As chairman of the Washington Speakers Bureau, Bernie Swain posed one simple question to 100 of the eminent people that his company represents. People like Madeleine Albright, Tom Brokaw, Colin Powell, Terry Bradshaw and Condoleezza Rice were asked to identify the one person, event, or influence that made them who they are as a leader and a person.
In all aspects of our life, teamwork plays a vital role. Whether we're on a field or in the boardroom, we engage with and depend on others to accomplish virtually every task.
Because we depend so heavily on teams, we don't want to leave it to chance to construct and manage them.
Fortunately for us, researchers and entrepreneurs Rich Karlgaard and Michael S. Malone distill the process of creating the highest performing teams in their best-selling book, Team Genius: The New Science of High Performing Teams.
Here are five of the most important factors for high-performing teams, along with some unusual findings that may contradict your previous assumptions about successful-team building.
1. Self-awareness at the team level.
While teams consist of individuals, a cohesive team is in fact a stand-alone, unified structure. The book presents a list of 20 questions that a leader should answer when assembling a team. Huffington Post writer Vanessa Van Edwards boils down the 20 questions to five "power questions:"
Are you in the right team in the right moment?
Can your team stay ahead of the changes in your industry?
Are your teams the right size for the job?
Do you have the right people in the right positions on your team?
Is your team prepared for a crisis, disruption, or change in leadership?
For the first time in scientific history researchers have discovered that group consciousness (i.e. collective consciousness) elicits physical changes in the physical world around us. Researchers made the discovery in a groundbreaking study from Princeton University's PEAR Laboratory (Princeton
Recommended reading if you want to know what is Changing Fast. I. "Exponential Organizations" Exponential Organizations: Why new organizations are ten times better, faster, and cheaper than yours (and what to do about it) Paperback – October 14, 2014 by Salim Ismail (Author), Michael S. Malone (Author), Yuri van Geest (Author), Peter H. Diamandis (Foreword)…
The annual Future of Open Source survey confirms what we all suspected: Open source has won. Companies are wising up to the power of contribution and cooperation. Those who engage benefit from lower friction in their ongoing operations - reducing the burden of regressions, improving the flow of innovation and sharing the task of security review. It’s the ultimate IT lubricant in the Internet age.
Have you ever worked hard to improve a valuable skill and made real progress, only to have your development go unnoticed by the people who told you that you needed to improve? Perhaps this led you to look for a new job. Or maybe you’re a manager who’s been disappointed by poor performance and concluded that your low-performing employees are simply over-entitled? So you gave up on trying to help them improve and vented your frustration with colleagues behind closed doors.
Both of these commonplace experiences point to problems caused by a fixed mindset, in which we find it hard to believe that people can change. In the first scenario, an employee is judged as having low potential—and this assessment blinds leaders to the progress he’s made. In the second, the manager’s conviction that her employees will never change makes her less likely to engage in leadership behaviors that support development. The bottom line in both cases is that employees are less likely to reach their potential.
Average performers default to hours and half-hour blocks on their calendar. Highly successful people know there are 1,440 minutes in every day and there is nothing more valuable than time. Money can be lost and made again, but time spent can never be reclaimed.
As legendary Olympic gymnast Shannon Miller told him, "To this day, I keep a schedule that is almost minute by minute."
You must master your minutes to master your life.
2. They focus only on one thing.
Ultra productive people know their Most Important Task (MIT) and work on it for one to two hours each morning, without interruptions.
Tom Ziglar, CEO of Ziglar Inc., said, "Invest the first part of your day working on your number one priority that will help build your business."
What task will have the biggest impact on reaching your goal? What accomplishment will get you promoted at work?
"Our economy is neither overwhelmingly capitalist, as Marxist political economists argue, nor overwhelmingly a market economy, as mainstream economists assume. Both approaches ignore vast swathes of the economy, including the gift, collaborative and hybrid forms that coexist with more conventional capitalism in the new digital economy. Drawing on economic sociology, anthropology of the gift and heterodox economics, this book proposes a groundbreaking framework for analysing diverse economic systems: a political economy of practices. The framework is used to analyse Apple, Wikipedia, Google, YouTube and Facebook, showing how different complexes of appropriative practices bring about radically different economic outcomes. Innovative and topical, Profit and Gift in the Digital Economy focusses on an area of rapid social change while developing a theoretically and politically radical framework that will be of continuing long-term relevance. It will appeal to students, activists and academics in the social sciences."
Ian Motion souhaite transformer les modèles anciens en véhicule électrique, elle commencerait par l’Austin Mini, une voiture lancée en 1989. Après transformation, celle-ci bénéficierait d’une autonomie de 150 kilomètres avec une charg
While researchers are becoming increasingly interested in studying OSS phenomenon, there is still a small number of studies analyzing larger samples of projects investigating the structure of activities among OSS developers. The significant amount of information that has been gathered in the publicly available open-source software repositories and mailing-list archives offers an opportunity to analyze projects structures and participant involvement. In this article, using on commits data from 263 Apache projects repositories (nearly all), we show that although OSS development is often described as collaborative, but it in fact predominantly relies on radically solitary input and individual, non-collaborative contributions. We also show, in the first published study of this magnitude, that the engagement of contributors is based on a power-law distribution.
In my work as a leadership trainer and a career success coach for women over 11 years, it’s become abundantly clear that the quality of one’s decision-making is not only a critical factor in her professional success and impact, but also reflects a wide range of influences that we’re typically unaware of, including core values, internal preferences, societal influences, social abilities, cultural training, neurobiology, comfort with authority and power, and much more.
To learn more about decision-making in general, and key differences between the way men and women make decisions in particular, I asked Dr. Therese Huston to share her insights. Therese was the founding director of what is now the Center for Faculty Development at Seattle University and has spent the past fifteen years helping smart people make better decisions. She has written for the New York Times and Harvard Business Review, and her first book, Teaching What You Don't Know, was published by Harvard University Press. Her current book How Women Decide: What's True, What's Not, and What Strategies Spark the Best Choices “pries open” stereotypes about women’s decision-making and serves as an authoritative guide to help women navigate the workplace and their everyday life with greater success and impact.
Money is currently produced by a ‘public-private partnership’ between the state and the financial sector, a partnership whose nature remains obscure to the great majority of the population. Is another distribution of knowledge – and hence of power – possible? This, argues, Geoffrey Ingham, remains the crucial question for socialists.
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