Yesss... I have some too... but you know what? I adore some of them... they are giving the special flavour being me...:-))) or... I don't know... simply I hate that everybody always want to change to somebody else.... Normally I would like to be even more myself... OK, some small things...:-)))
The only thing on earth that never lies to you is your calendar. That’s why I’m a fanatic on the topic of time management. But when you use that term, people think, “Here’s an adult with a brain. And he’s teaching time management. Find something more important, please.” But something more important doesn’t exist.
Miklos Szilagyi's insight:
Great...:-))) Tom Peters interview... "I don't know" - he says after reading through the present management literature during the last 18 months ...:-)))
Yeahhh... everything is different, the industry, the job, the country/culture, the people, the position, the situation, how on earth could 7 or 21 points would be valable for everything?! Each can grasp a moment in an industry, in a job, in a country etc.
Who else could know it better than Tom Peters, author of the arguably most interesting 4 (?) books in the management literature where he has tried to run after the changes in the epoch... You remember? These books are evergreen, not because of the actual big thing they were around (each and every around another one... already then...:-))).
Let's enumerate them, they are sooo important (for me, on my "map", IMHO...), they are full of living examples of real companies and you know, management is in a way like the mode in the rocks, there are a period of long rocks and then the short rocks then once more the long rocks and so on...
- "In search of excellence - Lessons from America's best-run companies" - 1982 (with Robert H. Waterman Jr.
- "A passion for excellence - The leadership difference" - 1985 (with Nancy Austin)
- "Thriving on chaos - Handbook for a management revolution" - 1987
- "Liberation management - Necessary disorganisation for the nanosecond nineties"" - 1992
“My real bottom-line hypothesis is that nobody has a sweet clue what they’re doing. Therefore you better be trying stuff at an insanely rapid pace. You want to be screwing around with nearly everything. Relentless experimentation was probably important in the 1970s—now it’s do or die.”
Two quotes from the interview
“The only thing on earth that never lies to you is your calendar. That’s why I’m a fanatic on the topic of time management. But when you use that term, people think, “Here’s an adult with a brain. And he’s teaching time management. Find something more important, please.” But something more important doesn’t exist… 50 percent of your time should be unscheduled. And second—and I love that this is coming from an Israeli intelligence guy—that the secret to success is daydreaming.”
Reflect for a moment on how effective leadership is in your organisation. Is there a gulf between the potential and the realised talent and energy...
Miklos Szilagyi's insight:
Yeahhh.... everybody will drain this ocean... everybody is just walking around and around and making tests, researches and want to tap this not operating energy... one more trial... Yeahh, I think, it's a hard work in each and every organisation, doing the detailed culture-changing work (like in Jim Collins at flywheel concept), I believe in the everyday miracles and a little bit less in the in-one-step-everything-is-solved ones... but, of course, I want to...:-)))
Das große Innovations-Paradoxon derStandard.at Digitale Technologie mit ihrer exponentiellen Entwicklung bringt uns ein in der Menschheitsgeschichte bisher nie gekanntes Potenzial für Innovation - wie etwa neue Geschäftsmodelle, neue Industrien und...
"How many big opportunities have been missed over the decades by companies that were presented with some radical new idea but that lacked the right system for nurturing it and turning it into a market success story? Steve Wozniak, co-founder of Apple, originally pitched his personal computer idea to Hewlett-Packard, his employer at the time. But HP had no organizational mechanism for connecting a freaky engineer and his “crazy invention” with the political and financial infrastructures of the company. There was simply nowhere for his idea to go; no way to get a small amount of experimental capital and some time to test its potential; no coaches or mentors in the organization who could help him push his idea forward; no management processes that had been set up to support his work as an innovator. So instead Wozniak decided to throw in his lot with Steve Jobs, and the two friends went off to commercialize his idea from a Palo Alto garage. The rest is history..."
Good... with one slight modification re the 1st "lesson"...
The "Treat people the way you want to be treated" - this old and true adage is perfect in the completely balanced cituations, e.g. in a democracy every citizen should keep it in mind... and in the coaching there is a slight plus, though it's highly emphasised as a partner-type of relationship...
With the slight modification I propose is not my idea, I don't know the source, the statement (the lesson what by the way the mothers know and practice also very well...) sounds like: "Treat people the way they wanted to be treated...." - I doesn't mean here that if he/she want to hide something from him-/herself, you should g with is, it doesn't mean that you should be slaverish or complacent with the coachee... it only means that you are "playing" with him/her on his territory, his map and it will never match completely yours, therefore, you'd better pay attention how he/she wants to be handled than searching for anything else...
Coach et professeur à l’école de management de Grenoble, Agnès Muir-Poulle publie aux presses universitaires de Grenoble un "Petit traité d’impertinence constructive". L’ouvrage décrypte pourquoi il est urgent de libérer la parole dans l’entreprise et comment cette libération est synonyme d’une plus grande efficacité. Dans l’interview qu’elle nous a accordé, elle revient aussi sur le bon usage de la vitesse et sur la façon dont le management doit évoluer pour s’adapter à la société et à l’économie du 21e siècle. Son constat est radical : le caporalisme c’est fini !
“Mascupathy is a mental health disorder, a pathology of masculinity, stemming from a socialized exaggeration of genetic masculine traits — aggression and invulnerability — and a reduction of inherent feminine characteristics — openness and sensitivity.
Hmmm... pathology of masculinity... interesting idea... could it come from the environment, the parental milieu? And up to what limit is it a irresistible attraction to beautiful women (and as such a clear darwinian winning streak) and from what point is it the basis of every type of unnecessary violences (which could also be part of the evolutionary project)?
Knowing the way your audience processes information can greatly help you structure your most important points.
Miklos Szilagyi's insight:
Interesting point.... all the psychometric research aiming at this... here I miss the selfawareness part, who am I, how I think....
The whole thing looks like very similar to the Hartman's Value Index (used as Attribute index the Innermetrix combined test)... the systemiser is the same category, norturers could be the intrinsic and controllers could be the extrinsic... As there is no fourth thinking pattern at Hartman, the innovators I would classify as a sort of systemisers...
When Mark Zuckerberg, the C.E.O. of Facebook, started appearing at local haunts in San Francisco’s Mission District last year, one blog speculated that he was attempting to “rebrand himself as a Mission hipster.” It’s an apt turn of phrase, one that conveys the casual predominance of “personal branding,” the practice that Zuckerberg’s company has popularized: managing your presentation—your behavior, appearance, reputation, online persona—to stand out in your professional and personal lives. The Oxford Dictionaries Online last week added the term “selfie”—the self-portrait taken in solitude and submitted to the gaze of millions, turning each of us into his own paparazzo. Although image maintenance is nothing new, the images we’re presenting are now available online, all the time, and are presumed to meaningfully represent us. Personal branding is the subtext of all social networking: when we post vacation photos, we attest to our ability to take luxurious vacations; when we post pictures of our babies, we present ourselves as proud and caring parents; when we crack wise about current events, we demonstrate our wit, relevance, and political leanings.
Miklos Szilagyi's insight:
You already have a personal brand, whether you know it or not... the question is, are you going to manage it or not....
“LEARNING TO DO NOTHING (Idleness as a BS detector/cleaner) - At the start of this year I resolved to do "nothing except if it felt like a hobby" i.e., "satisfy interests while providing entertainment value with zero pressure, no schedule and no feeling of duty". The rule is to wake up with the aim to "do nothing", have nothing scheduled and avoid the usual guilt (or shame) encountered by most when "wasting time" , have minimum committments and talk to NO journalist. Of course, cut everything unpleasant, no matter what the potential gain. Treat everything (including mathematics) the way a great-uncle of mine who was a man of leisure treated his afternoon game of bridge: intellectual concentration as entertainment.
RESULT: 12 academic papers (9 accepted so far), finished a book (Silent Risk)--well, almost, wrote 100 aphorisms, ate 2 Beijing ducks, learned to typeset books as a self-standing publisher, found 4 investments ... and this is 3/4 of the year.
NOTE: To do things make sure you have no assistant. They drag you into doing things for the sake of "work".”