should be a time limit. One of these things at that agency ran 1 hour. Thatâs overkill. * Executives need to listen to employees, and employees need to respect what executives are pushing down â at least to a point. We canât have anarchy (Portland!), but we canât just take everything a boss man is shoving down our throats if the boss man doesnât understand how the work gets done. So yes, and effective morning meeting that level-sets different work issues, challenges, problems, and solutions can be very effective at unifying different compensation levels. But it needs to co-create and evolve with all parties weighing in and discussing the good/bad of it, or else you just created another meeting without much purpose. Donât we all have a few too many of those on the old calendar blocks as is?SHARING OPTIONS
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WHEN EVERYTHING IS A PRIORITY, NOTHING IS: RELEVANCE VS. CHAOS * Post author By Ted Bauer * Post date November 16, 2020 * 1 Comment on When everything is a priority, nothing is: Relevancevs. chaos
I had been blogging consistently about three years in 2016, when I had a post on poor priority management finally kinda âpopâ online. Before that, I had a few other things do well, but usually on other platforms, like LinkedIn or Medium. This was one of the first ones that âblew upâ (relative term, also why is that a good thing for something to do semantically?) on my site. Iâve written about priority management a couple of different times since â this is a good one on personal alignment, IMHO â and itâs got a soft spot in my heart. I mean, what else is work aside from attempting to effectively manage the priorities of different people, accounts, and the like? Well, this morning my friend texted me. Sheâs at a four-day all-hands meeting, mostly virtual. (COVID!) The last time I went to one of these dog and pony shows, in 2018, was in Kansas City. I saw an old sales guy named Gary almost get beheaded by his SVP in a hotel ballroom. I had a lot of beers. I think I might have seen a Chiefs player on the street. All in all, it was an interesting trip. I gained nothing professionally from it. So my friend is at hers this morning, and texts me that their SVP of Sales just introduced 22 â _yes, twenty-two _â KPIs for 2021 for the sales team. 22 KPIs. I broadly understand that many KPIs are meaningless lip service, but itâs nearly impossible to track 22 things. Most human beings can barely get through a to-do list of 5-10 items. You want me to chase 22 tennis balls around across a year to prove Iâm a valuable employee? Especially in sales, which is the most-eminently trackable department aside from maybe Ops? I posted a short version of this on LinkedIn, and because LinkedIn is basically just a mix of failed sales guys and aspiring failed sales guys, I got some reactions to it. One person asked, âWhy does thishappen?â
Hereâs my theory.
RELEVANCE: On the side of the sales SVP, he is establishing relevance. He has lots of ways to control and monitor his people now, which keeps him relevant to his bosses, the one tier above him. Relevance is very important to the psychology of work. CONTROL: On the SVP side, this is a form of control. We all know 22 KPIs wonât be effectively tracked, and what will happen is that âgut feelâ and sheer numbers â revenue generated â will be used to evaluate his sales team a year from now. But, the sheer presence of 22 KPIs means that if there is one guy you donât like, i.e. Gary above, you have 22 options to fuck him over. Gary could hit on 18 of the 22 KPIs, but because most humans canât hit 22 KPIs, heâll fail on 4. And you can use those four to force him out. Now you have control, and control is also very important to work. CHAOS: On the employee side, this essentially creates chaos. The sales guys that the SVP likes are fine â they keep doing their thing. The other sales guys chase their tail trying to hit these KPIs, and lose key deals and relationships in the process. The metrics become more important than the outcome, which is not good. Meanwhile, thereâs all sorts of support staff, admins, marketing team members, and the like who are now creating stuff for these 22 KPIs and tracking them and having meetings about them, and because itâs all largely being done in the name of control and relevance, no one is getting clear answers, so now thereâs chaos in other departments and units too. In short, then = the path to relevance and control (human needs/desires, especially at work) creates a burning building of chaos all around those 22 KPIs, and in the end, we will find ourselves a year later simply evaluating the sales bros on how much they brought in. And meanwhile everyone who swirled in that chaos will be a year older, gone from the company, or wondering why theyâre not yet gone â no closer to a house, a new kid, or whatever they really want, and instead just chasing late-night emails and Slack messages that they can barely remember three days later. They say the road to hell is paved with good intentions, and the road to supposed data-driven productivity is also paved with something ⊠those being a need for relevance, a longing from control, and an all-consuming chaos of tasks, calls, emails, meetings, and confusion.SHARING OPTIONS
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GUEST POST: WHAT DOGS CAN TEACH YOU ABOUT LEADERSHIP * Post author By Ted Bauer * Post date November 13, 2020 * No Comments on Guest Post: What dogs can teach you aboutleadership
_This is from Mike Powell at DogEmbassy . I also love dogs, but gave him this post._ If youâre a pet parent, you know how much joy they can bring to your day. My dogs regularly remind me of the important things in life, in their own waggy, smiley, yappy, lovable ways! Theyâve taught me lessons about unconditional love, the value of companionship, and how to just let go and have a blast without worrying what others think. But theyâve also managed to teach me a few things about being a great leader . Whether youâre in a position of authority at work or not, these lessons are as valuable in life as they are in the office! Hereâs what my dogs have taught me about leadership over theyears.
#1: STAY LOYAL
This is an especially important lesson in business and family and friend relationships. Dogsâ loyalty is steadfast and unwavering. No matter whatâs going on around them, theyâre faithful and loving companions, and itâs plain to see that theyâre in this dog-owner thing for the long haul! Theyâre not going to run off to become the neighborâs dog because they have better kibbleover
there. Your pooch isnât going to run away just because you steppedon their paw.
Good leaders NEED TO BE LOYAL. You canât lead effectively if youâre half in, half out. Whether itâs work, a relationship, or captaining a sports team, loyalty is a trait all good leaders need. #2: LEAVE THE PAST BEHIND Have you ever arrived home after work, and your dog is sulking because you didnât say goodbye properly in the morning? Or theyâre annoyed with you because youâre home late? Or they gave you the cold shoulder because you fed them a little later than usual today? Mostlikely not!
Pups DONâT DWELL on what happened this morning or yesterday. They live in the moment, but they never fail to treat you with love, respect, and caring when they see you. A great leader does the same. That doesnât mean you wonât feel frustrated, or you shouldnât have hard discussions with the people around you who need to hear it. But when itâs done, let it be done, and move forward with respect, determination, and positivity. #3: REWARDS ARE IMPORTANT A large part of being an impressive leader is being able to make those around you FEEL GOOD ABOUT THEMSELVES when they do something right. If youâre a pet owner, youâll know that the best way to train your dog or cat is positive reinforcement, which includes some kind ofreward.
Just like dogs respond well to cuddles, loves, and verbal praise, so do people! Now that doesnât mean you need to cuddle your employees when they do something right. Cuddles and pets could work for family and friends, but verbal praise, consideration, and doing something you know somebody will appreciate to THANK THEM for their work, care, or friendship is important. #4: FIND THE BEST IN PEOPLE Pups donât judge! If you treat them with love, theyâll treat you like youâre the greatest person in the world. Thatâs not to say you need to treat everybody like youâre super excited to see them every time you spot them. But pointing out their best qualities and playing to their strengths is a leadership trait tobe admired.
Itâs not enough to simply see the best in people and not say anything. An effective leader knows how to motivate people by HELPING THEM SEE THE BEST IN THEMSELVES. Itâs impossible to go away from spending some time with a lovable dog and not feel better about yourself. A great leader should be thesame.
#5: DONâT FORGET PLAYTIME Even working dogs love a good play! Have you ever come across a pooch who doesnât enjoy a chew toy,
a ball, a Frisbee, or a good tug-of-war? Dogs who arenât given the opportunity to play are known to be more depressed, timid, and donât live as long as others. Dogs who play are happier and live longer. No matter what capacity you find yourself leading in, FINDING (OR MAKING) TIME for fun, humor, and relaxation is essential â for yourself as well as those you lead. Youâll find that the people youâre leading will be happier, more efficient, and have a better work-life balance. They may even livelonger, too!
CONCLUSION
Leadership isnât just a work thing. Although itâs definitely applicable in your career and in dealings with colleagues and clients, there are opportunities to be a good leader everywhere. Within the family, if you go to church, if youâre a member of an organization, or being part of a sports team,
the chance to show good leadership qualities is all around us. If you donât have a pet, itâs still quite plain to how dogs teach us everyday lessons lovingly and without judgement. If you want to be a great leader, why not try and be MORE DOG-LIKE!SHARING OPTIONS
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THE POWER OF NARRATIVE ON BELIEF STRUCTURE, POLITICALLY AND OTHERWISE * Post author By Ted Bauer * Post date November 10, 2020 * No Comments on The power of narrative on belief structure, politically and otherwise This is a big goddamn topic, and Iâm not any type of vetted academic or anything. I do believe, though, that we _claim _to live in a data-driven world and _actually _live in a belief-driven world. The people who truly live in a data-driven world are taking buyouts from Google and Amazon at age 45; theyâre not writing articles for _Forbes_. Ya dig? Anyway, hereâs something new from The Conversation on narrative and belief across the political spectrum. Letâs tee this up a little bit: > We asked 913 American adults to read an excerpt from an article > debunking a common misconception, such as the existence of âlucky > streaksâ in games of chance. The article quoted a scientist > explaining why people hold the misconception â for instance, > people tend to see patterns in random data. The article also > included a dissenting voice that drew from personal experience â > such as someone claiming to have seen lucky streaks firsthand.>
> Our participants read one of two versions of the article. One > version presented the dissenting voice as a quote from someone with > relevant professional experience but no scientific expertise, such > as a casino manager. In the other version, the dissenting opinion > was a comment at the bottom from a random previous participant in > our study who also disagreed with the scientist but had no clearly > relevant expertise â analogous to a random poster in the comment > section of an online article. OK, so 913 isnât a huge sample size. Basically what weâre doing here is presenting straight facts/expertise vs. âa personal voice.â Whatâs going to win out? Glad you asked. > Looking at both our studies together, while about three-quarters of > liberals rated the researcher as more legitimate, just over half of > conservatives did. Additionally, about two-thirds of those who > favored the anecdotal voice were conservative. Our data also showed > that conservativesâ tendency to trust their intuitions >  accounted for the > ideological split. I think we broadly realize that expertise matters less right now than it once did , to the point that some have even argued we are âPost-Expertise.â All you really need to do is look at different reactions to COVID to see thosesplits.
Paul Krugman has talked about âthe right relying on fake experts,â which is definitely true of the Trump era but maybe a little liberal feces-hurling above that. A 2005 article in _The New York Times _â liberal rag! (just kidding) â noted that evolution and climate had become polarized issues,
which is still true nearly 16 years later, and probably always will be true. There is a seeming conservative focus towards âboth sides ofan argument,â
which I tend to see as a self-preservation thing that allows them to âown the libs,â who operate more on emotion, generally. But maybeIâm wrong.
Social scientists are already documenting ideological reactions to the pandemic that fit our findings. For example, many conservatives see the coronavirus as less of a threat and are more susceptible to misinformation . They also tend to see preventive efforts as less effective.
NOW WE BRING IN THE PERSONAL NARRATIVE PART OF IT Out of the 57 million Trump hot takes in a given day these last few years, hereâs one that came up sometimes, but also got lost other times: he never really wore a mask, and that emboldened his people (his âcult,â if you will) to not wear one either. Biden always wears a mask, and thereâs some hope â belief? â that seeing a top national leader wear one will trickle down to others. Iâd say âgood luckâ with that theory, but hey, maybe. You see this shit all the time at work too. Itâs all about what the top dogs do. They set the cadence of the place and they show you what is and is not tolerated. Their words might lean one way about mission, vision, purpose, passion, and great place to work, great compensation, etc. In reality they only care about their lieutenants and their sales team, and will avoid eye contact with you at all costs. Weâve all worked in those places. The narrative we get from the top drives our true belief in the place, ultimately, despite what âdataâ someone wants to throw at us regarding how well we did last year, how great the culture is, etc. WHEREâS THE GAP IN RESEARCH? Iâd say there are probably two gaps: * We need better models for communicating uncertainty, which you see a lot in business and you definitely saw with COVID. When scientific modeling or even business projections arenât perfect/right, how do we still convince people that Course A is the right course? * We need a better understanding of how to move a personâs thinking even slightly in a different direction without a monumental life event. For example, you get fired, you get divorced, your mom passes away, etc⊠those things really make you consider the moment. Day-to-day, who is considering the moment, especially with 47 specialized news channels for you to consider? Right. This idea of âlatitude of acceptanceâ could help, but if youâre pretty dug in on âObama wasnât born hereâ or âThe path to growth is XYZ,â I would highly doubt that new _data _is going to change that. You need to change _beliefs_, and I think those only change via narrative or truly-effective leadership.Your takes?
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Fundamental Explainers 40TH BIRTHDAY POST: THE 10 THINGS I WANT TO FIGURE OUT (ACCOMPLISH?)BY 50
* Post author By Ted Bauer * Post date November 6, 2020 * 1 Comment on 40th Birthday Post: The 10 things I want to figure out (accomplish?) by 50 Iâve done these posts before and they can get self-indulgent and I feel like I often say similar things, so Iâm going to take a new track and try to be a little more direct and honest in this one. Hopefully it works out and serves as a baseline of accountability for me going forward here a little bit. By the way, one of the most self-indulgent things Iâve probably ever written is this deal when I turned 38. Itâs actually a well-written post, but I cringe when I reread it. The back-story on that post is that I had a job at this agency at the time, and there really wasnât that much work coming in â and it was the type of place that didnât contextualize existing work that well â so I had gotten to work that morning, done like 30 minutes worth of stuff, and cranked that puppy out. I managed to mention pissing myself in an elevator, which is, you know, always a good tenetof blogging.
OK, so ⊠40 starts tomorrow. 10 years ago I was posting an article about the San Francisco Giants on espn.com; my manager was telling me itâs âurgent.â I bet no one has looked at that specific article in, oh, 8.7 years at this point. Truly urgent. Itâs awesome how fleeting white-collar work can be. When I hit 50, God willing, what do I want to be able to say? What can I reasonably achieve? Letâs try this. DRINKING: Anything bad about my 30s (and some of my 20s) is tied to drinking. I honestly donât even know at this point why I still do it, because the negative to positive column has to be about 12,792 to 3 at this point. So Iâd like to eradicate that, or at the very least maybe have wine at peopleâs third weddings here and there andthatâs it.
SQUATS: I hate people that put working out on these lists. Iâm past my days of running windsprints like crazy or doing CrossFit shit â I did the cliche thing and did that post-divorce â but Iâd like to do consistent cardio, lose weight, and do some nice squat/deadlift sets once I get this umbilical hernia fixed. Just consistent, small steps towards health and wellness. DAD: I leave this stuff up to God at this point, but I would like to eventually be a dad, whether that is biological or through anotherchannel.
FRIENDS: Man, this has been a real theme for me since about age 35 + now throw in COVID + getting divorced and losing some of those friends. I think I need to be better about this. I get scared around people, probably because of my own low self-esteem, so I donât double down on new relationships. Iâm good at talking to people at bars, but â see above. I have some options here and Iâd like to pursue them. I think Iâve also realized over time that everyone has a different approach to the maintenance of friendships, and mine is probably a mix of too intense, too angry, too drunk, and too deep for a lot of people to handle. CHURCH + VOLUNTEERING: Iâve had a more active life in the church since early 2018, but Iâd like to double down on that in terms of tithe, etc. I donât think I will ever be a person that deeply believes in religion to every letter, but Iâd like to do more there. Volunteering I think I can start this upcoming week, because Iâm trying to take a month or two off drinking. WORK: I donât know what I want from work anymore except some form of fiscal stability, insofar as that exists. I used to want a degree of online celebrity, but Iâm nowhere near that. I have a good blog that I think people have found and several appreciate, and people call and message me and hire me for work. I think as long as that keeps happening, Iâm good and I donât have any âmanage a teamâ or âscale a bizâ or âwrite a bookâ goals, although the final one I might be able to do. ASIA OR SOUTH AMERICA: Been to Europe, although there are still places Iâd like to go there. Assuming we can internationally travel again, Iâd be into Asia or South America at some point. My ex was actually Peruvian, and we were supposed to go at one point, but ⊠never happened. Probably not Peru as a result, but something. I kinda want to go to Vietnam too. RECONNECT: There are people Iâve lost touch with along the way, and while some of those relationships are hopeless or I fucked them up or itâs a person who doesnât double down on friendship in my style, Iâd still like to reconnect with a few cats over the next few yearsif I can manage it.
BE A GOOD, CONSISTENT PERSON: I think this is the essence of life, so ⊠just take things one day at a time, put one foot in front of the other, give stuff up to God, and try to be a person Iâd be proud of (or the person my dog thinks I am). DONâT LOSE SIGHT OF THE GOOD ELEMENTS OF WHO I AM: Thereâs a lot that I can do around real conversation and vulnerability that a lot of guys cannot do, and I think I also need to continually lean into what makes me an unique person. And take some moments to savor the good things that happen, as opposed to thinking too much about thenegative.
OK, thatâs a decent list start. Letâs try to go out and accomplishsome stuff.
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GUEST POST: EIGHT TALENT ACQUISITION TIPS * Post author By Ted Bauer * Post date November 6, 2020 * No Comments on Guest Post: Eight talent acquisition tips _Michael Dehoyos is a recruitment manager and editor at __Phd Kingdom_ _ and __Coursework writing service__. He helps
companies refresh their approach to recruitment and open their minds to more modern approaches. Also, he is a writer at __Research paperhelp_ _._
The recruitment market of today is more competitive than itâs ever been, and as a recruitment manager yourself, you should already have some experience with hard it can be to secure the top talent. I donât just mean securing the best of the best in a role or field. Iâm even talking about securing great employees who donât just leave after a few months. Itâs a tough process to complete, which is why today, Iâm going to share with you some fantastic tips from acquisition experts that will help ensure your efforts are as fruitful as possible. 1. WORK ON YOUR COMPANY BRANDING When it comes to attracting people who want to work for your business, you need to sell your company as a great place to work, and this means working on your branding. Through everything you do, from job descriptions to your social media posts, you need to make your companyâs message clear and attractive for potential candidates towant to jump in on.
2. CREATE A NETWORK
Even if you donât have a vacancy for someone and youâre not particularly interested in hiring anyone right now, itâs always a good idea to work on building up your network with potential candidates. This can be done in plenty of different ways, including on social media and via email and phone calls. You never know what is going to happen in the future and having a clear idea of whatâs going on via a network pool that youâve maintained over the last few years is a great way to stay on top and know the movements of the market. 3. BE CLEAR WITH YOUR OFFERINGS This may seem like a really simple point, but itâs also so important. If your competitor is offering $50,000 a year for a job, and youâre offering $30,000. Who is the top talent going to pick?Obviously.
âIf youâre looking for great people, then you need to make sure youâre offering and paying at least what your competitors are paying. Whatâs more, you need to be clear about what youâre offering. No one wants you to beat around the bush with a figure. Be clear and direct with your company can pay,â explains Sarah McDonald, a business writer at Brit student and Coursework writer . 4. SIMPLE JOB APPLICATIONS Nobody these days has time to fill out page after page of a job application, so donât expect people to. Make your applications nice and simple and as fast as possible.5. GO MOBILE
Hand in hand with the point above, more people use mobile now than ever before, so utilize this and make it your preferred method of communication. This is how you streamline the effectiveness of your recruitment process. 6. ALLOW FOR FLEXIBILITY We live in an age where remote working and part-time work is very flexible and encouraged. In fact, most of the top talent would love to be in control of their hours and have the level of flexibility that these two types of work have to offer, so offer them if you donâtalready.
This is such a huge cultural shift that is happening within the world of work, especially since so many people have been forced to remote work thanks to COVID-19. If youâre not offering flexibility, talent will go and work for companies who are. 7. LOCATE FRESH TALENT âAs a top business in your field, itâs imperative you make sure youâre connecting with local schools, colleges, and universities to make sure youâre seeking out and have the opportunity to interact with the top new talent thatâs being made available, at least before your competitors have a chance,â shares David Taylor, an HR professional at 1 Day 2 write and Writemyx.
8. REMAIN PERSONAL
Not customers and not employees want to interact with faceless companies. This is 2020, heading in 2021, and this is the era for transparent, friendly, engaging, and human companies. With every message you send and every interaction you have, you need to ensure youâre proactive in adding a personal touch.SHARING OPTIONS
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TRUMP VS. BIDEN IS CONSEQUENTIAL, BUT GUYS, ITâS NOT THE END OF YOURLIFE EITHER WAY
* Post author By Ted Bauer * Post date November 4, 2020 * No Comments on Trump vs. Biden is consequential, but guys, itâs not the end of your life either way I feel like recently Iâve gone back to longer headlines. Eh. I guess I have a bunch to say. Hereâs a story Iâve told on this blog, and social media, a couple of times: back in 2018, when Brett Kavanaugh was going through his Supreme Court process, I knew about five women who were posting constantly about it, often claiming their life âwas overâ if he got on the court. One even said in an IG Stories post that sheâd âend it,â which seems drastic and dire. Well, Kav got on the court. He hasnât been perfect â no human is â but heâs been mostly OK, if too conservative on some things. Those five women? Three actually had babies. I havenât seen a single post about politics or justice since. Bunch of babies in zebra outfits, though. Life priorities changed, as they often do, and thatâs OK. This election is consequential. Is it a âbattle for our soul?â No, I donât think thatâs true. I also think we donât focus enough on local elections, including District Attorney, ballot measures, School Board, and the like. Those things have more direct impact on your life than who the President is. Now, you go on social media and you say that, and instantly everyone tells you âYouâre not a woman and you donât know!â or âThese guys have the nuke codes, believe me itâs consequential!â I get it. It matters. But your day-to-day life will go on. Read this _New Yorker _article about Republican strategy after Trump a few days ago, and while I am not a fan of Marco Rubio and how he rolled over for Trump almost entirely, this quote is pretty good: > For the past twenty years, Rubio said, the left has argued that > coalitions tend to form around race, gender, and ethnicity: âI > lived in a minority community. I donât think weâd wake up in the > morning and the first thing weâd realize is âIâm a > Hispanic.â The first thing that comes to mind for people every > single day is not your ethnicity, itâs the fact that youâre a > husband or a wife, a father or a mother, an employee, a volunteer or > a coachâsomebody who has a role to play.â He continued, âThey > want to have a job that allows them to have children, to raise that > family in a safe neighborhood, with a house thatâs safe, that the > kids get to go to school, and that, when the time comes, lets them > retire. You can find that identity in every community in America.â And this, from today in _New York Times:_ > It can begin with a simple question, asked in little moments of > decision: âGiven my role here, what should I be doing?â As a > parent or a neighbor, a pastor or a congregant, an employer or an > employee, a teacher or a student, a legislator or a citizen, how > should I act in this situation? We ask that question to recover > relational responsibility. These are the things people ultimately come to care about, and what shapes the hour-by-hour of their life â being a mom, a dad, a neighbor, a churchgoer, whatever. This is a big one, but itâs not your entire life.SHARING OPTIONS
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* Tags Bipartisanship, Community
, Donald Trump
, Joe Biden
, Partisan
, Politics
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