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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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Scooped by Eric Chan Wei Chiang

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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Scooped by Eric Chan Wei Chiang

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, 9:00 AM

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, 3:20 PM

Thanks to @LeadershipABC for highlighting this article.

Jay Roth's curator insight, August 17, 1:33 PM

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

Scooped by Eric Chan Wei Chiang

Why This Blog Post Went Viral

Why This Blog Post Went Viral | On Leaders and Managers | Scoop.it
Cas McCullough tells the story behind a recent blog post, and why this post went viral


I’ve been writing posts for a long time now, and some fare better than others in terms of engagement, but usually I spend hours carefully crafting each post. This one? 20 minutes! (Post scooped here: http://sco.lt/9APFWT;)


While I didn’t deliberately set out to be controversial, but I did take a deep breath when I hit publish, because I realized I had exposed something about myself and that was risky. People might judge me harshly… and a couple of people did.


You know what though? Many, many more people wrote to me, both on and off social media, to say how much the post resonated with them. So what made this blog post move?


1. It was human.
2. I told a story.
3. I didn't water it down.

Read more at, http://www.businessesgrow.com/2014/05/29/blog-post-went-viral/


Eric Chan Wei Chiang's insight:

@Cas McCullough makes a good point, if you want people to care, first care about them. This is something anyone interested in social media, content marketing and personal branding should take note of. Write something worth reading and share it with the world.


Read more scoops on personal branding here:



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

Caution: Disruption Ahead. Are You Ready?

Caution: Disruption Ahead. Are You Ready? | On Leaders and Managers | Scoop.it

History is covered with examples of companies that missed the boat on the next big industry disruption. Today such companies are being primed for sale or spin-off due to lagging sales and the fact that many free or considerably lower cost competitors have entered the market.

I do believe there are things companies can do today to prepare for change and possibly be the disruption they fear. They are:


1. Always Hear Your Customers. Hearing is a passionate focus on understanding what your customer is saying and ensuring the fastest possible delivery of that critical information to the right people in your organization.


2. Work Yourself Out of Business. The minute you back off the gas and stop giving 150% effort, is time your competition will inch closer and closer to overtake your place in the world.


3. Solve for Needs, Not Features. Customers will say they have a need for a solution, but may not know how that solution should be created.That's the opportunity for really smart people and companies to deliver a value and disrupt the status quo.


Read more here:


Via Steve Krogull, Bobby Dillard
Eric Chan Wei Chiang's insight:

Jack Welch considers the ability to look around corners and predict trends to be an important leadership quality. Adapting to change and disruption is becoming  more important with rapidly changing technologies.


An article was scooped from Washington Post that describes five myths of business disruption and innovation http://sco.lt/8QtQpd

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Scooped by Eric Chan Wei Chiang

Women can't have it all but they can still make good life choices

Women can't have it all but they can still make good life choices | On Leaders and Managers | Scoop.it
Achieving a perfect balance of career and family is still out of reach in today's society so women must focus on what they really want, feminists tell Kate Whitehead


What feminism did was liberate women from these constraints, opening up new opportunities and careers. But the bad news was that although women were now free to be rocket scientists, they still felt they should marry the perfect person, have perfect children and keep the perfect home. 


When children enter the picture, women still take on the bulk of the childcare and home care, and tend to pull out of the workforce in much higher numbers than men. Only 21 companies on the Fortune 500 list are run by female chief executives and only 16.6 per cent of those companies' board members are women.


For young women who are just starting out in careers, she says it's not about having to sacrifice anything but more about being conscious of what really matters to them. "This is not about giving up, or leaning out, or sacrificing; it's about being more thoughtful and more conscious about what you actually want and what matters to you.


"Figure out what you really want, and go after that. But don't try chasing everything under this misguided illusion that you have to have, or do it, all," Spar says. Debora Spar is the president of Barnard College in New York arguably the most important all-woman college in the US.


Read the full article below with additional insights from Sheryl Sandberg, the Facebook chief operating officer,  Kay McArdle, board chair of The Women's Foundation  and Wu Mei-ling, of the Hong Kong Women Workers' Association.  




Eric Chan Wei Chiang's insight:

Everyone has to make their own work life choices regardless of gender. More scoops on work-life choices here:


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

Top 7 Traits of Star Employees

Top 7 Traits of Star Employees | On Leaders and Managers | Scoop.it

If you're on the hunt for a new position that will let you shine, practice demonstrating these top seven traits that CEOs look for in star employees. Your resume can get you the interview. But these traits can get you hired:


1. Happiness
2. Creativity
3. Hustle
4. Honesty
5. Flexibility
6. Passion
7. Confidence

Read more about the 7 traits here: http://www.inc.com/drew-hendricks/top-7-traits-of-star-employees.html

Via Vicki Kossoff @ The Learning Factor, Bobby Dillard
Eric Chan Wei Chiang's insight:

These traits are somewhat similar to General Electric's 4E and 1P i.e. Energy, Energize, Edge, Execute and Passion.


Google prioritises four things: Leadership, Role-Related Knowledge, How You Think and Googleyness http://sco.lt/7t0twf


In general, companies want stars who are able to push their teams forward http://sco.lt/8kWByz

Vicki Kossoff @ The Learning Factor's curator insight, July 3, 3:59 PM

A resume will get them in the door. But what about their personality? Here's what you need to look for in a new hire.

Rescooped by Eric Chan Wei Chiang from Life @ Work

Balancing Risks and Rewards

Balancing Risks and Rewards | On Leaders and Managers | Scoop.it

Change agents are distinctly different from the pack. Jack Welch estimates that in most organizations, change agents comprise no more than 10% of all employees. These people have courage—a certain fearlessness about the unknown. Something in them makes it OK to operate without a safety net. If they fail, they know they can pick themselves up, dust themselves off, and move on. They’re thick-skinned about risk, which allows them to make bold decisions without a lot of data. This leads to the question: How can companies groom change agents, encourage innovation and make it safe to take risk?


When it comes to taking risks, George Reed, of the University of San Diego, advises an approach which incorporates learning. He explains that there must be "some tolerance of mistakes, because we know that most experiments fail and most big ideas don't meet their initial expectations." Without that understanding, he adds, "there is no possibility for the organization to learn. The trick is tolerating mistakes in the name of learning and not tolerating suboptimal performance" that could harm the organization. There is also a balance which Reed calls prudence and timidity -- in short, "known what you can risk and no more."


For individuals, Richard Branson recommends, "If somebody offers you an amazing opportunity but you are not sure you can do it, say yes – then learn how to do it later!"


This scoop was created using excerts from John Baldoni's book "Lead with Purpose" and Jack Welch's "Winning", two great books:


Via Barb Jemmott
Eric Chan Wei Chiang's insight:

I have recently been offered two amazing opportunities. One involves planning an interdisciplinary project on the Putrajaya Lake at the heart of Malaysia's capital and the other is to forge a research collaboration with Japanese from Neo-Morgan Laboratory Incorporated.


The excerpts in this scoop reflect my current feelings, "with great opportunity comes great apprehension." Apprehension generates resisters which can be considered the polar opposites of change agents.


Nonetheless, I already had a great chance to view how influential resisters who would threaten projects at their outset can be dealt with. The only certainty here is that I must rise up to the challenge and explore these opportunities.

Barb Jemmott's curator insight, July 1, 6:14 PM

What's holding you back?

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

7 Things Well-Liked People Always Do

7 Things Well-Liked People Always Do | On Leaders and Managers | Scoop.it
They like you, they really like you! Or do they? Likeability can make you a better manager and leader. And you'll like being more likeable.


But it's hard to pinpoint what exactly it is that makes us more likeable. Is it a magic charisma that attracts people to us? Or maybe being outgoing and friendly? Or having an agreeable personality that doesn't put people off? Though there are plenty of theories floating around about what makes someone well liked, here are seven things that well-liked people always do--and that you can do today to make yourself a more likeable and magnetic person.


1. Don't judge
2. Get personal
3. Ask people about themselves
4. Listen
5. Remember
6. Don't take yourself too seriously
7. Be hospitable


If you aren't already doing these things in your business life, try taking on a few, and watch how quickly the people around you respond. You might be surprised at just how likeable you can be with just a few changes in the way you treat others.

Read more about these 7 things here: http://www.inc.com/peter-economy/7-things-well-liked-people-always-do.html

Via Bobby Dillard
Eric Chan Wei Chiang's insight:

These leadership tips are great not only for managers but regular executives and even students. These tips are also useful for controlling how you are presented to the world, what you are known for i.e. personal branding


Read more about leadership and personal branding here:


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Scooped by Eric Chan Wei Chiang

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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Scooped by Eric Chan Wei Chiang

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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Scooped by Eric Chan Wei Chiang

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 Supports for Leadership

Keeping Your Leadership Relevant

Keeping Your Leadership Relevant | On Leaders and Managers | Scoop.it

What a powerful thought to ponder. Leaders have to adjust their mindset. We have to recognize that we operate in a completely different society and culture today, trends in fashion, music, business and technology change as quickly as they are ushered into existence.


In times of change and crisis there are two typical reactions:
1. We panic, we scream and we hope for it to stop
2. We kick-in to a pre-determined course of action


The second more favourable option is available to us immediately when these shifts occur if we have a high degree of clarity about our purpose. Getting in tune with our purpose as leaders keeps us relevant in the face of changing times.


If we know who and what we are, we can make preventative plans for the future. This keeps us relevant both as leaders and as organizations because:

1. Purpose creates relevance
2. Leaders nurture and create purpose through their actions and behaviors


Read more here:



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

Purpose, values and instinct are virtues that are shared by Jack Welch http://sco.lt/8It39l; and John Baldoni http://sco.lt/8gsZM1

I have learnt a lot from their books

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Scooped by Eric Chan Wei Chiang

Why I won't take your business card

Why I won't take your business card | On Leaders and Managers | Scoop.it

Cas McCullough writes: Last night I attended a networking event and a woman walked right up to me and a friend mid-conversation, thrust her business card in our faces and proceeded to introduce herself. My friend politely took the woman's card, but something inside of me felt compelled to refuse. I said "No thank you!"

Realising how rude I must have seemed, I quickly followed with "I wouldn't want you to waste your card on me. Are you on Twitter or Facebook?" She wasn't. I then spent the next 5 minutes asking her questions about herself and her business so I could see if she was someone I wanted to get to know. All she seemed interested in was telling me what she did. Not once did she ask a question about what I did or even ask my name for that matter.

There are benefits of not handing out your card like candy. If someone asks me for my card and we've been talking for a spell, I will hand it to them with pleasure (and vice versa) but I've stopped handing out my card to everyone at events, and I definitely don't put it on the event table for random strangers to pick up. The funny thing is, since taking this approach, I've noticed that the people who do ask for my card, follow up. They connect with me here on LinkedIn or on Twitter and the relationship deepens from there.

Despite well documented research showing that the vast majority of consumers buy from people they know, like and trust (84% according to Nielsen data), many businesses still cold call, use networking events to sell, sell, sell, and email out of the blue asking to establish joint venture partnerships.

Is it a lack of awareness or just plain laziness? I'd say a little of both. Do you think that leading the conversation with a card is a good thing? Are you put off by people who thrust their cards in your face at events?


Read more here:



Eric Chan Wei Chiang's insight:

This blog post cites an example with turn conventional knowledge advocated by networking gurus on its proverbial head. When it comes to relationships, quality trumps quantity anytime.


This blog post also went viral not too long ago. @Cas McCullough uses it as an example of why it is important to care about people before expecting them to care about you. Blog post scooped here: http://sco.lt/6OxWxV

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Scooped by Eric Chan Wei Chiang

Five myths about disruption

Five myths about disruption | On Leaders and Managers | Scoop.it
What businesses have to learn — or fear.


Writing recently in the New Yorker, historian Jill Lepore contends that the prevailing theory of business change — known as “disruptive innovation” — is grounded in poor research and circular logic. While it’s true that talk of disruption is thrown around carelessly (the meaningless advertising phrase “new and improved!” has been replaced with “disruptive and innovative!”), it’s equally obvious to any teenager with a month-old smartphone that the pace of business disruption is accelerating.


Here are the five myths:


1. Disruptive innovations begin as inferior replacements for existing products.


2. The further you are from the technology industry, the safer you are from disruption.


3. The best innovations come from proprietary R&D.


4. Once disruptors gain enough consumers, there’s no way to slow them down.


5. Markets are so complex that no one can predict what innovation consumers will want.


Read more about these myths here:



Eric Chan Wei Chiang's insight:

Disruptive innovation is very apparent in the technology industry with new models being developed every few months and radically new devices every few years. However,  all industries are susceptible to disruptive innovation and companies much continually change to remain relevant. 


Read about how companies can adapt to disruptive innovation and generate new innovations http://sco.lt/86WiFV

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Rescooped by Eric Chan Wei Chiang from The Daily Leadership Scoop

Leadership Tip: Make People Feel Important - 5 Ways How

Leadership Tip: Make People Feel Important - 5 Ways How | On Leaders and Managers | Scoop.it

Feeling important is one of the greatest human needs. Everyone wants to feel genuinely important.  It’s validating. It says you matter in this world.


I’ve known people who are especially gifted at making others feel important. Personally, it makes me want to leap over the moon to help the person who has made me feel important. They bring out the very best in me.


Making people feel important is especially critical to effective leadership. People will walk through fire for the strong, competent leader that makes them feel important. The five ways to make people feel important are:


1. Be truly interested in others
2. Promote Others
3. Be relevant
4. Be visible
5. Just be nice


Read more about the five ways here: 



Via Bobby Dillard
Eric Chan Wei Chiang's insight:

Many feel that leadership is power. However, it is important to remember that leaders derive their power from the people around them.


This is epitomised by Jack Welch's famous quote: "When you become a leader, success is all about growing others".


Read more about growing others here: http://sco.lt/7mobNR


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Scooped by Eric Chan Wei Chiang

Let's Stop the Glorification of Busy

Guy Kawasaki published a blog post about the takeaways that he derived from reading Arianna Huffington's book, Thrive: The Third Metric to Redefining Success and Creating a Life of Well-being, Wisdom, and Wonder. This presentation is a summary of that blog post and why we should add “thriving” as a metric for success in life.


The slideshow offers 10 tips for living a fulfilling life. Read more about the 10 tips in the blog article below.


Eric Chan Wei Chiang's insight:

These slides by Guy really puts the definition of success into perspective. Whether we thrive or wither in our careers depends a lot on our outlook of things and how we measure ourselves.


Other scoops on work and life can be read here:



Read more scoops on other prominent personalities here:


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Rescooped by Eric Chan Wei Chiang from Supports for Leadership

A New Job: 4 Ways to Quickly Build Influence

A New Job: 4 Ways to Quickly Build Influence | On Leaders and Managers | Scoop.it

Congratulations. You got the job! Now the real challenge begins: hitting the ground running. I once interviewed a C-level leader from the retail industry about the importance of quickly getting the lay of the land when coming into a new role. “The first step I take when taking on a new assignment or project is what I call ‘surveying the landscape,’” she said. “I study my surroundings, and I try to understand the people and processes that drive value in that particular area.”


You see, if you spend the first few weeks of a new job focusing solely on your new job description, you'll pass up opportunities that will set you up for long-term career success and growth, like understanding how your role can support other areas of the business and building alliances with influential counterparts. But by getting to know your new environment, you'll be able to quickly pick up momentum and become known for driving value in the organization right from the get-go. Get started with these four tips:



1. Become the go-to person
2. Find an influential friend
3. Embark on a listening tour
4. Build an influential network



Don't just spend your first month focused on mastering the tasks listed on your new job description. If you do, you'll pass up valuable opportunities to understand how your role fits into the bigger picture. By taking time to build relationships, listen and get the lay of the land, you'll gain momentum in your role and establish yourself as a key player in your new organization.


Read more abou the four tips here: 



Also read about how to avoid first day jitters:


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

During my first year working with UCSI University, I volunteered to take up a lot of new projects for which I was passionate about. 


These included the creation of Study Guides, drafting new guidelines for research supervisor-student responsibilities and building a functional research team consisting of undergraduate students.


These projects not only increased my exposure and visibility, they also gave the management team a clear picture of my abilities and interests. This ensured that the subsequent projects assigned to me were never boring.

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Rescooped by Eric Chan Wei Chiang from Transformational Leadership

How to work with overly efficient team members?

How to work with overly efficient team members? | On Leaders and Managers | Scoop.it
Though the rest of the team does not say anything, but I feel that hostility is building up and they feel that I am being partial to that person. Since he is so good, I don't want to admonish him or be very severe with him ,since I know that I need him for the success of my operations ... What should I do ?


This is often not a problem if the efficient team member is a team player. Otherwise, it can generate resentment and disrupt team dynamics.


In such situations, leaders would be well advised to:

1. Implement mechanisms to develop employee capabilities

2. Specify rules of engagement to ensure that team members play nice

3. Reward efficiency but uphold discipline, especially with top-performers


If managers had to choose between a genius with an attitude problem and an average performer with lots of initiative, enthusiasm and eagerness to learn, they would likely choose the latter.


Read more here:


Via Susan Bainbridge
Eric Chan Wei Chiang's insight:

Stars can become monsters if you let them. However, the "crabs in the bucket" mentality is also very common and is best described by the phrase "if I can't have it, neither can you.


Over-delivering would get you noticed but can also make you a target by envious co-workers. I have the experience of surviving and thriving under such circumstances before. My secret was to increase the number of "targets" by working with other forward-thinking individuals so that we could all shine together as a group. Hence, the quote by Barrack Obama: "We are not bound to succeed, but we are bound to let whatever light we have shine".


Jack Welch also offers really good insight into such career challenges: http://www.scoop.it/t/on-leaders-and-managers/?tag=Jack+Welch


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