Wednesday, October 31, 2012

Change Your Words, Change Your Life!


"Language shapes our behavior and each word we use is imbued with multitudes of personal meaning. The right words spoken in the right way can bring us love, money and respect, while the wrong words—or even the right words spoken in the wrong way—can lead to a country to war. We must carefully orchestrate our speech if we want to achieve our goals and bring our dreams to fruition."
—Dr. Andrew Newberg, Words Can Change Your Brain
Throughout human history, great leaders have used the power of words to transform our emotions, to enlist us in their causes, and to shape the course of destiny. From Winston Churchill’s focus on the “finest hour” to Martin Luther King, Jr.’s depiction of a “dream” we are well aware that beliefs are formed by words—and they can be changed by words. But what about the ability we each have within us to use words to ignite change, to move ourselves to action, and to improve the quality of our lives?
We all know words provide us with a vehicle for expressing and sharing our experience with others. But do you realize that the words you habitually choose also affects how you communicate with yourself and therefore what you experience.
For the past 35 years I’ve had the privilege of working with more than 50 million people and I’ve observed firsthand the power of changing just one key word in communicating with someone and noted how it instantly changes the way people feel—and how they behave. And I can tell you that simply by changing your habitual vocabulary—the words you consistently use to describe emotions—you can instantaneously change how you think, how you feel, and how you live.This is the power of what I call Transformational Vocabulary—consciously using your words to improve the quality of your life today and for the rest of your life.

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Tuesday, October 30, 2012

How to Deal With Favoritism in the Office

Do you have a colleague who is subject to special treatment while everyone else gets pushed aside? Are you the one praised incessantly by the boss, or the go-to person for all the great projects? It’s no secret that the playing field among workers isn’t level in most workplaces—and chances are you’ve been on one end of blatant favoritism at some point in your career.

It turns out that this widespread practice of favoritism can have a significant impact, whether you’re the victim or the VIP. A survey conducted by Georgetown University’s McDonough School of Business last spring found that 92% of senior business executives have seen favoritism at play in employee promotions, including at their own companies (84%). About a quarter of the polled execs admitted to practicing favoritism themselves.

“Favoritism is absolutely seen in most offices, big or small,” says Ryan Kahn, a career coach, the star of MTV‘s Hired! and author of Hired! The Guide for the Recent Grad. “People enjoy working with friends, which often inadvertently turns into favoritism.  It can start as something as simple as being included on a lunch outing where business is discussed and may lead to something much more substantial, like getting salary and promotional benefits.  Wanting to work with people you like is fine, as long as it is fair to other employees.”



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Monday, October 29, 2012

How to Minimize Your Biases When Making Decisions


"There is always an easy solution to every human problem — neat, plausible, and wrong." Little did he know it when he penned these words, but journalist H.L. Mencken was tapping into the very core of behavioral decision making and the need to understand and compensate for it.
Every day, senior managers are tasked with making very significant strategic decisions for their companies, which usually require support by teams of internal and external experts and a heavy dose of research. Theoretically, knowledge-based decision making underpins every successful organization. But, as Plato pointed out, "Human behavior flows from three main sources: desire, emotion, and knowledge." First-hand experience and best sellers like Daniel Kahneman's Thinking, Fast and Slow have confirmed an even broader range of behavioral vulnerabilities and vagaries in our abilities to make decisions as human beings.
For those of us tasked with modeling the risk/reward potential of various business opportunities, the need to address these influential, often subconscious factors in the modeling process is compelling. In the enterprise risk management (ERM) arena, in particular, it is mandatory that incisive analysis of decision options means taking rigorous steps to challenge not only the scenarios we develop, but also their underlying assumptions.



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Saturday, October 27, 2012

When A Career Veers Off Track...

Mid-career derailment can happen any time, but in today's economy there is no room for complacency. With job opportunities harder than ever to find, it's a particularly rough time to be fired or demoted or to hit a career plateau. You can reduce your risk for derailment by paying attention to your value and effectiveness and by focusing on interpersonal skills, adaptability, team leadership and bottom-line results.

Based on the Center for Creative Leadership's ongoing study of executive derailment with clients around the world, here are 10 ways to avoid these pitfalls:


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Friday, October 26, 2012

The Way The Most Successful People Turn Obstacles Into Assets Works Everywhere


I am currently a guinea pig.
More specifically, I am part of part of a small experiment—being conducted by an extremely well known medical school—to treat, and hopefully, cure diabetes.
I have a vested interested in the subject, obviously. Diabetes is prevalent on both sides of my family and my blood sugar has been too high ever since they have started to measure it.
But I have another reason to want to see how the study turns out.

We have argued from the beginning of this blog that our organizations often fall into the trap of applying a basic approach to trying to solve problems—like health care—by essentially following this pattern: plan, optimize, execute

Known as prediction reasoning, this way of thinking is based on the assumption that the future is going to closely resemble the past, and, to be fair, it can work wonderfully in certain predictable situations.
We do exactly the same thing in planning our careers.  We say “Here’s where I want to be in five years,” and then work backwards from there, trying to gain the skills, training, education and experience we think we are going to need.


Thursday, October 25, 2012

How Stories Make Customers Fall in Love

Connecting with your customers' highest aspirations will turn them into evangelists for your brand. Here's how to do it.
It's a crowded marketplace out there. And you have a small advertising budget. How do you break through the clutter and capture customers' attention?


By telling them the right story. That's the word from Jonah Sachs, a brilliant marketer who helped create The Meatrix and The Story of Stuff, which between them have been viewed more than 65 million times online. He's put some of his teachings into his new book Winning the Story Wars.

Sachs says there's never been a better time to be a small company. "In the old broadcast model, you'd have to get access to expensive machines to get your message out, and there were gatekeepers," he says. "Now, there's a real chance to target the audience you want to reach and get evangelists to help you." The key, he says, is to target the right people with a message they'll want to pass along.

Social media may be new, he adds, but it resembles a very ancient form of human communication. "It's a return to the oral tradition in a lot of ways," he says. "That's how human beings lived for as long as we knew before broadcast communications came along." (By "broadcast," Sachs means all forms of one-way, one-to-many communications, dating back to the Gutenberg Bible.) "We know the kinds of communications that really work in an oral tradition are stories--because those are the only things that have survived."

The right story will turn customers into standard-bearers for your brand, he says. How do you find the right story? Here are some concepts that may help.



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Founder's Wisdom: 5 Lessons from Silicon Valley's Biggest Names


If Mark Zuckerberg hadn’t built Facebook, he probably would’ve taken an engineering job at Microsoft.

At least that’s what he told a packed audience of budding entrepreneurs and hackers at Startup School, the annual one-day conference hosted by Y Combinator at Stanford University. Zuckerberg was one of 12 prominent tech figures offering their perspectives and advice to the invite-only crowd. Speakers included both founders (Pinterest’s Ben Silbermann, Uber’s Travis Kalanick, GitHub’s Tom Preston-Werner) and funders (SV Angel’s Ron Conway, Andreesen Horowitz’s Ben Horowitz and Y Combinator’s Jessica Livingston).




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Wednesday, October 24, 2012

Five Most Effective Ways to Invest in Your Career !


You are accountable for your own success.   As such, it is your responsibility to discover your special gifts, attributes and capabilities that can give you a competitive edge and the greatest probability to have a flourishing career.   Career management requires quality networking, being in the right place at the right time, earning a voice at the table, knowing your unique value proposition and how to use it, managing your personal brand, being influential – to name a few essentials.  But in the end, all of these factors require one important thing:  a personal commitment to manage and invest in your career the right way.
On the surface, this sounds simple – but it is actually quite time consuming and requires strategic thought and planning.   Making an investment in your career requires you to know what you should invest your time, money and resources in.   Think of it like the stock market; most people rely on financial experts and / or online tools to help them manage their portfolios based on a multitude of factors that include:  the amount of money they are willing to invest, how much risk they are comfortable taking, what type of commitment they will make to manage their investment decisions and keep track of their desired outcomes – amongst many others.   Similarly, when you invest in your career and personal development, you must do it with the end game in mind.   For example, what performance improvements and career advancement outcomes do you expect, and when will you be able to see favorable financial results and lifestyle changes as a result of your investment?





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Tuesday, October 23, 2012

10 Reasons to Stay in a Job for 10 Years!


For most of us, the very thought of staying in the same job for more than five years is unthinkable, even unacceptable. The time horizon that we usually have in our mind is a period of about 3-4 years in most jobs. A number of studies that we have read over multiple media platforms have shown us that over the last decade the average numbers of years that individuals have stayed put in the same company has been steadily on the decline, irrespective of levels of seniority. 
When we looked at the newest data from the U.S. Bureau of Labor Statistics, released in mid-September, what we found was quite alarming.
As of January 2012, the median time that wage and salary workers in the U.S. had been with their current employers was just 4.6 years. Other recent data points are equally disturbing: The staffing company Randstad says that 40% of employees are planning to look for a new job within the next six months. Another survey notes that 69% of employees are already at least passively shopping for new job opportunities via social media today.
Clearly, statistics show the majority of employees at every level are unhappy enough in their current positions to be actively or at least passively considering new jobs.
As business owners, we have big incentives to do all we can to keep our talented people around. But beyond our own motives, we think it's often good for employees to stick around, too.
Here are the 10 reasons why we think executives and employees need to think carefully before making a jump:


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Monday, October 22, 2012

What Would You Choose - Better Boss or a Raise!

It looks like a No Brainer….any day, I would always choose to have a Better Boss than a Raise. 

Simply because having a better Boss delivers many benefits, tangible and intangible, one of which is also a Raise.

In fact, in a study conducted across US, 65% of Americans chose a better Boss over a Raise.
Hard to Believe? 

According to Michelle McQuaid, a world leader in positive psychology interventions in the workplace, if you feel unappreciated, uninspired, lonely, and miserable, you’re not alone.
In a survey of  1000 American Executives McQuaid found a “whopping” 35 percent of Americans are happy at their job. And, 65 percent say a better boss would make them happy. Only 35 percent say a pay raise will do the same thing.
It would appear that working in the cubes is no picnic for a very large percentage of the workforce.
As I write this, we’re in the midst of National Boss’s Day. I wonder if Patricia Bays Haroski (the woman behind the holiday) and her colleagues felt this way when they registered the day with the U.S. Chamber of Commerce in 1958.
You might also be interested to know that most people trust a stranger more than they trust their boss.
A 2009 study published by the Harvard Business Review suggested, “…the majority of people say they trust a stranger more than they trust their boss.”
Am sharing with you the article published in Forbes, contributed by Ty Kiisel!





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Friday, October 19, 2012

The Four Opportunities HR Must Seize Today to Succeed Tomorrow!


A lot of time is spent fretting over the role of human resources, both what it does today and what HR will be tomorrow.
I’ve always thought the role of HR was pretty simple — find great talent, hire great talent, nurture and grow great talent — but too many people (even a lot in HR themselves) don’t necessarily see HR as the go-to place when it comes to an organization’s talent.
That’s why this new study from The Conference Board andMcKinsey & Company, titled the State of Human Capital 2012, is so important, because it lays out four (4) specific opportunities that human capital (HR) executives must seize if they are to effectively manage the global talent pool in an unpredictable business environment.


Valuable Lessons Learned In The First Year As A Startup CEO!


About a year ago I was approached by a stranger and was asked to join a Seattle startup.  This stranger, my soon-to-be-cofounder, asked me to take the CEO role in the startup, which unfortunately was named Order SM but eventually became Seconds.
I remember it clear as day.  We met at a coffee shop in the Greenlake neighborhood in Seattle and chatted about our similar ideas on local and mobile commerce.  We both believed all the current options on the market were missing the boat, releasing bloated products and not making the mobile ordering/payment experience any easier than it was online or over voice on the phone.
I was much obliged and we immediately got to work, paving the way to release our first product.  It has now been more than a year since this fateful day and I feel it’s as good of time as any to review some lessons I have gathered through my first year as CEO of a fledging startup.



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Thursday, October 18, 2012

Put Failure In Its Place….


You've started a company and it goes belly-up. Or you launched a new product and not only does it fail to sell, customers actually hate it. Or you get fired.
What happens when you dare to dream, make that dream real, and then fail?
There's the plucky Henry Ford quotation which admittedly, and almost embarrassingly, I have used: "Failure is only the opportunity to begin again more intelligently." Since Ford was eventually wildly successful, this aphorism does reassure, but it also jauntily skips over the emotional precipice on which we teeter when we fail. No matter how many chirpy quotes I may tweet out, when I fail my initial response is despondency, pessimism, and the feeling that perhaps I need to relocate to another city because I can never show my face in public. Ever. Again. I tend to identify with Margery Eldredge Howell, who said: "There's dignity in suffering, nobility in pain, but failure is a salted wound that burns and burns again."
As I have grappled with my own this-just-may-break-me failures, I am increasingly convinced that dreaming must be a process, an engine of experimentation. As we practice innovating we are propelled up a personal learning curve — and we begin to accomplish our dreams. But implicit in daring to disrupt the status quo is daring to fail. As we learn by doing and do by learning something will eventually (and inevitably) not work. As former DARPA official Ken Gabriel said, "An important part of disruption is having the nerve to take on a really big failure." At this critical juncture in the process of dreaming, we must decide how we will approach failure: Did I fail my way into a black hole? Or is failure a tool that will help me innovate more effectively?


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When Good People Work for Bad Companies!

You consider yourself to be a decent person. You pride yourself on your conscience, and are discerning in what you buy and consume. Yet every day you get dressed, eat breakfast and go to work for a company you think hurts other people and the planet.
This presents a terrible conundrum for millions of us. Too many industries do harm in the world — whether through their actual practices, their lobbying efforts, or their treatment of the environment or of workers. They have lofty mission statements and attempt to mitigate this harm by donating to some good causes. But part, or all, of their bottom line is built on doing or abetting bad stuff.
Meanwhile, in this flagging economy, many of us are glad to have work at all. It's difficult to think about quitting a decent-paying job simply because of the values of the person in the mirror. Instead of thinking about whether the work of our brains and hands actually helps to abet evil, we regular engage in various moral trade-offs to make ourselves feel better.


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Wednesday, October 17, 2012

Why You Need to Lead With Your Heart?


If you think your brain makes you a great leader, you better check your head.


According to the Conference Board, job satisfaction in America has been on a steep and steady decline for an entire generation. The century-old research organization reported this summer that more than half of all US employees are unhappy in their jobs today--effectively an all-time low.
Recent Gallup studies not only validate that people feel worse about their work, bosses and organizations than ever before, they reveal a remarkable 71 percent of American workers are either not engaged in their jobs--or have become actively disengaged.
Clearly, all this discontent is bad for business. Gallup estimates that it's costing $300 billion in lost productivity every year.
  published recently in FastCompany.com



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