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How Google Picks New Employees (Hint: It's Not About Your Degree)

How Google Picks New Employees (Hint: It's Not About Your Degree) | On Leaders and Managers | Scoop.it
What makes a great job candidate these days? You may be surprised to hear what the folks at Google think.


Lazlo Bock, SVP of People Operations for goes into depth about the core attributes Google looks for when hiring. At one point, Bock says, “G.P.A.’s are worthless as a criteria for hiring, and test scores are worthless. … We found that they don’t predict anything.”


Someone can do very well in college and not have what it takes to succeed in the real world – and vice versa. Bock went on to say that an increasing proportion of people hired at Google these days don’t have college degrees. Bock then shared the five criteria Google does use when evaluating job candidates. I was struck not only by the list, but by the order. Here’s my understanding of what he said, and why it’s important for any job seeker:


5. Expertise. Bock noted that, except for making sure that people in technical jobs having coding ability, expertise is last on their list of five


4. Ownership. At Google, they look for people who take responsibility for solving problems and moving the enterprise forward


3. Humility. At the same time, Bock notes that passion and drive toward responsibility has to be balanced by humility


2. Leadership. I love that Bock and his colleagues look for leadership at every level


1. Ability to Learn. Bock notes that pure learning ability – the ability to pick up new things on the fly – is the number one thing hiring managers at Google have learned to look for in candidates


Read more about the five criteria here: http://www.forbes.com/sites/erikaandersen/2014/04/07/how-google-picks-new-employees-hint-its-not-about-your-degree/

Eric Chan Wei Chiang's insight:

Google's own recruitment webpage simplifies these into: Leadership, Role-Related Knowledge, How You Think and Googleyness.


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A Message From The Curator

A Message From The Curator | On Leaders and Managers | Scoop.it

On Leaders and Managers comprises a collection of good leadership practices, career tips and personal branding articles curated from around the web.


My first exposure to management was during my student days at Monash University. As a sessional staff at the university, I got to witness first hand how good management practices which acknowledge and reward A players attracted A+ players and how poor management practices resulted in what Steve Jobs would call a "bozo explosion" http://sco.lt/8sVOnh. However, a Newsweek article by Jack Welch was what really piqued my interests in good leadership practices http://sco.lt/725e0P.


Please follow my topic and share my scoops if you found the curated articles interesting, and check out the popular tags listed in the post above. I also welcome suggested scoops related to this topic and give credit where credit is due.

Eric Chan Wei Chiang's insight:

I teach chemistry at UCSI University, Malaysia and most of my research is centered around phytochemistry.

My research interests can be viewed here:

I manage the Facebook and Google+ pages belonging to the Faculty of Applied Sciences, UCSI University. Curated scoops are shared here:


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Rescooped by Eric Chan Wei Chiang from Supports for Leadership

7 Ways to Thrive with a Bad Boss

7 Ways to Thrive with a Bad Boss | On Leaders and Managers | Scoop.it

If you don't have a bad boss now, you'll have one soon.


Bad bosses: Don’t listen. Use power for personal advantage. Always know. Is that the type of person you want to fight with?" 

To thrive with a bad boss:

1. Don’t kiss: Kissing frogs only works in fairy tales. If they’re truly a bad boss they resent your efforts to transform them.

2. Accept: If you really have a bad boss, don’t try to make them a good boss.

3. Gratitude: Be grateful for opportunities to develop:


4. Develop and grow: The personal qualities and behaviors that enable you to thrive under a bad boss take you far in life and leadership. 


5. Get on their team: Find a way to get on their team unless they’re unethical, immoral, or criminal. Adopt their priorities, preferred methods of communication, and values.


6. Brag: Every time you feel like complaining, brag. Build a positive presence by talking about the accomplishments of your team and colleagues.


7. Connect: Connect with someone – outside your organization – who succeeded with a bad boss. Don’t gossip about your boss to your colleagues.

Read more here: http://leadershipfreak.wordpress.com/2014/09/26/7-ways-to-thrive-with-a-bad-boss/

Via Allan Shaw, Mark E. Deschaine, PhD
Eric Chan Wei Chiang's insight:

If you have not gathered by now, the article suggests that bosses who are not unethical, immoral or criminal are not really that bad. However, they can be difficult to work for.


In the words of Jack Welch: Tough Guys Finish First! http://sco.lt/5pA7MX


Guy Kawasaki of Apple fame also offered good advice on how to THRIVE! http://sco.lt/5YXgRd

Allan Shaw's curator insight, September 27, 7:51 PM
7 ways to thrive with a bad boss:

The following ways to thrive with a bad boss make sense based on my experience though I find #5 problematic. To get on their team is one thing, to pick up their priorities - maybe but to use their modes of communication and adopt their values is not reasonable. Most bad bosses are unethical based simply on the fact they use power for personal advantage.

"1. Don’t kiss:

 Don’t expect them to change and stop trying to change them.

2. Accept:

Don’t do anything more until you accept who they are. 

3. Gratitude:

Be grateful for opportunities to develop:


4. Develop and grow:

The personal qualities and behaviors that enable you to thrive under a bad boss take you far in life and leadership.

5. Get on their team:

Find a way to get on their team unless they’re unethical, immoral, or criminal. Adopt their priorities, preferred methods of communication, and values.

6. Brag:

Every time you feel like complaining, brag. Build a positive presence by bragging about others. Talk about the accomplishments of your team and colleagues.

7. Connect:

Connect with someone – outside your organization – who succeeded with a bad boss. Don’t gossip about your boss to your colleagues.

The turn:

Turn away from frustration and toward the future. Frustration is a great motivator as long as you don’t get frustrated with being frustrated."

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7 ways stress does your mind and body good

7 ways stress does your mind and body good | On Leaders and Managers | Scoop.it
Psychologist Kelly McGonigal used to believe that stress is bad for your health. Then, new research changed her mind. Here are 7 studies that suggest new ways of looking at stress.


Stress may only have negative health consequences if you believe that it will. Her radical suggestion? Instead of fearing stress, befriend it. To learn more about why some stress may have positive effects on our minds and bodies, read the seven studies listed below. (Important: all these studies are about “acute,” “short-term” or “moderate” stress — the kind that is short-lived and related to something specific. “Chronic stress,” on the other hand, isn’t quite so great.)


1. Stress correlates to a lower risk of death (if you think about it in the way that McGonigal suggests)


2. Stress boosts the production of neurons that may improve performance.


3. Bursts of stress may strengthen the immune system.


4. Stress can make you more social. 


5. Stress can improve learning.


6. Stress may improve memory.


7. Stress may help you connect with your instincts.


Read more here: http://ideas.ted.com/2014/07/16/7-ways-stress-does-your-mind-and-body-good/

Eric Chan Wei Chiang's insight:

Kelly McGonigal is a TED Talk speaker who translates academic research into practical strategies for health, happiness and personal success.


The article quotes several neurological studies which validates what psychologist have been recommending all this while: some stress is good for you and your career.


Nonetheless, excessive stress is detrimental and needs to be managed. Successful people have an uncanny ability of managing their stress http://sco.lt/9DM9RZ


More stress management tips can be read here:


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Multitasking Damages Your Brain And Career, New Studies Suggest

Multitasking Damages Your Brain And Career, New Studies Suggest | On Leaders and Managers | Scoop.it
You’ve likely heard that multitasking is problematic, but new studies show that it kills your performance and may even damage your brain.


Research conducted at Stanford University found that multitasking is less productive than doing a single thing at a time. The researchers also found that people who are regularly bombarded with several streams of electronic information cannot pay attention, recall information, or switch from one job to another as well as those who complete one task at a time.

Research also shows that, in addition to slowing you down, multitasking lowers your IQ. A study at the University of London found that participants who multitasked during cognitive tasks experienced IQ score declines that were similar to what they’d expect if they had smoked marijuana or stayed up all night. IQ drops of 15 points for multitasking men lowered their scores to the average range of an 8-year-old child.

It was long believed that cognitive impairment from multitasking was temporary, but new research suggests otherwise. Researchers at the University of Sussex in the UK compared the amount of time people spend on multiple devices (such as texting while watching TV) to MRI scans of their brains. They found that high multitaskers had less brain density in the anterior cingulate cortex, a region responsible for empathy as well as cognitive and emotional control.

While more research is needed to determine if multitasking is physically damaging the brain (versus existing brain damage that predisposes people to multitask), it’s clear that multitasking has negative effects. Neuroscientist Kep Kee Loh, the study’s lead author, explained the implications: “I feel that it is important to create an awareness that the way we are interacting with the devices might be changing the way we think and these changes might be occurring at the level of brain structure.”

If you’re prone to multitasking, this is not a habit you’ll want to indulge—it clearly slows you down and decreases the quality of your work. Even if it doesn’t cause brain damage, allowing yourself to multitask will fuel any existing difficulties you have with concentration, organization, and attention to detail.

Read more here: 


The associated research articles can be read here:





Eric Chan Wei Chiang's insight:

In 2005, Hewlett-Packard funded an "infomania" study conducted by  Dr Glenn Wilson to determine how multitasking affects IQ. This is widely quoted by various news agencies such as the Forbes article above. However, the research was never published in a peer-reviewed journal. 

Nonetheless, creative people tend to have hyperactive brains which can readily form connections between different information stream. However, this can sometimes be dangerous http://sco.lt/5kno1J

Digital distractions are now a part of life. An article on how to filter out digital distractions was previously scooped here: http://sco.lt/90xEu1

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Educational Leadership: Giving Students a Reason to Try

Educational Leadership: Giving Students a Reason to Try | On Leaders and Managers | Scoop.it

I believe educators need to change how we reach struggling readers and learners. But in an era of teachers' evaporating autonomy and escalating demands on their time, any recommended changes in practice have to be practical, easy to implement, and backed by research so teachers have reason to believe the practice is worth trying and sticking with. Shifting our actions and words to strengthen self-efficacy is one such practice.

Once I began searching for insights into why unmotivated students sometimes do try–and how small successes fit in–I discovered Bandura's (1997) concept of self-efficacy. Self-efficacy–a realistic expectation that if you use the right strategy and make a good effort you'll succeed–is crucial to motivation. Without learning how to interpret emotional responses to difficulty and failure and how to use effective strategies to master a difficult task, any student would be unlikely to invest even moderate effort to accomplish a personal goal, let alone someone else's goal. He or she might well resist the task and quit.

Many observers would consider that student unmotivated. They wouldn't realize that he or she wanted badly to succeed but thought trying was useless and embarrassment certain. I didn't realize this for decades, even though as a kid I'd quit trying in a game I loved. Research and clinical practice connected to self-efficacy reveal three insights educators can use to improve the motivation of discouraged students:

1. Learners with weak self-efficacy for a task believe they have a slim chance of success at it. Failure has taught them that effort means little.

2. Because of this belief, they often quit learning, which makes teaching these kids difficult and compounds their learning and life problems. But if they believed they could learn, many of these kids would try.

3. Weak self-efficacy is not immutable. Once learners start to experience successes and learn to make proper attributions for successes and failures, their expectations of success become stronger.

Teachers have abundant options for building students' weak self-efficacy. Most involve nothing more than good teaching practices that benefit all students–in general education classes. These options include:

1. Listen
2. Present Moderate Challenge
3. Link to Recent Achievements
4. Teach Simple Strategies
5. Use Peer Modeling
6. Highlight Effort
7. Use optimistic language
8. Provide structure and a conducive environment


Read more here: http://www.ascd.org/publications/educational-leadership/sept14/vol72/num01/Giving-Students-a-Reason-to-Try.aspx

Eric Chan Wei Chiang's insight:

Sound advice for educators at all levels. 

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5 Golden Pieces of Leadership Advice for Young Leaders

5 Golden Pieces of Leadership Advice for Young Leaders | On Leaders and Managers | Scoop.it

I’m sure that most entrepreneurs and business leaders would confess to having been in a situation of feeling overwhelmed and in over their head. In such circumstances, leaders might rely on the “say yes to everything now and figure it out later” approach, which can trigger angst, frustration and some sleepless nights along the way.

The mantle of leadership can be heavy and young leaders struggle with building credibility. Here are five golden bits of wisdom which can help smoothen the journey:


1. Delegate and trust that others can rise to the occasion.
2. Coach, mentor and develop your associates.
3. Always do your best work.
4. Give yourself permission to take risks.
5. Never burn any bridges.


Read more about these five gems here:


Eric Chan Wei Chiang's insight:

Sound advice for aspiring young leaders encompassing, leadership skills, career tips and a bit of personal branding.


Read related scoops here:




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Scooped by Eric Chan Wei Chiang

The Awesome Power of Empathy

The Awesome Power of Empathy | On Leaders and Managers | Scoop.it
The best leaders know that truly connecting with employees is the most effective management strategy. Here's how it's done.


Ever get the feeling your boss isn't listening? If she's a lousy leader, your hunch is probably right.  That's according to research from the Columbia Business School, which found the best leaders at work are ones who take time to listen to their employees. Even better, they're able to see others' perspectives, making a real effort to get where they're coming from.

Bad leaders, on the other hand, don't do any of this. They're more apt to see things from their own point of view, and the more power they get, the worse they become. Attaining power puts a wedge between the leader and his or her employees. Bosses tend to develop a control complex that comes with the first taste of power. (And sometimes they are just bullies.)


There's another reason to be empathetic, too. "When you have an inexperienced team, people may not know what they want to do," Blumenthal said. "It's part of the manager's role to help people discover what makes them happy and [what] they are great at." 

Read more here: http://www.inc.com/jill-krasny/the-awesome-power-of-empathy.html

The associated research article can be read here: http://spp.sagepub.com/content/5/6/627

Eric Chan Wei Chiang's insight:

Empathy is extremely important for leaders to get a feel of how their teams are performing, as well as a good read of the situation on the ground. Associated leadership competencies include:

1. Emotional intelligence http://sco.lt/5zJIvZ

2. Winning over people to your side http://sco.lt/6y5REf

3. Grooming divergent thinkers http://sco.lt/7tKynJ

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Why do we follow successful leaders? 5 things

Why do we follow successful leaders? 5 things | On Leaders and Managers | Scoop.it

The amazing Dr. Maya Angelou understood the profound difference between management (what is done) and leadership (how things are done). She expressed it with her unique heart-full clarity when she said: "People will forget what you said, they will forget what you did, but people will never forget how you made them feel."

Here are five things that successful leaders know about leadership that make us want to follow them:


1. You must become deeply self-aware and then get over yourself and be "other" focused


2. If you are really lucky, leadership will break your heart and expand your humanity and effectiveness


3. One of the greatest gifts you can give to those you lead is to be happy, no matter what is going on


4. The most important measure of success ultimately, is yours


5. The ultimate reward of being a great leader is when you realize that you don’t need to be rewarded


Read more about the five things here:

Eric Chan Wei Chiang's insight:

The article offers some sound leadership advice but the quote by Maya Angelou is especially meaningful. Leaders need to forge relationships to be able to help others grow.


Jack Welch also frequently highlights that a leaders job is to coach and to provide a suitable environment for others to grow http://sco.lt/7mobNR

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Katy Bruce: I Just Got Hired. Here's How I Did It!

Katy Bruce: I Just Got Hired. Here's How I Did It! | On Leaders and Managers | Scoop.it

Most of the questions I received were in regards to my new position: "How did you find a new job so quickly?" was a popular one. Well, I'm going to tell you. And hopefully this will resonate with a few folks out there and give them the confidence they need in themselves to get back in the game.


First step- apply, apply, apply! 


Second step- During the interview - be prepared and ask questions!

Third Step- ASK FOR THE JOB!


Fourth Step- Follow-up. Always, always, always send a thank you!


Fifth Step- Lather, Rinse, and Repeat.  Finding a job is hard. We all know that. It can make you think life is unfair and there is no hope. It can be so frustrating that you want to give up. But you can't.


Above all - Don't give up! Practice makes perfect. The more you apply, the more you interview, the more offers you get - the better you'll be! Embrace it. Enjoy it. Learn from it. I know everyone out there who is unemployed has the power to get a new job. I know you can do it.


Read more about the five steps here:



Eric Chan Wei Chiang's insight:

This was a follow up article to her previous one, "I just got fired and it was amazing". The article was scooped here http://sco.lt/8H2vC5


That she was able to find a new job within a week was a testament to her resilience, determination and positive outlook. Well done, Katy Bruce!

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The 10 Things Successful Managers Never Accept

The 10 Things Successful Managers Never Accept | On Leaders and Managers | Scoop.it

Managers are paid for output, not for activities.


Getting the work done from others, is an art. Some are blessed with this quality, some acquires through practice and training, and some remain untouched. Having a successful professional career is something all of us stride forward for, regardless some goes extra miles forward and get on the top and some remain behind at the bottom.


Under the circumstances, for managers it is important to become successful and deliver their responsibilities more effectively. You are in trouble if you are accepting these 10 phrases from your team:


1. I will do my level best. Somebody telling you this means - he is not sure if he could be able to deliver that within desired time.


2. Let me see what best can be done. It simply means that the person do not know what is to be done.


3. It will be done ASAP. It's indefinite - when I will deliver this or I will deliver it any time from now. 


4. I have informed them. Attitude of "I will not take any accountability my work." Make your team accountable. Remember, their job is to deliver results and not to do activities


5. I think I will do it. Some people use this phrase to impress their boss to avoid accepting the fact that they do not know, how to do it.


6. It's almost completed. This is tricky! People use it to ditch situations. Always try to define timeline - hours, days, years required to exactly complete the remaining task.


7. It's not my fault. This is a stupid way of saying - I am not capable of doing this work. I am good in passing on the blame.

8. I will try my best. Make it clear if you will do it or not? You better say yes or no.


9. You will get in a second. Let's get practical, commit me a realistic time frame. Never allow your team to commit unrealistic timeframe.


10. Nobody helped me. I am not capable to dig information out from others. Also, this relates to bad interpersonal skills.


Everyone wants to be successful, so make sure your words aren’t holding you back. These 10 phrases are suicidal -- by avoiding them, you can be booming and become a successful manager.


Read more about to build a successful team here:


Eric Chan Wei Chiang's insight:

Accountability, candor and execution are values echoed by prominent business leaders such as Jack Welch, Richard Branson and Steve Jobs.


Read more leadership scoops by prominent personalities here: 


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Scooped by Eric Chan Wei Chiang

Leaders important to change

Leaders important to change | On Leaders and Managers | Scoop.it
A study has found that it is not only leader's knowledge that makes them successful, but their ability to develop and commit to strategies for the future.


The project canvassed more than 500 Australian higher education leaders from 20 institutions from heads of program to deputy vice-chancellors, about the contexts and challenges they face and the key capabilities that underpin their work.


Professor Geoff Scott, Pro Vice-Chancellor (Quality) at UWS, said the study had taken place during a time of profound change for higher education and had demonstrated that the leaders surveyed are key players in figuring out what to do and how to make it work.


"It has shown, in particular, that a significant and previously poorly understood aspect of their work is to set key change priorities and make them work." The study reveals what type of university culture hinders or encourages change, identifies how leaders themselves like to learn and shows that the best leaders in higher education have a strikingly similar profile to the best teachers.


It demonstrates that effective leaders of learning and teaching in universities not only possess up-to-date knowledge and skills in their area, they are also self-aware, decisive, committed, able to empathise with and influence a wide diversity of people, are cognitively flexible and are particularly deft at diagnosis and formulating strategy.


Read more here: http://www.sciencealert.com.au/news/20082706-17571-6.html


The research article can be downloaded here:


Eric Chan Wei Chiang's insight:

A very interesting insight into how higher education is evolving in Australia that is relevant to academic institutions globally.


More scoops on navigating change:


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Rescooped by Eric Chan Wei Chiang from Supports for Leadership

Always Make Promises

Always Make Promises | On Leaders and Managers | Scoop.it
Living up to a social contract is inordinately valuable, and there's no pressure to exceed it.


In the journal Social Psychological and Personality Science,  Nicholas Epley and Ayelet Gneezy at University of California at San Diego reported three experiments that explain why promises can be helpful in business, and in limiting the burden of expectations in a world where enough is never enough and more is more. I spoke with Epley recently by phone about broken promises, and the importance of trust. 


In Epley's latest social experiment, people were asked to consider a hypothetical scenario in which a friend had promised to give feedback on a paper. Either the friend did just as promised, gave really exceptional comments, or did less than they promised. "People were no more positive when someone did more than they said they would," Epley explained. "Breaking a promise seemed to hurt, but exceeding a promise didn't seem to help."


If you are going above an beyond, people would be happier if you promised them that you would do so. This calls up a critical difference between a promise and an expectation. Promises are interpersonal contracts. Expectations are in only one person's head, and they follow a relatively linear pattern. Less is worse, more is better. But promises have a peak at the level of fairness that is above and beyond the expectation point. That's called the fairness premium.


So, should we all make more promises? That way we can give people that fairness premium, gain trust, and always be sure that expectations of us are met? Knowing exactly what is expected of me, doing exactly that, and being lauded for it seems like some kind of dream. "Well, promises are a risky strategy," he said, unexpectedly distancing himself. "Make the promises you can keep, but you don't need to exceed them. Just do what you say you'll do."


Read more here:


Via Suvi Salo, Mark E. Deschaine, PhD
Eric Chan Wei Chiang's insight:

Promises can be a daunting prospect for many but it is a way to manage expectations and define success. Without promises, contributions sometimes go unrecognized. However, under-promising would hide the full extent of any altruistic act or career contribution.


Read more scoops on career tips here:


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Rescooped by Eric Chan Wei Chiang from Good News For A Change

7 Signs You Have a Creative Brain

7 Signs You Have a Creative Brain | On Leaders and Managers | Scoop.it

What is it that sets a creative thinker apart from the everyday individual? You think you might have a creative brain? Then many of these characteristics may seem familiar:


1. You see multiple possibilities
2. You generate new creative output through free association
3. You have multiple passions
4. You seek out new knowledge and skill sets
5. You view your creative output as unsurprising
6. You come from a family of creative thinkers
7. You know what it’s like to suffer a mood disorder


You certainly don’t have to suffer from a mood disorder–think depression or bipolar disorder–to be creative. But, Dr. Nancy Andreasen, a prominent neuroscientist and psychiatrist detected, a trend among artists such as James Joyce and Albert Einstein; they had close family members suffering schizophrenia.


Andreasen’s research coincides with others in the field such as Dr. Kay Redfield Jamison. Andreasen notes that “Jamison looked at 47 famous writers and artists in Great Britain, she found that more than 38 percent had been treated for a mood disorder; the highest rates occurred among playwrights, and the second-highest among poets.”


Read more about the 7 signs here:

Via Bobby Dillard
Eric Chan Wei Chiang's insight:

Dr. Nancy Andreasen also wrote an article featured in The Atlantic magazine entitled, Secrets of the Creative Brain. It is a summary of her years of research into the creative process and describes the downsides of being too creative. The article was scooped here: http://sco.lt/5kno1J

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Rescooped by Eric Chan Wei Chiang from Good News For A Change

Everybody Wants It, but Nobody Seems to Get Any

Everybody Wants It, but Nobody Seems to Get Any | On Leaders and Managers | Scoop.it

I know what you’re thinking, but I’m talking about margin—breathing room, think time, downtime, those moments we all desperately need really stay effective and enjoy the things that matter most.


But the truth is we seem to be getting less and less of it. Not only are prices racing while wages slow, but we’re working more hours, too. We’re used to thinking “full time” work means forty hours a week. With that kind of commitment, we still have time for ourselves and families. But there has been a significant creep on our weekly work hours.


What I’ve learned is that the only way to gain more margin, is to create it—to actively make the space we need to breathe. With that in mind, here are three steps you can take for getting more margin starting today.


1. Intend your time. It’s impossible to understate the importance of this foundational step. Margin isn’t a matter of luck; it’s a matter of self-leadership. 


2. Spend your time. The best trick I know for creating margin is blocking it out on your calendar. If you don’t commit your time, others will find more commitments for you.


3. Defend your time. Once we decide to get intentional and budget our time, we have to defend the decisions we’ve made—and I’m talking like knights on the castle wall.


Read more here: http://michaelhyatt.com/everybody-wants.html

Via Bobby Dillard
Eric Chan Wei Chiang's insight:

Making choices about how to use your time is extremely important to job satisfaction.  To work well better, sometimes you need to work less http://sco.lt/8vdzIf. Multitasking is bad for your brain and does not increase efficiency http://sco.lt/7hUzWz

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Tough Guys Finish First

Tough Guys Finish First | On Leaders and Managers | Scoop.it
Do tough bosses really get more out of their people? Of course they get short-term results, but do they really help a company win in the long run? --Alessandro Bolongaro, Milan


Yes and yes. But what a loaded question! Loaded because how you define "tough" matters a lot to the answer. And loaded, too, because how tough a boss seems may well depend on your own performance. Top performers with great results tend to worry and complain a lot less about tough bosses than those struggling to meet expectations


Let's talk about the meaning of tough. Without doubt, there are tough bosses who are nothing more than bullying, power-drunk jerks, and they're brutal to work for. They callously push their people, take credit when things go right, point fingers when they don't, and generally are very stingy with praise and rewards. They can also be moody, political, manipulative, secretive, outright mean, or all of the above. Now, as you say, sometimes these tough bosses get good results. But it's rarely for long. At any decent company, they are removed or they self-destruct, whichever comes first.


But bosses exist along a spectrum, and the destroyer-types we just described are at one far extreme. At the other end, and equally as damaging to the business, are the "Is everybody happy?" variety. Yes, they may be enjoyable to work for-getting paid was never so easy! -- but their spinelessness typically translates into mediocre results. Why? At least three basic sins are at work: These "nice" bosses treat everyone with the same wimpiness, they explain away misses without meting out consequences, and they change direction according to the needs and wishes of the last person in their office. In a word, they have no edge.


Somewhere between the two extremes, and probably closer to the hard end than the soft, are bosses who define the notion of tough the right way, and because of that manage to get strong, long-term performance from their people. It is not going too far to say that such bosses are actually the heroes of business, not the villains. They might not make everyone feel warm and fuzzy, but their good results create a healthy, fair work environment where people and the company prosper, where there is job security for employees who perform well, and value for shareholders. What more could you want?


DOES THAT MAKE THEM hard to work for? Of course. But here's where individual performance comes into play. If you're up to the challenge, working for a tough boss can be incredibly energizing because you achieve in ways you never thought you could. But if a tough boss raises the bar to a point where you are out of your league, then you're likely to hate the experience. And if human nature is any guide, chances are you won't blame yourself. You'll blame the "tough" boss.


Read more here: http://www.businessweek.com/stories/2007-09-14/tough-guys-finish-firstbusinessweek-business-news-stock-market-and-financial-advice


Eric Chan Wei Chiang's insight:

Another one of my favorite articles by Jack Welch. More of his articles are scooped here: http://www.scoop.it/t/on-leaders-and-managers/?tag=Jack+Welch


Carlos Ghosn echos this sentiment in the quote above.

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How Successful People Stay Calm

How Successful People Stay Calm | On Leaders and Managers | Scoop.it
The ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmart has conducted research with more than a million people, and we’ve found that 90% of top performers are skilled at managing their emotions in times of stress in order to remain calm and in control.


New research from the University of California, Berkeley, reveals an upside to experiencing moderate levels of stress. But it also reinforces how important it is to keep stress under control. The study, led by post-doctoral fellow Elizabeth Kirby, found that the onset of stress entices the brain into growing new cells responsible for improved memory. However, this effect is only seen when stress is intermittent. As soon as the stress continues beyond a few moments into a prolonged state, it suppresses the brain’s ability to develop new cells.

“I think intermittent stressful events are probably what keeps the brain more alert, and you perform better when you are alert,” Kirby says. For animals, intermittent stress is the bulk of what they experience, in the form of physical threats in their immediate environment. Long ago, this was also the case for humans. As the human brain evolved and increased in complexity, we’ve developed the ability to worry and perseverate on events, which creates frequent experiences of prolonged stress.


Besides increasing your risk of heart disease, depression, and obesity, stress decreases your cognitive performance. Fortunately, though, unless a lion is chasing you, the bulk of your stress is subjective and under your control. Top performers have well-honed coping strategies that they employ under stressful circumstances. This lowers their stress levels regardless of what’s happening in their environment, ensuring that the stress they experience is intermittent and not prolonged.

There are numerous effective strategies that successful people employ when faced with stress, what follows are ten of the best. Some of these strategies may seem obvious, but the real challenge lies in recognizing when you need to use them and having the wherewithal to actually do so in spite of your stress.

1. Appreciate What You Have

2. Avoid Asking “What If?”

3. Stay Positive

4. Disconnect (mobile devices)

5.  Limit Caffeine Intake

6. Sleep

7. Squash Negative Self-Talk

8. Reframe Your Perspective

9. Breathe

10. Engage Others to Support You


Read more here: 


Eric Chan Wei Chiang's insight:

On a related note, multi-tasking  adds to stress, reduces performance and could potentially damage your brain http://sco.lt/7hUzWz

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Brainstorming Doesn't Work -- Do This Instead

Brainstorming Doesn't Work -- Do This Instead | On Leaders and Managers | Scoop.it
Have you ever sat through a fruitless brainstorming session and wondered—who came up with this, anyway? It’s strange to imagine, but the concept of “brainstorming” was technically brainstormed by someone nearly a century ago. That someone was Alex F. Osborn, the accredited father of brainstorming and a passionate advertising executive who set out to transform how companies cultivated new ideas.


In the average group brainstorming session, most of us follow a set of well-established rules (many of which were actually chartered by Osborn in his book):

1. Judgment and criticism are barred
2. Wildness of ideas is encouraged
3. Large quantity of ideas is desirable
4. Combining and building off ideas is encouraged

These rules reveal several assumptions that have become deeply ingrained in our cultural psyche. First, most of us believe that two heads are better than one, and that collaborating as a group allows us to bounce ideas off one another. Second, we presume that if you ban criticism within these groups, it will encourage greater creativity because people won’t fear judgment for spouting unpolished, crazy ideas.

Unfortunately, numerous studies (including ones conducted by Osborn himself) show us that almost none of these long-revered brainstorming rules lead to a greater quantity or quality of ideas.

Consider your last brainstorming session. You may have noticed that, by and large, the majority of the ideas came from the more extroverted members of the team. Brainstorming sessions tend to exclude the potential contributions of an entire population of the problem-solvers who happen to be more introverted. And for those who do participate, there are still limitations to expression.

I manage a team of content creators, including video producers, writers, editors and other creatives; they are an outspoken team, and by all accounts they should be even more imaginative than the average individual. However, whenever I hold a brainstorming session with the purpose of “thinking outside of the box,” we instead tend to rehash, reword and build off existing ideas.

Sound familiar? There is a reason for this.

Studies show that that many participants of a brainstorming session either consciously or subconsciously feel pressured to go along with the dominant idea or pattern of thinking. This psychological tendency, called collaborative fixation, inherently leads to conformity of ideas and reduces the possibility of original solutions.

So how can we begin healing this broken system of ideation?

One way to optimize your brainstorming is to ignore the traditional limit on criticism and open your session up to a little healthy debate.


Read more here: 



Eric Chan Wei Chiang's insight:

In simple terms, brainstorming requires a good dose of candor for it to work. WIthout candor, divergent thinkers would remain silent http://sco.lt/7tKynJ


I am a big fan of candor and more scoops on the topic can be read here: http://www.scoop.it/t/on-leaders-and-managers/?tag=Candor

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Scooped by Eric Chan Wei Chiang

6 Ways to Make a Great First Impression

6 Ways to Make a Great First Impression | On Leaders and Managers | Scoop.it
Many entrepreneurs overlook the importance of poise and professionalism. Here's some advice.


You never get a second chance to make a first impression. Either consciously or unconsciously, we make judgments about the professionalism, character and competence of others based on first impressions.


Just as you evaluate potential business partners, employees and personal acquaintances on your first-time encounter with them, others will judge you and your business by how you conduct yourself.


The best way to make a positive first impression, especially in business, is to embrace uncommon common sense. Many entrepreneurs overlook the importance of poise and professionalism. A few common courtesies will help you make a positive impression when you meet someone for the first time.


Use these six tips to guarantee you’ll make a great first, and lasting, impression — no matter the circumstance.


1. Prepare ahead of time.
2. Find out who will attend the meeting.
3. Arrive a few minutes early.
4. Suit up for success.
5. Give a firm handshake.
6. Listen effectively.


Read more about these six tips here: http://www.entrepreneur.com/article/237361

Eric Chan Wei Chiang's insight:

Making a good first impression is important but so is building relationships. Several scoops on the topic also provides good advice on:


1. Nurturing professional relationships http://sco.lt/6POgPB

2. Building your sphere of influence http://sco.lt/7vmJ9d

3. Making people feel important http://sco.lt/5QjVeD

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5 Tips to Overcome Awkward Social Situations

5 Tips to Overcome Awkward Social Situations | On Leaders and Managers | Scoop.it

Feeling socially awkward is something that everyone goes through once in a while. For some, this is just a matter of getting into a new situation where they don’t feel like they can be themselves. For others, social awkwardness is a lifelong struggle that severely hinders relationships, friendships and just about every other aspect of human interaction. There are a number of social situations which lend themselves to more potential social awkwardness so learning how to become less socially awkward altogether can make these frequent occurrences seem less difficult.


These social situations won’t go away either, so do not think you can just avoid them—they are interviews for jobs, meeting new friends, large parties and gatherings, first dates, etc. They are situations that you will have to deal with if you want any semblance of a “normal” happy life. Unfortunately, being socially awkward simply means you feel that you don’t appear to be normal and for some reason, stick out or are unappealing to others.


Here are five things you can do right now to be less socially awkward in social situations:


1. Realize it’s not just you
2. Embrace your awkwardness
3. Smile and the world smiles with you 
4. Don’t put so much emphasis on being interesting
5. Eat with people


Read more of these five things here:  http://www.healcity.com/5-tips-to-overcome-awkward-social-situations/

Eric Chan Wei Chiang's insight:

Some great tips for those who consider themselves shy. 


More personal branding and networking tips scooped here:


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How Graduates Can Get Ahead

How Graduates Can Get Ahead | On Leaders and Managers | Scoop.it

How can ambitious graduates entering the corporate world quickly distinguish themselves as winners?


First of all, forget some of the most basic habits you learned in school. Once you are in the real world -- and it doesn't make any difference if you are 22 or 62, starting your first job or your fifth -- the way to look great and get ahead is to over-deliver. For years you've been taught the virtue of meeting specific expectations. And you've been trained to believe that an A-plus performance means fully answering every question the teacher asks. Those days are over.


To get an A-plus in business, you have to expand the organization's expectations of you and then exceed them, and you have to fully answer every question the "teachers" ask, plus a slew they didn't think of. Your goal, in other words, should be to make your bosses smarter, your team more effective, and the whole company more competitive because of your energy, creativity, and insights. And you thought school was hard!


In other words, give your boss shock and awe -- something compelling that she can report to her bosses. In time, those kinds of ideas will move the company forward, and move you upward. But be careful. People who strive to overdeliver can swiftly self-destruct if their exciting suggestions are seen by others as unfettered braggadocio, not-so-subtle ladder scaling, or both. That's right. Personal ambition can backfire.


Now, we're not saying curb your enthusiasm. But the minute you wear career lust on your sleeve, you run the risk of alienating people, in particular your peers. They will soon come to doubt the motives of your hard work. They will see any comments you make about, say, how the team could operate better, as political jockeying. And they will eventually peg you as an unrestrained striver, and, in the long run, that's a label that all the A-plus performing in the world can't overcome. So by all means, overdeliver -- but keep your desire to distinguish yourself as a winner to yourself. You'll become one faster.


Read Jack Welch's full article here: 



Eric Chan Wei Chiang's insight:

I am a big proponent in over-delivering. However, unless your workplace has a strong culture of candor, integrity and differentiation, over-delivering would likely make some of your co-workers uneasy. Even change for the better unsettle people and this is true for many Malaysian companies.


Nonetheless, your employer would be pleasantly surprised when you over-deliver and when you put the advancement of the company ahead of your own. Going above and beyond, what a way to brand yourself! It is important that you make promises, stick to them and perhaps exceed them, research shows why: http://sco.lt/7U4UpV


More of Jack Welch's keen insight here:


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9 Things That Aren’t On Your Resume (But Should Be)

9 Things That Aren’t On Your Resume (But Should Be) | On Leaders and Managers | Scoop.it

Many young careerists – even those with a couple internships under their belt – feel as though their resume and LinkedIn profiles are, for lack of a better word… lacking. And sometimes this is true – especially when you’re up against someone with three, five and even ten years of at least semi-relevant experience. In that case, how do you compete?


You compete – and win – by including on your resume the achievements, projects and assignments you may have overlooked, or chose not to put on your resume because they were short-term, campus-only related or “not a real job.”  Here are nine great examples:


1. Social Media Savviness

2. Self-Learning

3. Freelance Projects

4. Theses, Studies and White Papers

5. Content Creation

6. Industry Relevant Competitions

7. Anything Leadership

8. Conferences Attended

9. Reverse Mentorship

Bonus: Remove everything that makes you look like a current or recent student. Everything! GPA, relevant coursework, expected graduation dates – all of it. Why? Because no one hires students. They hire capable, work-ready young professionals prepared to help them achieve their goals and solve their problems. On your resume and LinkedIn profile: Don’t be a student.


Unless you are going into a field where these things still matter (medical, engineering, law, etc.)


A full description of each of the 9 examples listed above can be read here: https://www.linkedin.com/pulse/article/20140914063858-75688316-10-things-that-aren-t-on-your-resume-but-should-be

Eric Chan Wei Chiang's insight:

In the last example above about not including coursework, GPA and expected graduation dates, the author left out sciences and any job which would require technical expertise. 


In such jobs, certifications and technical competence matter. Without additional experience, technical competence is best reflected in grades. However, one need not place too much emphasis on graduation dates. 


More career tips are scooped here:


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Scooped by Eric Chan Wei Chiang

Katy Bruce: I Just Got Fired. And It Was Amazing

Katy Bruce: I Just Got Fired. And It Was Amazing | On Leaders and Managers | Scoop.it

I have always been brutally honest. Completely transparent. Almost to a fault. For the first time in my 26 years of life, I was fired from my job. I'm writing this for people who may be in a similar situation. I want to let them know they're not alone.


I had been in staffing over 2 years and been very successful. I had a competitor head hunt me for a similar sales role. I'd never done solely sales and I enjoy a challenge. So I thought, "why not?" After a year of talking, I felt like it was the right choice and I accepted an offer. It was exciting to be head hunted, it was exciting to be wanted, and it was exciting to try something new.


For the first time in my life, I felt completely out of place. From day 1, something was off. It was clear right away that the person they hired was not meant for the role they assigned me to. I thought I would be going into a 6 month training period and assigned a mentor. When I got there I was handed a target list and told to go sell. I was very forthright about my lack of sales training and I'm not sure how wires were crossed. But I gave it my all. I worked as hard as I could every day. I came to work with a smile on my face, ready to conquer the world. My activity was high. I was committed to the role 100%. But what I was doing took time. Time they did not have to spend.


On Wednesday afternoon, I was sat down in front of my boss and told I was no longer with the firm and that today was my last day. It stung. It hurt. I was slightly in shock. I was embarrassed. I'm still processing everything. But I also had been feeling something was off for a while. I truly felt like I was given up on. I was told I was not performing to standards and they needed to bring in someone who could.


For the first time in my professional career, I failed. I failed miserably. It wasn't until I got to my car (with my box full of belongings) that I realized this was the best thing that could have happened.I have learned that a nice salary is less valuable than happiness. I learned that being at a company where you don't belong is toxic. I learned that a boss that supports you and believes in you is CRUCIAL to your success.


I am lucky to rebound so quickly. I know it's rare. I am thankful. And I am humbled by this whole experience. At 26, you want to conquer the world. But if it's not the right company, with not the right manager, it is simply not worth it. And that's okay. I am not perfect. I have flaws. But I always want to improve and better myself. I refuse to be told I'm not good enough. I refuse to be told I don't have what it takes to be successful.


Don't be afraid to take risks. Don't be afraid to fail. Read more about Katy Bruce's story here:


Eric Chan Wei Chiang's insight:

Katy Bruce has since gotten a new job at CyberCoders. The continuation of her story was scooped here: http://sco.lt/5ypt1l

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Rescooped by Eric Chan Wei Chiang from Life @ Work

19 ways to boost your motivation and personal effectiveness

19 ways to boost your motivation and personal effectiveness | On Leaders and Managers | Scoop.it

How to stay motivated and improve personal effectiveness is an important question to ask yourself as both of these things have a big impact on your results. There are many factors that impact both of these things.

So let’s explore some of them. Below are some examples of things that have a powerful and positive impact on motivation and personal effectiveness:


1. Get an accountability buddy.
2. Protect yourself from energy draining and toxic people.
3. Surround yourself with positive, constructive, solution focussed people who fuel your fire.
4. Create a powerful vision for your life, work and relationships.
5. Get fresh air – every day.
6. Spend time in nature and the great outdoors.
7. De- clutter your mental and physical space.
8. Do more things that give you mental and physical energy.
9. Have a strong action plan and work that baby consistently!
10. Create a structure to work within each day, week and month.
11. Have a strong self care programme that you work consistently.
12. Hire a coach – working with a coach is a great way to boost motivation, personal effectiveness and achieve your goals.
13. Break your goals down into small manageable chunks.
14. Do the most important things first in the day.
15. Don’t be a Lone Ranger, create your own “dream team”.
16. Join a Mastermind Group.
17. Have a Hero – think of someone you look up to or is a role model for you.
18. Commit to learning about and improving your mindset and personal development
19. Celebrate your successes – regularly – no matter how big or small.


Read more about these 19 tips here:


Via Barb Jemmott
Eric Chan Wei Chiang's insight:

Most of these are sound tips for sustaining drive and motivation for people at any stage of their career. The last one i.e. celebration is emphasized by Jack Welch http://sco.lt/725e0P

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Rescooped by Eric Chan Wei Chiang from Supports for Leadership

The Virgin Way - Insights Into Richard Branson's Leadership

The Virgin Way - Insights Into Richard Branson's Leadership | On Leaders and Managers | Scoop.it
While Richard Branson’s new book, “The Virgin Way” is “about listening, learning, laughing and leading”, applying the BRAVE leadership framework to the book’s ten summary ideas yields highly applicable insights


1. Listen, take lots of notes and keep setting new challenges.
2. Turn off that laptop and iPhone and get your derrière out there
3. Make a positive difference and do some good.
4. Do what you love and have a couch in the kitchen.
5. Follow your dreams and just do it.
6. Believe in your ideas and be the best.
7. Communicate, collaborate and communicate some more.
8. Have fun and look after your team.
9. Don’t give up.


George Bradt compares these ideas with the BRAVE leadership framework. BRAVE is an acronym for Behaviors, Relationships, Attitudes, Values, and Environment, which together form a framework for brave leadership.

Read the full article here:


Via Anne Leong, Mark E. Deschaine, PhD
Eric Chan Wei Chiang's insight:

Richard Branson's leadership style is much more charismatic than Jack Welch and even Steve Jobs. Jobs was charismatic but not when he leads. 


Read more scoops on leadership of prominent personalities here:


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Rescooped by Eric Chan Wei Chiang from Daily Clippings

To Work Better, Work Less

To Work Better, Work Less | On Leaders and Managers | Scoop.it

It has long been known that working too much leads to life-shortening stress. It also leads to disengagement at work, as focus simply cannot be sustained for much more than 50 hours a week. Even Henry Ford knew the problem with overwork when he cut his employees’ schedules from 48-hour weeks to 40-hour weeks. He believed that working more than 40 hours a week had been causing his employees to make many errors, as he recounted in his autobiography, My Life and Work.


 Of course, some low-income workers are forced to work long hours or multiple jobs just to make ends meet. But why do many other employees—including those who are incredibly well compensated—still overwork themselves even when they often don’t have to?
Alexandra Michel, a Goldman Sachs associate-turned-University of


Pennsylvania adjunct professor, found that at two well-known investment banks (which she left unnamed) employees were working an average of 120-hour weeks (as in, 17 hours a day, every day). This led workers, as Michel writes, to not only “neglect family and health,” but also to work long hours even when their bosses did not force them to—and when they knew that working that 16th and 17th hour a day wouldn’t make them any more productive.


Michel concluded that hardworking individuals put in long hours not for “rewards, punishments, or obligation." Rather, they do so “because they cannot conceive otherwise even when it does not make sense to do so.”


Read more here: http://www.theatlantic.com/business/archive/2014/08/to-work-better-work-less/375763


Read associated research articles here:




Via Peter Hilton
Eric Chan Wei Chiang's insight:

Guy Kawasaki recently created a slideshow on why being busy is not the same as being successful http://sco.lt/5YXgRd

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Rescooped by Eric Chan Wei Chiang from LeadershipABC

5 Steps For Leading Through Adaptive Change

5 Steps For Leading Through Adaptive Change | On Leaders and Managers | Scoop.it

Leadership and management are two distinctly different but complimentary skill sets that all companies need. Leaders make sure the organization is doing the right things, while managers make sure they do those things right. Leadership is about coping with change while management is about coping with complex issues. Both are qualities that can be learned and both require constant focus on improvement.


As markets evolve and new technologies emerge, companies require leadership that can foresee the need to adapt and continually be auditing existing processes and organizational structures. Those companies that get this right continue to grow in value. Those that don’t become stagnant and sometimes fail. Here are five key steps for leading an organization that faces adaptive challenges:


1. Give direction
2. Provide protection
3. Clarify roles
4. Manage conflict
5. Shape the norms


Great leaders that guide a company through necessary changes don’t do it all by themselves. They bring all team members together and leverage their talent pool in a collaborative manner. This creates buy-in at all levels which is critical. They identify stakeholders and place the responsibility on them for rolling out new processes. Change doesn’t have to be stressful. Face it head on and keep the company moving forward.


Read more about the five steps here:

Via Kenneth Mikkelsen
Eric Chan Wei Chiang's insight:

These five steps may seem very simple but they are often taken for granted. To give direction a leader must take ownership and have a vision. Managing conflict and providing protection are often not pleasant and require great maturity from leaders. Shaping the norms and clarifying roles is often not given a very high priority as it involves intangible people skills.


Read more scoops on change and leadership here: http://www.scoop.it/t/on-leaders-and-managers/?tag=Change


God Is.'s curator insight, August 12, 12:00 PM

Seems like we are all experiencing changes in the world we are living in. We have to go thru the changes necessary to succeed. This article explains some of what needs to happen in order to survive and thrive...

Josie Gibson's curator insight, August 12, 6:20 PM

Thanks to @LeadershipABC for highlighting this article.

Jay Roth's curator insight, August 17, 4:33 PM

Perfect article to suggest (in schools) WHY the trainings of Cognitive Coaching, Adaptive Schools, and Polarity Thinking is necessary!