"The great majority of people tend to focus downward. They are occupied with efforts rather than results. They worry over what the organization and their superiors 'owe' them and should do for them. And they are conscious above all of the authority they 'should have.' As a result they render themselves ineffectual." -- Peter Drucker You can make a positive difference, even when you do not have direct line authority. Here are 11 guidelines that will help you do a better job of influencing decision-makers, whether these decision-makers are immediate or upper managers, peers or cross-organizational colleagues. Accept the Facts: Every decision that affects our lives will be made by the person who has the power to make that decision, not the "right" person or the "smartest" person or the "best" person. Make peace with this fact. Once we make peace with the fact that the people who have the power to make the decisions always make the decisions and we get over whining that "life isn't fair," we become more effective in influencing others and making a positive difference. We also become happier.
“The crowd” is a mass of people who all look the same. They are indistinguishable from one another. They are all conformists to a standard set of rules, whether they be in business or in life. They are not individuals, but rather express the lowest common denominator of the mass they are embedded in. They are all “average”, expressing all that the word implies. It is safe in the crowd. You get to hide out and avoid exposure and recognition. There is safety in numbers particularly when every digit is the mirror image of the next. It’s warm. Heat, lots of body heat. Everyone is close to one another; existing in each other’s personal space. Body heat transfer through conduction and convection is alive and well here.
Organisaties bevinden zich op een kruispunt in de geschiedenis, waar de regels voor succes en falen worden herschreven. De manier waarop bedrijven tot nu toe hebben gefunctioneerd, de manieren waarop ze contact hebben met hun klanten, de producten en diensten die ze aanbieden: alle regels zijn aan het veranderen. Bedrijven die doorgaan met dingen doen zoals ze het gewend waren, zelfs als ze daarin een bepaalde perfectie in hebben bereikt of CEO’s beseffen dat ze moeten meebewegen, zullen vroeg of laat falen. “Als de regels voor falen en succes veranderen, moeten de regels voor hoe we werken ook aanpassen”: dat is de overtuiging van Graeme Codrington, oprichter en CEO van TomorrowToday.
Voor ruim de helft van de werknemers in Nederland heeft technologie een grote invloed op hun werk. Ruim een derde (37 procent) verwacht dat de inhoud van hun werk ook echt zal veranderen door de komst van nieuwe technieken. Van alle werkenden ziet 60 procent deze veranderingen rooskleurig in; zij zien de technologische ontwikkelingen als een kans.
Like many people, I once worked for someone who could be difficult. He was an entrepreneur, driven, smart, and incredibly knowledgeable in his field. He was a graduate of the school of hard knocks, and had built the organization off of his credit card and immense personal sacrifice.
I was young - young enough to be his son, given that this individual (we’ll call him Boss X, for the sake of this article) was born the same year and within months of my dad. Though I went to school at night while working full-time and raising a family, and have survived at points on the “generosity” of the Costco sample distributors, there isn’t a lot about my resume that looks like “hard knocks”.
Our relationship had its challenges, but I learned a lot from Boss X, and I respect him more as each year passes. Here are a few of the best things I took away from that relationship:
Huh … I don’t remember seeing a bouncer at the entrance of office buildings to check IDs and allowing only those inside who were “old enough” to be successful. We often hear about age discrimination in terms of those in the protected class of 40+ who were not hired or promoted due to their advanced years. But I was recently reminded that many of those in the older generation truly believe that if you’re in your 20’s you cannot possibly take on a large scope of responsibility and be successful. Where have these people been living? Under a rock? What about the latest 30 Under 30? There are many, highly capable, intelligent, energetic young professionals out there and it’s time for the old guard to take notice and give them the respect they deserve. If you are one of the many Millennials joining the workforce and are feeling that you don’t get the respect and opportunities you deserve, here are a few thoughts about what you can do to help change the old paradigm.
De arbeidsmarkt verandert fundamenteel Op zoek naar een baan? Houd rekening met de trends!
De Nederlandse arbeidsmarkt telt bijna 10 miljoen banen, met ruim 650 000 geregistreerde werklozen en ruim 800 000 ZZPers, waarvan de bezettingsgraad naar schatting niet meer dan gemiddeld 50% is. Het is dus niet gewaagd om te stellen dan er ruim 1 miljoen werklozen zijn. Elk jaar komen er per saldo tienduizenden ZZPers – voor een deel onvrijwillig – bij en neemt het aantal werknemers in vaste dienst af. Als je werkloos bent of als ZZP’er veel te weinig bezet bent is de concurrentiestrijd hard om een leuke en interessante (deel)baan te krijgen. Met zoveel werkzoekenden is het moeilijk je te onderscheiden. Als je een baan zoekt is het goed je van de volgende 7 trends bewust te zijn: - Digitale revolutie - Geen vastwerk - Van push naar pull - Grenzen vervagen - Steeds meer entrepreneurs - Branches krimpen en groeien - Oude waarden blijven Minstens twee oude waarden blijven van vitaal belang: - Een hoog tempo handhaven, er bovenop zitten. De Engelsen noemen dit sense of urgency.
- Ervaring telt. Probeer voor je vijf en dertigste zoveel mogelijk bagage te verwerven waarop je enigszins kunt teren, bijscholen later blijft altijd noodzakelijk. Bent u zich bewust van deze trends?
We established a long time ago that social media is not a fad. Being proficient in using social media tools is a desired skill – both in your business life as well as your personal life. Case in point, when looking for a job, social media can be extremely valuable in your job search. It’s like networking. Don’t wait until you need something to start using it. But also like networking, there’s a right way and a wrong way to use it. Our friends at iCIMS created this infographic to highlight the facts:
So after playing with my “management guru” tweeting strategy, I am killing it today. And I’ve been thinking of some of my smart friends who have thoughtful social media strategies.
* My friend Sarah White no longer takes photos at conferences and guards her privacy. Her personal brand now reflects important things in her life: work and family. She says that Twitter is a platform where lonely people talk to themselves. I resemble that remark.
* Jennifer McClure talks about personal branding, authenticity and social media in our little community quite a bit. She has great things to say about developing a personal brand and leveraging key sites — Twitter, LinkedIn, Facebook pages, Slideshare — to build your online reputation. I am with her, too. You should use these tools to your advantage when they serve your purposes.
I think most of us occupy the grounded middle. There is probably a place where we can be on Twitter and offer smart things to say about our areas of experise. I haven’t found that place. I’m still sorta looking.
Do you rely on word of mouth to promote your business? Are you wondering how to get more people to recommend your product or service? To learn how to build a business that's highly recommended, I interview Paul Rand.
We all have emotions, but most of us carry around errant assumptions and beliefs about them that cloud our ability to use them appropriately at work. Here are three common examples of misguided EQ that apply, whether it’s us or someone else who’s experiencing and/or expressing emotions. 1. Strong emotions = I can’t handle it. Muted emotions are easy to ignore if you’re not sure how to react to them. Strong emotions are harder to ignore. Instead of learning how to understand and respond to strong emotions in the workplace, many of us believe they have no place in the office and assume that if someone expresses strong emotions, they “can’t handle it.” This plays out often between men and women. Women are socialized to be more comfortable expressing emotions generally, and because they have more experience they often know that expressing emotions is an awesome strategy for “handling it.” 2. Empathy = Approval. Sometimes bad things happen to people we work with. Sometimes people we work with make bad choices or encounter bad luck with people or situations are in their life. Sometimes they need to talk about it, or express strong emotions, to get refocused on work and sometimes we have to listen because we’re the person they have to tell. Sometimes we make the poor choice to express our negative judgments about their situation, completely disowning their feelings and making them feel isolated. Acknowledging their feelings does not mean you approve of them, whether you do or not. 3. Joy Doesn’t Happen At Work
BusinessWeek calls him "the man who invented management."
He advised the heads of GM, Sears, General Electric, IBM, Intel, and the American Red Cross. And in 2002, President Bush -- who was a follower of his teachings -- gave him the Presidential Medal of Freedom. The man is Peter Drucker.
And to see why Bush and so many executives look to Drucker's work for guidance, here are five of the best lessons from the man himself... lessons that may very well change the way you think about business, forever.
When it comes to having a social media profile, there is no one stopping you from saying things that aren’t true. After all, there are hundreds-of-millions of users online, and it’s nearly impossible to monitor everyone’s activity. That being said, here are 33 reasons why people should be honest on social media. Honesty Leads To Authenticity If you want to be seen as someone who knows what they are talking about, you’ll only be able to build this authenticity if you are who you truly claim to be. It Takes Courage To Be Honest You will demonstrate courage and personal strength if you are honest to others.
Met steeds goedkopere en snellere rekenkracht – de wet van Moore – worden hardware, software en connectiviteit steeds goedkoper. De belangrijkste oogst van deze troika – waar ook het het internet of things toe behoort, is data. Omdat het succes van business voor het grootste deel afhangt van toegang tot de portemonnee van de koper (zowel in BtB als BtC) en die koper steeds meer data produceert en verlangt, is data de nieuwe olie. Tot zo ver de inspiratiebron van Toii, de datawedloop.
In het blog ‘zijn ritjes met Uber binnenkort gratis?’ (het best gelezen tot nu toe op Toii) komt naar voren hoe bestaande business modellen overspoeld worden door nieuwe, data-gedreven bedrijvigheid. De taxibranche was decennia lang een analoge, ouderwetse business, gedomineerd door mensen en auto’s. Uber brengt daar verandering in aan, door het aanbieden van een platform dat de logistiek vergemakkelijkt en met allerlei minder positieve eigenschappen (slechte kwaliteit, lang wachten, zoeken) afrekent door nieuwe technologie (mobiel, gps, real time data) te combineren met het sociale web (zowel passagier als chauffeur voorzien elkaar van een rating).
Pakweg vijftien jaar geleden was het ondenkbaar dat game-technieken een bedrijfsproces zou helpen optimaliseren. Maar tegenwoordig passen veel opdrachtgevers gamification steeds vaker in de praktijk toe. Het ontwikkelen van een bedrijfsgame is echter een flinke investering. ‘Toch zouden Nederlandse bedrijven meer lef moeten tonen, want gamification is de toekomst’, zegt Thijl Klerkx.
When you apply for jobs, in your haste to show what you want the employer to know about you, you may be ignoring a very important part of the job-search equation: the focus on what the employer needs. If you consider the hiring manager’s perspective and act accordingly, you’ll have a much better chance of receiving an offer. 1. Apply with intention. Successful job candidates use their materials to show how their skills are well matched to the target company’s needs. Employers and recruiters appreciate candidates who cut to the chase and make a clear case for their candidacy. When you evaluate a job, highlight the parts of the description that pertain to you. If the majority of the job is not highlighted, don’t apply for that job.
1 - - Admit it when you make a mistake or fall short. 2 - - Complement someone who is strong in an area where you’re not. 3 - - Ask others for help in an area where you’re not strong. 4 - - Share something vulnerable about yourself. 5 - - Show grace to others when they appear weak or vulnerable.
You’re on your own. Be prepared to be your own onboarder. 1 - -Be patient. It takes time to navigate a new environment. Allow at least 6 – 12 months to figure out how things really work. Consider yourself in learning mode. .................. 2 - - Ask questions that give you clues and insight that will make your boss/team/customers’ job easier. Understand their pain points and preferences................. 3 - - Talk less, listen more. Resist the urge to demonstrate how much you know. Most people don’t care what you did before you landed this new role. Your most important job is to build trust............ 4 - - Make nice. Instead of espousing what’s wrong, what needs fixing, how messed up everything is (you haven’t earned the right to do that … yet), look for what’s working, what you like about the organization, its culture, your team. Let people hear the good stuff..............
I’ve come across many strategists in my career. Some were bad. Most were average. Only a few were truly incredible. The things that great strategists do on a day-to-day basis may not show up on the average radar. But for those who look carefully, they become visible. Here’s a list of what great strategists frequently do: 1. They make us care Good strategists formulate strategy using phrases like: “We want to outperform the market and have a ROCE at least 2 percent higher than the industry average in the next 5 years.” And while this phrase might perfectly capture the company’s ambition, the truth is most people just don’t care. Great strategists go beyond PowerPoint presentations. They look for ways to make us care about the company strategy. They look for ways to turn an abstract idea into a concrete race that we all want to be part of. Just think about John F. Kennedy who made an entire nation care about NASA’s strategy by turning aeronautics into a race every Amercian wanted to win: “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.”
guy called us up and said “I have a story I have to tell you.” “Tell us!” we said. “Okay,” said the young man, whom we’ll call Jim. “I got laid off from my job in September, but I wasn’t panicking because I got a little severance and also because I can still do a small amount of consulting for my old employer. I’ve just been applying for a few jobs here and there. Last night I saw a job ad that looked perfect for me. “It’s a job opening for a Technical Project Manager, which is what I am, and I know there are a lot of us, but I have literally every single qualification listed in the job ad. The company makes medical equipment. “That’s the kind of product development I’ve been involved in for ten years. I figured I’d apply for the job and hopefully at least get an interview.
The "most successful investor of the 20th century" has a thing or two to teach you about being a great leader. Warren Buffett is a famed philanthropist, business magnate, and sharklike investor. As the CEO and biggest shareholder of Berkshire Hathaway and someone who consistently ranks among the richest people in the world, he's smart, business savvy, and slick, even into his 80s.
However, the "Oracle of Omaha" is also a notoriously frugal spender and reveres value investing. Having pledged to donate 99 percent of his wealth, he's proof that sometimes old-school techniques work. If you're an up-and-coming leader (or just want to be), check out what Buffett can teach you about leadership, wise moves and humility.
De paradox van vertrouwen. Pas als vertrouwen geschonden is, kun je vertrouwen werkelijk opbouwen. Voor die tijd is vertrouwen een wassen neus. Ongetoetst, want we zijn met elkaar nooit werkelijk de diepte in gegaan of het heeft er nooit werkelijk om gespannen. Pas op het moment dat je de mogelijkheid voelt om te zeggen dat je iemand niet – of niet altijd – vertrouwt of vertrouwd hebt, ontstaat er direct daarna een gegronde basis om iemand daadwerkelijk te kunnen gaan vertrouwen. Pas via het ervaren van de grenzen komt het speelveld in beeld.
To get around the risk of facing stressed leadership I'd like to present two formulae which help me to stay even-tempered and focused during critical times and crisis. They are straightforward in concept and with will and repetitive practice also in execution: The START Formula – This is a preventive concept, i.e. knowing and applying it assists in minimizing the risk to encounter possible headless chicken situations. The SWITCH Formula – Once you find yourself in a situation where you are about to lose your head you better exercise this method to stay on course and to keep your cool. THE START FORMULA S - Stand Up T - Trust A - Action R - Respond T - Take It Easy
THE SWITCH FORMULA S – STOP W – Wait I – Inhale T – Think C – Calculate H - Head and Proceed
It is striking how busy unemployed people are these days. Most I know have no time to sleep in until noon, they do not spend hours reading magazines in the public library, and they are too busy to go for long walks with the dog. The reason is that they usually do have a job but one that does not pay. It is not voluntary work, such as preparing art classes for handicapped people at the community centre, or assisting the elderly with their tax returns, and it is not domestic work either that occupies them. Instead they work for companies and public institutions; more and more people work just for the honor of working, a type of unpaid labour that has become central to late-capitalist economies. Let me give three examples that reveal why people end up working without getting paid, and how central that has become to societies. Two years ago, Saskia (I am using pseudonyms throughout) had a well-paid job at a medical company. She did experimental research and set up partnerships with universities and the private sector. Saskia has a PhD in chemistry and over the years she had temporary jobs in the US, the Netherlands, and Switzerland, hopping from one laboratory to the next. A year ago, her contract was not renewed and due to the economic crisis it was particularly difficult to find employment.