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Anthony Hilton: Human resources must up their act if UK is to succeed

Anthony Hilton: Human resources must up their act if UK is to succeed | Organisation Development | Scoop.it
When Wolfson, the Edinburgh-based maker of advanced silicon chips, announced yesterday that it had received a takeover bid — and one that is likely to succeed — from larger us rival Cirrus, it immediately reignited the recurring debate about the seeming inability of this country to nurture and sustain modern hi-tech businesses.
David Hain's insight:

"It is almost unknown for the HR chief to be genuinely proactive in terms of thinking about what the business will need if the CEO wishes successfully to deliver on strategy." ~ Anthony Hilton.  Discuss!

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The former CEO of a $120 billion company says Wall Street makes too much money, and it's causing a huge problem

The former CEO of a $120 billion company says Wall Street makes too much money, and it's causing a huge problem | Organisation Development | Scoop.it
Chief executives are under pressure to produce returns for shareholders — often at any cost.
Activist investors, who now manage some $174 billion in assets, have exploded onto the scene, shaking up boards and pushing for share repurchases, company breakups, or outright sales in order to get stock prices higher.

But the trade-off of this focus on shareholder value is spending that benefits other stakeholders, like employees and customers, said Bill George, the former CEO of medical-device company Medtronic.

Value has to be created for your customers and, in turn, your employees, George said in an interview with Marketplace's Kai Ryssdal.

"If you do that," he says, "you'll have great value for your shareholders too."

George, a Senior Fellow at Harvard Business School, blames the swing to put shareholders before anyone else on the distortion of money in the financial-services industry.

David Hain's insight:

Bill George - who should know - challenges the religion of shareholder vale maximisation! Yay!

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Companies As Activists: Brands Take A Stand For Justice

Companies As Activists: Brands Take A Stand For Justice | Organisation Development | Scoop.it
Most brands claim to have some form of social mission, but few act on it. Today’s winning brands are not only starting contentious, uncomfortable and socially-relevant conversations about the issues that matter, but they’re also getting off their buns and actually doing something about them.

Huge corporate giants that value profit over the environment and human lives are a thing of the past. These businesses have no place in the economy of the future. In fact, 73 percent of millennials believe that businesses should not only take a stand about important issues, but also influence others to get involved in those issues.

We want the companies we love to not only give a crap about the world, but also to advocate for us and take a stand on the issues that matter the most. It’s good for the planet and the people on it, and it’s super good for profits. To be competitive in the market of tomorrow, you have to be a company that cares.
David Hain's insight:

Becoming a company that cares. Really cares...! Practical examples of brands that get it!

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Is the gender agenda being set for the 'right' reasons?

Is the gender agenda being set for the 'right' reasons? | Organisation Development | Scoop.it
In 2011 Lord Davies published his landmark Women on Boards report highlighting what he described at the time as a worrying lack of female representation on boards. The report went on to set a target that all FTSE 100 companies should aim for their boards to be 25% female by 2015.

We’re five years down the line, so what has happened?

At the top of the CEO level things haven’t changed dramatically. In fact, there are more FTSE 100 CEOs called David (8) than there are women (just 5) for example. However, at Board level the number of women has more than doubled, from 12% in 2011 to 26% today.

It’s impressive progress, but it’s not enough for Lord Davies who has called for a new target of 33% to be established, which he hopes will be met by 2020.

The report may have hit the headlines and achieved that most notable of 21st century phenomenon of ‘raising awareness’ but it’s worth looking at whether it has it really made a difference. The truth is it is difficult to quantify.
David Hain's insight:

Top headhunter on gender in the Boardroom. The jury is out...

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Deliberately Developing Millennials

Deliberately Developing Millennials | Organisation Development | Scoop.it
Over the past four years, we’ve been researching a new breed of organization that we call the Deliberately Developmental Organization, or DDO. We looked at three companies. The first was Next Jump, an e-commerce company based in New York that cut turnover within its largely millennial workforce from the industry average of 40 percent to single digits while regularly breaking company records for revenue, profits, productivity and growth rate. The Decurion Corp., a Los Angeles-based manager of movie theaters, real estate and senior living facilities, averages the highest gross per screen in the industry. Our third research site was Bridgewater Associates, a Connecticut-based global investment firm that runs the world’s highest-performing hedge fund over the past 20 years.

None of these three successful organizations is designed exclusively for millennial employees, but their day-to-day cultures connect directly with what millennials value. They infuse growth and purpose into the regular flow of work — from the C-suite to the receptionist desk — through intensive and inventive practices that are radically different from traditional organizations. Feedback flows faster, further and more honestly.Conflicts are mined for what they can reveal about the mindsets of the parties involved. Roles and goals are finely calibrated to maximize development.
David Hain's insight:

Are you a DDO (Deliberately Developmental Organisation)? Check out Keegan & Lahey's article to find out!

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Model of Storyworlds, Stories, and Participant Interactions - Transmedia Digest

Model of Storyworlds, Stories, and Participant Interactions - Transmedia Digest | Organisation Development | Scoop.it
“ Understanding the relationships between various elements of a transmedia narrative can sometimes be obscured by the sheer number of elements — characters, significant objects, settings, events, the storyworld, one or more stories, and multiple forms of media. This model is based on some sketches I put together a while back and which I recently revisited. …”
Via blaucloud, Soraia Ferreira, Ph.D., massimo facchinetti
David Hain's insight:
Useful visualisation of how to make stories resonate widely!
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Jerome Bruner, influential psychologist of perception + storytelling, dies at 100

Jerome Bruner, influential psychologist of perception + storytelling, dies at 100 | Organisation Development | Scoop.it
Dr. Bruner helped launch the field of cognitive psychology and was a major educational theorist.

Via Karen Dietz
David Hain's insight:

RIP Jerome Bruner! What a legacy!

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Karen Dietz's curator insight, June 8, 1:10 PM

Hey all,

Jerome Bruner explored the idea of storytelling as a fundamental way of understanding the world around us. A few days ago on June 5, he died at the age of 100.

 

As Howard Gardner, a psychologist and professor at the Harvard Graduate School of Education says, “Bruner made narrative a form of thinking."

 

The Washington Post wrote a nice piece on Bruner here. Make sure you explore his writings.

 

Here's the wikipedia link to learn more about him and see the bibliography of his works: 

https://en.wikipedia.org/wiki/Jerome_Bruner

 

We will  miss you Dr. Bruner!

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Why Gaining Greater Commitment Should Be Your Strategy

Why Gaining Greater Commitment Should Be Your Strategy | Organisation Development | Scoop.it
Producing a good product or service today does not achieve sustainable success in the hyper-competitive marketplace. You cannot have a bad product or service, but a good product or service just keeps you in the game. The source of competitive advantage has moved from the "What" to the "How".

How you connect with clients

How you collaborate with employees

How you innovate

How you deepen loyalty

We cannot innovate and achieve progress and distinction without first building a foundation of trust. At least 7 out of 10 employees have disengaged from the business mission. The latest research from Gallup, Towers-Watson, and LRN clearly shows that the vast majority of organizations across the world are struggling with trust, inspiration, and significance.
David Hain's insight:

How effectively does your strategy focus on relationships as a key building block, asks @StandardOfTrust?

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Managing the Bots That Are Managing the Business

Managing the Bots That Are Managing the Business | Organisation Development | Scoop.it
We are just at the beginning of the transformation from an economy dominated by human workers to one dominated by electronic workers. The great management challenge of the next few decades will be understanding how to get the best out of both humans and machines, and understanding the ins and outs of who manages whom.
David Hain's insight:

What will culture like when work is dominated by algorithms?

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How Fairness At Work Affects Your Health

How Fairness At Work Affects Your Health | Organisation Development | Scoop.it
Employees’ perception of fairness at work can impact their health, according to a new study by the University of East Anglia in Norwich, England.

Researchers investigated how employees' perceptions of workplace policies for rewards, pay, promotion, and assignments were impacting their health and found that employees who reported more fairness at work also reported better health. The findings suggest that employees who feel they are being treated fairly at work are more motivated and more likely to feel healthy.

When an employee feels that others are being treated better than they are, it puts stress on their health, says Tom Moran, CEO of the staffing agency Addison Group. The key, he says, is to make sure employees feel heard, even if they don’t get their preferred outcome.

Employees who feel they are being treated fairly at work are more motivated and more likely to feel healthy.
We asked human resource and leadership experts to outline five ways companies can improve perceptions of fairness in the workplace.
David Hain's insight:

If it aint fair, it probably aint healthy. Workplace fairness all about perception, here's some ways to work on it.

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How social tools can reshape the organization | McKinsey & Company

How social tools can reshape the organization | McKinsey & Company | Organisation Development | Scoop.it
Not all social technologies bring equal benefits. In a new survey, respondents say the most valuable tools make it easier for employees to collaborate—and could even transform the way organizations work.
David Hain's insight:

OD tools that are digital, cloud based and real-time offer new possibilities for developing org culture.

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How modern power works: less Game of Thrones, more Black Lives Matter

How modern power works: less Game of Thrones, more Black Lives Matter | Organisation Development | Scoop.it
Keltner quotes Lord Acton, who he trusts more than Machiavelli: “Power corrupts, and absolute power corrupts absolutely.” The results, he writes, are not pretty. “People who enjoy elevated power are more likely to eat impulsively and have sexual affairs, to violate the rules of the road, to lie and cheat, to shoplift, to take candy from children and to communicate in rude, profane and disrespectful ways … We gain and maintain power through empathy but, in our experience of power, we lose our focus on others.”

Is this corruption inevitable? Keltner thinks not, if only we are more alive to the risks.
David Hain's insight:

On the changing nature of power - how you get it and what you do when you have it. Interesting...

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Teaching Smart People How to Learn

Teaching Smart People How to Learn | Organisation Development | Scoop.it
Any company that aspires to succeed in the tougher business environment of the 1990s must first resolve a basic dilemma: success in the marketplace increasingly depends on learning, yet most people don’t know how to learn. What’s more, those members of the organization that many assume to be the best at learning are, in fact, not very good at it. I am talking about the well-educated, high-powered, high-commitment professionals who occupy key leadership positions in the modern corporation.

Most companies not only have tremendous difficulty addressing this learning dilemma; they aren’t even aware that it exists. The reason: they misunderstand what learning is and how to bring it about. As a result, they tend to make two mistakes in their efforts to become a learning organization.
David Hain's insight:

Double loop learning - seminal work on how to grow individually or as an entity! Rate and quality of learning critical to comp advantage!

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Why you need to listen to your 360 feedback - a window on your awareness

Why you need to listen to your 360 feedback - a window on your awareness | Organisation Development | Scoop.it
"Why do you see the speck that is in your brother’s eye, when you do not see the plank in your own?"

This famous phrase from the Gospel of Luke captures a basic truth: what we see in others, we cannot or do not want to see in ourselves.

We all have blind spots, and we all need to improve our self-awareness. I still remember an innocent joke played on me when I was in first grade. As is traditional on April 1st, someone stuck a little paper fish to my back: all my classmates saw it and laughed, except me. It sounds like such a trivial thing, but the feeling that you are unaware of what others are thinking, that they know something about you that you do not, is powerful and destabilizing. A lack of awareness makes us insecure.
David Hain's insight:

If workplaces are essentially human endeavours, relationships are critical. So everyone should study the Johari Window and act on it!

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David Hain's curator insight, May 20, 4:00 AM

How to grow - share feedback, expose yourself, wait for reciprocation --> new perspectives!

Yvan's curator insight, May 21, 12:03 AM
So right
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Learning Theory v5 - What are the established learning theories?

Learning Theory v5 - What are the established learning theories? | Organisation Development | Scoop.it
This Concept Map, created with IHMC CmapTools, has information related to: Learning Theory v5, Organisation Kolb, Psychology Vygotsky, Psychology Bloom, Piaget genetic epistemology, Psychology Skinner, Montessori constructivism, Dewey constructivism, radical constructivism Knowledge as mental representation: 1a. Knowledge is not passively received either through the senses or by way of communication; 1b. Knowledge is actively built up by the cognising subject; 2a. The function of cognition is adaptive, in the biological sense of the term, tending towards fit or viability; 2b Cognition serves the subject’s organization of the experiential world, not the discovery of an objective ontological reality., social constructivism connectivism, Taylor Organisation, Holt homeschooling, unschooling, constructivism radical constructivism, Kolb experiental learning, Montessori Montessori education, Social anthropology Lave & Wenger, Vygotsky zone of proximal development, Lave & Wenger situated learning, Education Illich, scientific pedagogy Education based on science that modified and improved the individual., communities of practice Groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.
David Hain's insight:

The orgs that learn best, develop best! Useful learning taxonomy coz it's a complex subject...

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Is the 70/20/10 learning mix out of date?

Is the 70/20/10 learning mix out of date? | Organisation Development | Scoop.it
Some recent research by DDI supports a view that 70/20/10 needs revision.

DDI did a survey of 13,000 leaders and asked them what experiences had contributed to their expertise, where had they learned the most and how they allocate their learning time.  Their results, published in the Global Leadership Forecast 2014|2015 found that rather than 70/20/10 the leaders actually spent 55% (on the job), 25% (learning from others in the work place) and 20% formal learning.

These results show a doubling of formal learning and a drop in informal experiential learning.

Lumesse say 50:26:24 is the average learning mix in most companies right now and given this new research and the pace of change this looks to be the right mix. But there is another factor to consider in my view.

Developing habit seems only to happen when the right formula is in place.
People will only change how they work if they create new behavioural habits. Some 70% of what people do is habit and that includes most of their job activities.  People must embed new ways of thinking and behaving so they become habitual – it just takes up too much brain energy to continually have to think about what to do next.

Developing habit seems only to happen when the right formula is in place. There is a cue, something that tells them it is time to act in the new way; a routine, the habit, and a sense of reward for doing the new behaviour.

This is where the support is needed in the work place. Managers must be able to help learners identify the cue, carry out the routine and provide positive reinforcement. Many managers don't know how to do this or even that this is part of their role. This is probably where the most impactful interventions could be made by learning practitioners but in my experience very few are doing this.

So rather than obsessing on the ratio mix maybe the focus should be on the amount of learning that is actually used back on the job consistently over time. Measuring this is where the real gains could be made.
David Hain's insight:

Critique of the 70:20:10 model.

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Ian Berry's curator insight, June 17, 5:00 PM
I don't believe the framework is out of date. It's creators always maintained it was a framework not a model. My most stable clients would mirror 70:20:10 Those undertaking big change 50:25:25 and other variances. The principles of the framework remain sound 
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Time for a better capitalism

Time for a better capitalism | Organisation Development | Scoop.it
Over the past few decades, the US economy has undergone a profound change.
 
This change has helped rich Americans get richer. But it has also contributed to growing income inequality and the decline of the middle class. And, in so doing, it has fueled populist anger across the political spectrum and slowed the growth of the economy as a whole.
 
What is this change?
 
The complete embrace of the idea that the only mission of companies is to maximize profit for their shareholders.
 
Talk to people in the money management business, and they’ll proclaim this as a law of capitalism. They’ll also cite others, including the idea that employees are “costs” and competent managers should minimize these costs by paying employees as little as possible.
 
These practices may help boost stock prices, at least temporarily. But they aren’t actually laws of capitalism.
 
They’re choices. 
David Hain's insight:

The trouble with shareholder value based capitalism - it only works for the rich few!

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Could these 3 ideas reshape governance?

Could these 3 ideas reshape governance? | Organisation Development | Scoop.it
The pace, depth and scale of change in expectations and digital technology make it hard for current governance models to deal with global challenges. Reforms and improvement alone will not do the trick. We need a systemic change, but how do we do that?

The good news is that we already have a vision for the future. The extraordinarily widespread and rapid approbation of the Sustainable Development Goals (SDGs) is a hopeful signal and presents a clear roadmap. Which governance models will help the SDGs achieve their vision while also addressing the above-mentioned questions?
David Hain's insight:

Some useful new ideas on governance in the digital age!

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Let Go of What Made Your Company Great

Let Go of What Made Your Company Great | Organisation Development | Scoop.it
How can an organization both exploit and explore? Managers, consultants, and academics around the world have long wrestled with this question. Some have responded by developing a concept known as “ambidexterity,” an organizational capability of fulfilling both managerial imperatives at once. But simultaneously managing today’s business while creating tomorrow’s goes beyond being ambidextrous. There is a third, even more intractable problem: letting go of what made you great.

Managers exploiting current businesses develop mindsets based on what they have experienced in the past. Such mindsets become further embedded in systems, structures, processes, and cultures that are self-perpetuating. It’s hard for managers, especially those who excel in the current system, to explore new unchartered terrain. And even harder for them to notice that many entrenched mindsets have lost relevance in changing circumstances that require exploring for new businesses. Bottom line: Before you can create, you must forget.
David Hain's insight:

Unlearning - a hugely significant capability to foster for effective organisation development. Honour the past, but bin the unhelpful stuff!

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Miklos Szilagyi's curator insight, June 11, 4:20 AM
Yeah... complacency could be deadly...
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Trends in Learning Report from Open University

Trends in Learning Report from Open University | Organisation Development | Scoop.it
What learning innovations will you bring into your organisation in 2016? Download our Trends in Learning report to see how your organisation could benefit from the latest thinking.
David Hain's insight:

Useful report on how people are learning today.

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America’s Got Talent

America’s Got Talent | Organisation Development | Scoop.it
Companies that focus more on training will want to protect their investment, so they’ll have to work harder on creating an environment in which people with upgraded skills will want to stay, or devising compensation schemes that reward longevity. Talent-acquisition specialists may have to morph into talent-retention specialists.
David Hain's insight:

Forget winning the war for talent! Focus on creating a sustainable peace...

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What If Mental Health First Aid Were as Widespread as CPR? New York City’s Planning to Do It

What If Mental Health First Aid Were as Widespread as CPR? New York City’s Planning to Do It | Organisation Development | Scoop.it
One in every four Americans experiences mental illness, and lack of police understanding can lead to tragedy. Here’s what could happen if we were all trained to deal with depression and anxiety.
David Hain's insight:

Investing in Mental Health - NYC shows the way and challenges the one in four acceptance!

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5 Ways To Earn Relationship Capital With Your Business Relationships

5 Ways To Earn Relationship Capital With Your Business Relationships | Organisation Development | Scoop.it
In today’s connected world, business is more of like an organism rather than the 20th-century metaphor of the command & control machine.  The speed of change occurring in marketplaces requires stakeholders such employees, partners, suppliers, and customers to individually create, co-create and collaborate together to solve problems faster than the competition.  Whether making commitments to customers, co-workers, partners, or your boss, they are watching, collaborating, and making judgments. 
Earning Relationship Capital by making and keeping commitments has always been important to higher performing leaders and entrepreneurs.  The difference today is our interconnected and transparent world of social media and social business platforms; including the forthcoming PE-ER SaaS Platform. It has empowered people to participate in the conversations of your marketplace.  Your ability to influence opinions through traditional marketing campaigns or public relations programs is rapidly losing its effectiveness.  Nothing speaks louder than making and keeping the right commitments to your stakeholders. 
David Hain's insight:

Keep an eye for this new platform from @StandardOfTrustto mainstream relationship capital as a legitimate business improvement tool.

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Are Good Corporate Citizens Rewarded?

Are Good Corporate Citizens Rewarded? | Organisation Development | Scoop.it
Bottom Line: Large U.S. firms with a sustainability program see an uptick in financial performance and have a positive impact on the environment around them.
David Hain's insight:

Seems like CSR is having some effect - sustainability programmes pay off in financial returns and environmental impact.

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A New Way Of Conducting Business: The Benefit Corporation

A New Way Of Conducting Business: The Benefit Corporation | Organisation Development | Scoop.it
In January 2014, Adi Ignatius, the editor of Harvard Business Review, wrote: The world would be a better place if businesses stopped thinking so much about short-term results and focused more on the long term. “Yet it has proved nearly impossible to shift their behavior. The idea is clear, but the incentive systems in place at many firms deter efforts to attain it.
This problem was answered by Roger Martin, Academic Director of the Martin Prosperity Institute: in an illuminating discussion at the Aspen Institute (now on Youtube).  His response was clear: short-termism is not the real problem.

Martin was asked, “You’re not saying that you can’t serve your shareholders; that it’s just by not pursuing shareholder value in the short term?” Martin responded: "I’d say it’s by not pursuing shareholder value at all. The best way to serve shareholders is to have a great company.
David Hain's insight:

A new way to revolutionise the shareholder value stranglehold of short-termism? Interesting concept from @StandardofTrust.

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Nasdaq CEO Bob Greifeld explains the strategy he uses to find the company's next leaders

Nasdaq CEO Bob Greifeld explains the strategy he uses to find the company's next leaders | Organisation Development | Scoop.it
Nasdaq, Inc. CEO Bob Greifeld regularly has group lunches with non-executive employees to remain visible and available to those outside of his inner circle.
But through these lunches, Greifeld is able to get an idea of who will be rising up the ranks to a leadership position.
"It's always interesting to me to see the range of engagement of people," he told Business Insider in a recent interview held in Nasdaq's New York headquarters.
He'll find some employees who are "intellectually curious" and know what is happening within Nasdaq and the industry, and other employees who may be talented and capable but only know what's happening within their own job.
"If you don't have that intellectual curiosity, magnified by passion, then it's hard to advance, and, certainly at the executive level, hard to thrive," Greifeld said.
To help monitor the growth of natural leaders possessing this trait, Nasdaq ties 10% of its employees' compensation to an engagement score.
"Intellectual curiosity" is also the primary attribute Greifeld looks for when interviewing candidates for a role that reports directly to him.
"I think water seeks its level over time," he said. "As managers you might think you have the ability to change employees, but I say you have the ability to improve them but not to change them, because they will always go back to their own level." Therefore, he wants to find candidates whose innate curiosity and passion will drive them, without his intervention.
"You've got to assess who this person is, what their motivations are, at what rate do they want to work, and how do they want to advance," Greifeld said.
"We want to see people who want to be passionate, want to be engaged, want to be part of the industry, and are not just coming here to work to make what is a good paycheck."
Join the conversation about this story » NOW WATCH: 'Shark Tank' star Daymond John reveals the advantages of being broke
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