Sign up with Facebook
Sign up with Twitter
Sign up with Linkedin
I don't have a Facebook, a Twitter or a LinkedIn account
Start a free trial of Scoop.it Business
With the recent flood of college grads landing employment, some companies are getting nervous about how this so-called “Entitlement Generation” will interact with senior professionals in the office.
Are you sure you want to delete this scoop?
Utilizing mentoring is a great way to help very different generations learn from each other and work together.
One of my fave love song lyrics! ❤
Of all human abilities, one stands out, the ability to see the Big Picture, the things that are important in life, and not to be distracted by small, trivial, and irrelevant things; the intelligence to separate the message from the background noise.‘The Big Picture’ is about the grand goals; the big dreams and aspirations people treasure in every stage and aspect of life. But how can you grasp and hold on to the Big Picture? What does it take?Six rulesthat have been successfully tested in business and everyday life:1. Get your Priorities RightSetting priorities right is about making intelligent choices, deciding what goals to pursue in which order, which takes vision and foresight. Intelligent people rise over the hills and valleys of the present to gaze over the hills and the valleys of the future and see the invisible and the challenges it holds. Renowned entrepreneurs like Microsoft MSFT +0.72%’s (NASDAQ:MSFT) founder Bill Gates, Apple AAPL +0.55%’s founder (NASDAQ:AAPL) Steve Jobs, and Facebook ’s founder Mark Zuckerberg had such vision and foresight; they could see how technology could change the lives of everyday people; and came up with products and services that will turn their vision into reality.Getting your priorities right is about choosing whether to go to school, start your own business or working for somebody else; whether to get married or stay singled; whether to have children or not; whether to stay married or get divorced; whether to remarry if widowed or divorced; and you have to choose how to spend your money.2. Use Resources WiselyUsing resources wisely is also about making intelligent choices. It is about deriving the most value out of limited resources; shopping around for the right merchandise by asking three simple questions: Do I need this piece of merchandise? Is the price right? Is this merchandise the best use of my money?In some cases, using resources wisely means more than shopping around for bargains for the right merchandise. It also means paying the least interest and finance charges for the things you buy on credit. Shop around for the lowest interest rates on a home mortgage; refinance when interest rates fall sufficiently; and stay away from consumer debt and finance charges that add to the price of the merchandise you buy.3. Stay FocusedStaying focused means sticking with your priorities and goals; focusing on the message, not on the background noise; and executing. Take the right steps to reach your goals. That’s all that matters in the end.It takes patience, persistence, and discipline to stay focused. Patience to overcome the hurdles that stand between you and your goal; persistence to overcome the failures, setbacks, and temptations that may take you off course; and discipline to play the game right, to comply with all the rules: know what you are doing, be punctual, and work out all the details. 4. Develop the Right RelationsReaching a certain goal requires moral and psychological stamina. It takes skills and resources no single individual possesses. This means that in pursuing personal success, people need friends and partners to overcome the many obstacles that stand between them and their personal goals. At school, friends can provide the moral and psychological support to endure and overcome the pressure that comes with class lectures, homework, exams, and term paper deadlines. Partners provide the information and expertise to go over complex concepts and to complete coursework projects, sharing of class notes, participating in discussion groups.At work, friends provide the moral and psychological support to endure and overcome workplace-related stress, meeting project deadlines, handling customer complains, and dealing with internal politics. Partners provide skills and expertise to complete complex projects that require cooperation among several parties.Friendships and partnerships is a trait shared by many successful company founders, including HP (NYSE:HPQ) founders Bill Hewlett and Dave Packard, Google (NASDAQ:GOOG) founders Sergey Brin and Larry Page, and Microsoft founders Bill Gates and Paul Allen.5. Don’t be GreedyGreed is the idolization and relentless pursuit of something that lets people distinguish and set themselves apart from others—money, power, status, and so on; the feeling that they never have enough of it, and nothing can stop them from amassing and accumulating it.Greed is an obsession that—like alcohol—numbs people’s senses, blurs their vision, and makes them lose sight of the Big Picture. Greed leads people to live a life of imbalance and disproportion, a life of reckless and dangerous behavior. People who want everything in life fail to negotiate with others and compromise, and end up losing everything. People, who want everything from personal friendships and partnerships and become selfish and arrogant, end up destroying them.6. Don’t be Complacent
Complacency is the opposite of greed. It’s the idolization of things people have accomplished, the feeling that they have reached the telos (ultimate destination). This may sound contradictory to what was argued earlier about staying focused, but success isn’t an entitlement. It cannot be taken for granted. Successful people cannot afford to be complacent because good times do not last forever, especially in a rapidly changing world. That’s why complacency is dangerous. People who are complacent with their accomplishments fail to catch up with the rest of the world and are left behind. At school, students who are complacent about their performance at the beginning the semester eventually lag behind their peers and end up failing the course. At work, workers who become complacent and take their jobs for granted fail to keep up with the demands of the marketplace by upgrading their skills and are the first in line to be laid off in an economic downturn. In marriage, people who become complacent about what they have accomplished and take each other for granted, end with apathy and indifference for each other.
I started Docstoc in my 20’s, made the cover of one of those cliché “20 Under 20” lists, and today I employ an amazing group of 20-somethings. Call me a curmudgeon, but at 34, how I came up seems so different from what this millennial generation expects. I made a lot of mistakes along the way, and I see this generation making their own. In response, here are my 20 Things 20-Year-Olds Don’t Get.Time is Not a Limitless Commodity – I so rarely find young professionals that have a heightened sense of urgency to get to the next level. In our 20s we think we have all the time in the world to A) figure it out and B) get what we want. Time is the only treasure we start off with in abundance, and can never get back. Make the most of the opportunities you have today, because there will be a time when you have no more of it.You’re Talented, But Talent is Overrated - Congratulations, you may be the most capable, creative, knowledgeable & multi-tasking generation yet. As my father says, “I’ll Give You a Sh-t Medal.” Unrefined raw materials (no matter how valuable) are simply wasted potential. There’s no prize for talent, just results. Even the most seemingly gifted folks methodically and painfully worked their way to success. (Tip: read “Talent is Overrated”)We’re More Productive in the Morning – During my first 2 years at Docstoc (while I was still in my 20’s) I prided myself on staying at the office until 3am on a regular basis. I thought I got so much work done in those hours long after everyone else was gone. But in retrospect I got more menial, task-based items done, not the more complicated strategic planning, phone calls or meetings that needed to happen during business hours. Now I stress an office-wide early start time because I know, for the most part, we’re more productive as a team in those early hours of the day.Social Media is Not a Career – These job titles won’t exist in 5 years. Social media is simply a function of marketing; it helps support branding, ROI or both. Social media is a means to get more awareness, more users or more revenue. It’s not an end in itself. I’d strongly caution against pegging your career trajectory solely to a social media job title.Pick Up the Phone – Stop hiding behind your computer. Business gets done on the phone and in person. It should be your first instinct, not last, to talk to a real person and source business opportunities. And when the Internet goes down… stop looking so befuddled and don’t ask to go home. Don’t be a pansy, pick up the phone.Be the First In & Last to Leave – I give this advice to everyone starting a new job or still in the formative stages of their professional career. You have more ground to make up than everyone else around you, and you do have something to prove. There’s only one sure-fire way to get ahead, and that’s to work harder than all of your peers.Don’t Wait to Be Told What to Do – You can’t have a sense of entitlement without a sense of responsibility. You’ll never get ahead by waiting for someone to tell you what to do. Saying “nobody asked me to do this” is a guaranteed recipe for failure. Err on the side of doing too much, not too little. (Watch: Millennials in the Workplace Training Video)Take Responsibility for Your Mistakes – You should be making lots of mistakes when you’re early on in your career. But you shouldn’t be defensive about errors in judgment or execution. Stop trying to justify your F-ups. You’re only going to grow by embracing the lessons learned from your mistakes, and committing to learn from those experiences.You Should Be Getting Your Butt Kicked – Meryl Streep in “The Devil Wears Prada” would be the most valuable boss you could possibly have. This is the most impressionable, malleable and formative stage of your professional career. Working for someone that demands excellence and pushes your limits every day will build the most solid foundation for your ongoing professional success.A New Job a Year Isn’t a Good Thing – 1-year stints don’t tell me that you’re so talented that you keep outgrowing your company. It tells me that you don’t have the discipline to see your own learning curve through to completion. It takes about 2-3 years to master any new critical skill, give yourself at least that much time before you jump ship. Otherwise your resume reads as a series of red flags on why not to be hired.People Matter More Than Perks – It’s so trendy to pick the company that offers the most flex time, unlimited meals, company massages, game rooms and team outings. Those should all matter, but not as much as the character of your founders and managers. Great leaders will mentor you and will be a loyal source of employment long after you’ve left. Make a conscious bet on the folks you’re going to work for and your commitment to them will pay off much more than those fluffy perks.Map Effort to Your Professional Gain – You’re going to be asked to do things you don’t like to do. Keep your eye on the prize. Connect what you’re doing today, with where you want to be tomorrow. That should be all the incentive you need. If you can’t map your future success to your current responsibilities, then it’s time to find a new opportunity.Speak Up, Not Out – We’re raising a generation of sh-t talkers. In your workplace this is a cancer. If you have issues with management, culture or your role & responsibilities, SPEAK UP. Don’t take those complaints and trash-talk the company or co-workers on lunch breaks and anonymous chat boards. If you can effectively communicate what needs to be improved, you have the ability to shape your surroundings and professional destiny.You HAVE to Build Your Technical Chops – Adding “Proficient in Microsoft Office” at the bottom of your resume under Skills, is not going to cut it anymore. I immediately give preference to candidates who are ninjas in: Photoshop, HTML/CSS, iOS, WordPress, Adwords, MySQL, Balsamiq, advanced Excel, Final Cut Pro – regardless of their job position. If you plan to stay gainfully employed, you better complement that humanities degree with some applicable technical chops.Both the Size and Quality of Your Network Matter – It’s who you know more than what you know, that gets you ahead in business. Knowing a small group of folks very well, or a huge smattering of contacts superficially, just won’t cut it. Meet and stay connected to lots of folks, and invest your time developing as many of those relationships as possible. (TIP: Here is my Networking Advice)You Need At Least 3 Professional Mentors – The most guaranteed path to success is to emulate those who’ve achieved what you seek. You should always have at least 3 people you call mentors who are where you want to be. Their free guidance and counsel will be the most priceless gift you can receive. (TIP: “The Secret to Finding and Keeping Mentors”)Pick an Idol & Act “As If” – You may not know what to do, but your professional idol does. I often coach my employees to pick the businessperson they most admire, and act “as if.” If you were (fill in the blank) how would he or she carry themselves, make decisions, organize his/her day, accomplish goals? You’ve got to fake it until you make it, so it’s better to fake it as the most accomplished person you could imagine. (Shout out to Tony Robbins for the tip)Read More Books, Fewer Tweets/Texts – Your generation consumes information in headlines and 140 characters: all breadth and no depth. Creativity, thoughtfulness and thinking skills are freed when you’re forced to read a full book cover to cover. All the keys to your future success, lay in the past experience of others. Make sure to read a book a month (fiction or non-fiction) and your career will blossom.Spend 25% Less Than You Make – When your material needs meet or exceed your income, you’re sabotaging your ability to really make it big. Don’t shackle yourself with golden handcuffs (a fancy car or an expensive apartment). Be willing and able to take 20% less in the short term, if it could mean 200% more earning potential. You’re nothing more than penny wise and pound-foolish if you pass up an amazing new career opportunity to keep an extra little bit of income. No matter how much money you make, spend 25% less to support your life. It’s a guaranteed formula to be less stressed and to always have the flexibility to pursue your dreams.Your Reputation is Priceless, Don’t Damage It – Over time, your reputation is the most valuable currency you have in business. It’s the invisible key that either opens or closes doors of professional opportunity. Especially in an age where everything is forever recorded and accessible, your reputation has to be guarded like the most sacred treasure. It’s the one item that, once lost, you can never get back.
Let me clear that workplace optimism isn’t about observing the proverbial glass as half-full. It’s also not about taking a Pollyannaish viewpoint that denies reality.
What Workplace Optimism IsOptimism at work is a belief employees hold, including managers, that it’s possible to do good work while at work. Furthermore, employees are inspired by the possibility of doing good work. The inspiration comes from another belief that the work employees do matters to the customer and to the employees themselves. The work is valued, needed, and useful to those who benefit from it.Researcher Al Gini eloquently summed up the need for workplace optimism when linking our identity to the work we do. He said, “. . . we have forgotten or never really appreciated the fact that the business of work is not simply to produce goods, but also to help produce people.”
Beyond the Factory MentalityIf going to work is merely about exchanging time and labor for money, workplace optimism will not likely emerge. Before this new era of work, the transactional perspective of money for time and labor was viewed as enough in the employee-employer contract. The viewpoint also came with the belief that employees were replaceable cogs on the factory line. It’s not possible to believe one’s work matters when the manager’s breath is on your back as he looks to see if the work is done satisfactorily.Employees want to see something good, meaningful, and useful come from their hard work. Without these elements, motivating employees is impossible. The following four factors are causes of motivation triggered by workplace optimism:
Workplace Optimism Motivating FactorsWorkplace optimism is a motivator. But optimism alone isn’t enough. It’s also what emerges from workplace optimism that motivates employees to contribute their best.Optimism Enables Connection, Which Enables OptimismWhen employees believe they have the opportunity to produce meaningful work pulled from their experiences and what they are learning, it’s a motivator to share it with others. This fosters connection with others, particularly with those who experience workplace optimism.Optimism Helps Create Friendships That Create OptimismGallup has long advocated, not without controversy, that having a best friend at work helps with employee engagement. Connection helps to build friendships. Friendships create a sense of belonging. In Gallup’s, 12: The Elements of Great Managing, the research firm explains that the question predicts performance and that “affiliation . . . drives him to do positive things for the business he would not do.” Healthy, productive friendships will struggle to emerge if the vibe of the team or workplace is negative, combative, or too individualistic. We are human beings. And we crave connection. We need friendships, even at work.Optimism Emerges from Meaningful WorkI’ve written quite a bit about workplace optimism. And this post positions the importance of meaningful work and its relationship to optimism.What I haven’t shared is that meaning is a search we all take on. In this global, 24/7 world, it’s natural to wonder how what you do matters. Work is a significant part of our lives. Therefore, it’s not uncommon to seek meaning in your work. And why not. You spend 1/3 of your adult life working.A conscious manager will tap into the human nature of meaningful work, and position her team to find it in their work.Optimism Helps Quality Work HappenIf you combine the three previous inputs to motivation, quality work is a greater possibility. It also becomes a badge of honor plucked from the employee’s passion, focus and diligence.Workplace optimism is contagious. When a person or a team begins to experience the hope or belief in something good that is bigger than themselves, people want to be part of it. They want more. Optimism’s role in employee motivation positions the team and each employee with the opportunity to experience work that drives them to do better, to be better. And our workplaces could certainly use the boost that workplace optimism can provide.
In an interview with Financial Review, an Australian publication, General Michael Hayden, who has served as head of both the NSA and the CIA, made what may be the most jaw-dropping statement of the whole Edward Snowden controversy. Asked if he was a hero or traitor, Hayden said (emphasis added):He's certainly not a hero. The word traitor has a very narrowly defined legal meaning that he may not in the end quite meet. I personally think Snowden is a very troubled, narcissistic young man who has done a very, very bad thing. I don't think Snowden spied for the money, and he probably did not spy for the power. He seems to have revealed this information because of his ideological embrace of transparency as a virtue.It is a little like the Boston bombers. The issue is at what point does Islamic fundamentalism flip-over and become a genuine national security threat? Likewise, at what point does a cultural tendency towards transparency flip-over to become a deep threat inside your system?They are similar issues.For those keeping score at home: The Boston bombers, who tried to kill masses of innocent Bostonians by packing sharp metal objects in explosive devices and detonating them at a marathon, are a little like the leaks of Edward Snowden, who revealed that the U.S. government is spying on its citizens.And Islamic fundamentalists, who believed they were justified in killing 3,000 Americans on 9/11 by flying planes filled with people into the Pentagon and World Trade Center; who are proud of numerous suicide bombings that have killed untold thousands in Iraq, Afghanistan, and beyond; who subjugate women and minorities, murder gays, and transgress against all the values of liberal democracy -- those people are similar to folks who embrace transparency as a virtue.Every day, the national-security establishment reveals its illiberal radicalism and utter lack of perspective a bit more.This part of the interview is also incredible:Do you have any issues with the media reporting of the Snowden leaks?Gen. Hayden: Yes, our 24/7 constant news networks have really mangled this so story badly that Americans don't quite understand what it is that their government is or is not doing.Yes, it's the media's fault that the American people don't quite understand the secret programs that the government failed to reveal, refuse to detail, and actively mislead the public about even now.
NEW ORLEANS (AP) — Michelle Obama urged Latino activists on Tuesday to help sign people up for her husband's health care overhaul, especially the millions of younger, healthier people the system will need to offset the cost of caring for older, sicker consumers.The first lady said that, starting July 31, consumers can create an account at www.healthcare.gov , or www.cuidadodesalud.gov , its Spanish-language equivalent, so they can get ready to sign up for health insurance in the fall, starting on Oct. 1."Simply passing the Affordable Care Act was not the goal," Mrs. Obama said at the annual conference of the National Council of La Raza, a Latino advocacy group. "The goal is to get folks to sign up for the insurance so they have the care they need to stay healthy."She emphasized "the need to reach out to our young people" since their participation is key to the law's success.The Obama administration is looking for about 7 million people to sign up for health insurance through marketplaces that are supposed to become available online starting Oct. 1. More than 2.6 million younger enrollees are needed to keep costs down for the overall pool, the White House has said.."Nearly one-third of these young people live in California, Texas and Florida."So we need to send them to those websites which have all the information they need about health reform," Mrs. Obama said.In the remarks, the first lady tied the push to get the uninsured to sign up for health care to her campaign against childhood obesity, which she said is seriously affecting the health of Latino children. She called the epidemic a policy, public health, family and community issue, and urged families to make the right diet and exercise choices for children who don't know enough to make the smart decisions on their own."We know better. And that is one of the greatest gifts we can pass on to our children. This is a gift," she said.The first lady also mentioned immigration policy, saying President Barack Obama is working and fighting "every step of the way" on what is a priority issue for the president and for the group. The Senate has passed an immigration bill, but prospects in the House are less clear.
"But do not give up, because I promise you that my husband won't give up until a good bill gets on his desk," she said.Benjamin Hernandez, a Houston resident who works for the city's Department of Health and Human Services, said he was thrilled that the first lady encouraged Latinos to sign up for health insurance."We have a lot of challenges in terms of obesity and chronic disease, so the more we get people on these programs, the more we get them on the health insurance exchanges, the better it is for the entire population," he said.Mrs. Obama's remarks are part of a determined effort by the administration to inform the public about the health care law and its benefits as Oct. 1 nears. On Monday, Obama dropped in on a private White House meeting with celebrities including singer Jennifer Hudson and actors Amy Poehler and Kal Penn. The White House said the artists expressed interest in helping spread the word about the health insurance marketplaces opening Oct. 1.After the conference visit, Mrs. Obama toured Sterling Farms, a suburban New Orleans grocery store opened by actor Wendell Pierce. It's intended as a way to provide better food access and jobs for residents..Pierce, a New Orleans native, has been leading an effort to open grocery stores in underserved neighborhoods impacted by Hurricane Katrina.Mrs. Obama shook hands with shoppers and told several children there to be sure to eat their vegetables.Before her arrival, a New Orleans police officer on a motorcycle was struck while he was in the procession of Mrs. Obama's motorcade, said Garry Flot, a police spokesman. "The officer was taken to a hospital and his injuries are not life threatening," said Flot, who did not release the officer's name.The accident remains under investigation.___Associated Press writer Darlene Superville in Washington contributed to this report.
Who needs jocks when you've got Jennifer Hudson and Amy Poehler?That seems to be the message coming out of the White House following a star-studded meeting yesterday led by White House Senior Advisor Valerie Jarrett. Its mission: Figure out how to help promote the Affordable Care Act.Among those : Oscar winner Jennifer Hudson, Amy Poehler, actors Michael Cera and Kal Penn, and reps for Oprah Winfrey, Alicia Keys, and Bon Jovi.The goal of the meeting, which featured a drop-by from President Obama himself, was to share ways to get Hollywood's help in reaching out to a younger demographic to sign up for health insurance starting this fall.This comes less than a month after the NFL the Obama administration's plan to in the effort. That came after the GOP's top two senators sent what could be deemed a threatening letter to NFL officials."Given the divisiveness and persistent unpopularity of this bill, it is difficult to understand why an organization like yours would risk damaging its inclusive and apolitical brand by lending its name to its promotion," , R-Ken., and GOP Whip John Cornyn of Texas.Mike Farah, president of the comedy website , told Shots that "I would love nothing more than for them to send us a letter like that."Farah was at the White House meeting Monday (his first in the actual West Wing, he said) and pronounced it "awesome." He says he finds it odd that senators would "actually send a letter trying to discourage a group from paying attention to a new law."He said he's personally excited about the impact that FunnyorDie, with its estimated 60 million video views per month, might be able to make in informing its mostly younger audience about the need to sign up for health insurance."Kids aren't thinking about health care the way they should," he said. "It should become like safe sex or putting on your seat belt. It's not that big of a deal."Of course, in the hands of FunnyorDie it's likely to be, well, funny. The writers are known for their topical and sometimes political humor, including (questionably tasteful) and for Obama starring Sarah Silverman.Farah's on the road this week, but says his writers should get to work next week on their Obamacare videos. He wouldn't disclose any possible stars, but said to expect the first round of health-related humor sometime in mid to late-August.
You need to offset the costs by enrolling by enrolling young people. ~ "After being spurned by the NFL, the Obama administration is wooing Jennifer Hudson, Amy Poehler and other big names in entertainment for help in getting younger people to sign up for health insurance under the Affordable Care Act."
Serious Tour 1990.
Phil Collins kind of night.
Most hiring organizations underestimate the amount of information one can obtain from reference checks if you both ask, and listen carefully. You’re looking not just for things that will rule out a candidate but for things that will help you make trade-offs among candidates, or will help ensure that the person you pick will be positioned to succeed within the organization. Though in some cases you might only conduct a reference check on your clear first choice, in other cases it makes sense to gather references for more than one finalist. Information from the reference check may elevate a finalist to “the” candidate and/or help you think from the start about how to support and develop this person appropriately.Make Multiple Reference ChecksTaking insightful references on prospective employees is essential, but how do you get started? You can either have a third party take references for your candidate, or you can conduct the references internally. Either way, it is helpful to do a number of references – ideally five to six for senior-level candidates – to gather:Hard data – confirmation of the candidate’s track record, skills, and competencies, including information about the role the candidate played within the organization, specific responsibilities, and performance; andQualitative data – tangible examples that allow you to better understand the candidate’s management and communication style, track record, and both strengths and areas for improvement, including more qualitative questions about the individual’s style, interpersonal interactions, and approach to work.Your goal in conducting references is to speak with individuals who have known and worked with the candidate, ideally for a long period of time and in different settings. When asking for a reference list, you should suggest that candidates provide references that include peers, direct reports, their own bosses, and/or individuals external to their organizations with whom they worked fairly closely (e.g., a vendor, a client, or a partner in a collaboration). Speaking with this broad list of people should provide a rounded view of how a candidate interacts with people at different levels within and outside the organization.Ask Follow-Up QuestionsAgain, if at all possible, avoid questions that elicit a “yes” or “no” response; rather, focus on questions that are open-ended and allow the reference to describe events, accomplishments, and difficulties. Ask for examples and explanations. Listening carefully and drilling down below the surface of initial comments will make a reference truly useful. For example, if someone notes that a candidate was a great manager but didn’t get along well with the CEO, you might ask, “Is that unusual in the organization?”It is important to listen not just to the overall comments a reference makes, but also to the specific word choices and the tone and enthusiasm with which the reference describes the candidate. If he or she makes a comment that seems unclear, ask a follow-up question. Keep your antennae up for shifts in tone, long pauses, or hesitations that might indicate that you’ve hit a sensitive or troublesome subject. Acknowledge the shift, be willing to follow up, and, most importantly, probe the source. Also keep an ear out for overly enthusiastic references without sufficient depth of examples to back up the praise.Legal RequirementsReference checking has its own set of confidentiality and legal issues. You must always get permission from the candidate before taking references. You should ask them to sign a release giving you permission to check both named and unnamed references, as well as to conduct background checks. You can not legally start that process until they do.In addition, your personal notes from a referencing conversation are not to be shared. Instead, write up a summary of each reference check to share with the full search committee. To protect the reference-giver, do not attribute sources of specific quotes or comments, and destroy hand-written notes once the referencing report is written. Note that candidates can request a copy of the reference report and any stored information in their files. And of course, EEOC guidelines on discriminatory questions for interviews apply to reference checks as well.Many organizations turn to professional third parties for reference checks. Why? Professional recruiters are able to gather information objectively that allows the organization to benchmark the candidate’s skills and personal qualities against the job description. In addition, while candidates generally do not offer references who would not give glowing testimonials, professional recruiters have extensive personal and professional networks that often allow the organization to benefit from references that have not been named by the candidate. Furthermore, as professional recruiters tend to do reference checks much more frequently than others, their expertise and comfort in making reference calls may help get the most out of each one.
This is an area where true care should be taken. Some companies trully are unscrupulous in their recruiting practices. ~ "Reference checking has its own set of confidentiality and legal issues...Note that candidates can request a copy of the reference report and any stored information in their files. And of course, EEOC guidelines on discriminatory questions for interviews apply to reference checks as well."
Did you know that you have a quantum mind? Do you know that it decides what is reality to you? Here’s how….The many worlds theory of quantum mechanics states that there are a limitless number of optional outcomes (past and future) in any situation. We select the outcome we experiences based on our specific expectations, focus and state at any point in time. Imagine a limitless number of paths stretching out in front of you , each leading to a different result. Simply put, quantum mechanics postulates that we select one of those paths to act upon as our reality. If you haven’t seen the movie “What the Bleep do We Know,” I’d highly recommend you get it and watch it. It’s a great explanation of your reality!When I heard that theory some twenty years ago, I knew it was true. All I had to to was to watch a football game with 2 guys rooting for 2 different teams and I could see quantum theory in action. They each saw a totally different game!We Are Quantum ComputersThanks to neuroscience, I’ve recently learned how and why quantum mechanics applies to every one of we humans. Quantum is part of us because It’s ALL in Our Minds! Here’s how it works….We take in over 11m bits/second of sensory information. Think about that for a minute. That’s a LOT of information from our eyes, ears, feelings and other senses.
Contrary to what many of us were taught, out conscious mind does not process the information we take in. Our unconscious mind manages this vast flow of information.
From that 11M bits/second, our unconscious mind selects 126 bits/second to give to our conscious mind for processing and action. That’s .0000122 of the total information available to us.Talk about selective attention! So what about all that other information we take in? How many other realities are there in that 10.9 MB of data we ignore?
So What is Reality?We each select a tiny percentage of information from a massive field of optional outcomes and data. What you or I select to act on is based on our individual mindware programs, our current point of focus and our individual expectations. The same is true for everyone on the planet. We each select.0000122 percent of our available data to process in every second. Want to make a bet about how many of us select the same 126 bits?Quantum mechanics has proven that scientists see what they expect to see, particle or wave. The same thing is true of each of us. We all choose our own unique reality from our ocean of sensory information. We process that selection with our own unique mindware programs and filters.That means we each live in a reality of our very own selection. A reality that we choose and interact with based on our own individual mindware. No two realities are alike.Our quantum minds explain why multiple people can and do respond to the same stimulus with multiple and very unique perspectives. Talk to anyone about a movie or a football game and you’ll get as many perspectives as you have people. The same goes from every meeting, interaction or experience in our individual lives.The Power to Change Our RealityUnderstanding we all select our unique reality is phase one. How do we change what we choose to see as reality? That’s where neural sciences come in.Imagine, transforming that bad day into an unstoppable sequence of positive events. Changing the way you feel about your boss, spouse, co workers or friends simply by shifting your state of mind and the information you choose to see. Or shifting from a long-term job search where you’ve found no great opportunities to suddenly find a wide variety of suitable and available options. That’s the power of your mind. Truly.We all have the power to shift our perspectives by upgrading our mindware programs. When we upgrade our mindware programs, we change the information we select from the ocean of data around us. As a result, we literally shift our lives.
Fascinating! ~ "Understanding we all select our unique reality is phase one. How do we change what we choose to see as reality? That’s where neural sciences come in."
When, at the beginning of 2006, I was asked to help develop and support the introduction of a new BTEC-accredited training programme, I was very excited, particularly since it would be the first of its kind in the industry. Like many businesses, my organisation was dealing with market and legislative changes that had an impact on our business practices and The training manager as change agent we responded by ensuring our training methods were robust and appropriate.However, I was unprepared for some of the challenges I ultimately faced and hadn't anticipated some of the resistance I encountered. There is much written on change, but little deals with what it feels like to be a change agent. Whether engaged in developing robust, accredited programmes or looking for ways to keep up with the times (perhaps introducing e-learning or blended learning programmes), change requires the 'end-user' to move away from the relative safety or familiarity of traditional models and methods - and replace it with something unfamiliar.Recent articles in TJ have pointed to the rapid changes in approach in training and development in recent years, so that means there are a lot of 'change agents' out there!Being a change agentI realise now, looking back, how naively I embraced the change role required to implement the BTEC programme. As soon as I took on the responsibility of seeing the project through, it felt as if senior management let go and I became the agent for change. I know that sounds exciting and I thought it was but, rather than empowering me, responsibility was abdicated.A later restructure changed my reporting line; effectively, I became one step removed, finding myself further marginalised. I began to regret accepting the role in the first place and became, over time, less productive; seeing only the difficulties I was experiencing and the mistakes I was making, while remaining blind to the beneficial impact I was having on the business.Increasingly, I began to lose sight of what I was good at and the rules of the game, so clear to me before, were now becoming a mystery to me. As I sought to build a support network around me, it began to look as though I couldn't do things on my own any more.Nevertheless, it was essential to the success of the project (and my own personal pride) that I saw it through and, in order to achieve this, I critically examined change and power dynamics and plotted a route through the difficulties.Resistance to changeWHY IS CHANGE RESISTED? Whatever budget is available to the change agent, however much senior managers espouse the change and whatever support the change agent has from key stakeholders, one thing remains constant: people require careful handling through change. We don' t let go of the familiar so easily (as evidenced by the expression "better the devil you know"!) and we often appear to react unreasonably in the face of change. The reason? Any change requires a change of habit - a move away from the familiar - and that may prove to be a painful process. To protect against the possibility of such pain, often our first reaction is to resist.WHAT IS RESISTANCE? The answer to this question is not as straightforward as it may seem since, in the moment of resistance, either party can experience a range of emotion. As the change agent, you have a great initiative but you may find it is greeted less than enthusiastically. To explain why, it may help to put the boot on the other foot with the help of a crude scenario.Consider this: your partner is keen for you to wear brighter ties or shorter skirts. It is likely that if wearing pink ties or mini-skirts is something you feel comfortable doing, you would be doing it already. But you aren't and you are horror-struck at the prospect.You don't give your response much thought, you simply gush forth with a list of excuses and reasons why you "simply can't!" You have just resisted but don't consider your response in any way unreasonable. Your partner, though, may feel rejected as thoroughly as his or her idea has been rejected. This is the environment of which change agents need be aware if their initiative is to succeed.The scenario outlines the first reactions of both parties: the defence of surprise and the experience of rejection. If I allow the scenario to play out, it is perhaps easy to guess what happens next: the hurt verbalised by the change agent, the ridicule received back in response and ... before you know it ... a domestic discussion ensues!WHAT RESISTANCE FEELS LIKE The change agent is the individual tasked with the process of managing change. You have a great project, initiative or new technology and it is such a 'no-brainer' that nobody can possibly object or resist.Oh yes they can!Meeting that resistance can be a lonely experience. Instead of acceptance, the change agent is met with hard-to-answer questions, irrelevancies, excuses and procrastination. As time goes on, it can be easy to become disappointed in people you had previously regarded. You may wonder at the motives (and intelligence!) of your colleagues/managers/stakeholders, which can lead to mistrust and misunderstanding.Worse still, you may feel yourself becoming marginalised and begin to wonder who your friends are as the only feedback you receive appears to be negative or evasive.The change agent may discover that, while the change is espoused by senior management, they may be less forthcoming with support at a practical level; it may be there are competing discourses; it may be a lack of understanding for the process. All this may leave the change agent feeling vulnerable and questioning the tenability of his role.MANAGING AND OVERCOMING RESISTANCE Change is about creating an acceptable and attractive pull/push, encouraging individuals to move from old to new. It may help to consider change as a kind of 3D butterfly (known as Lorenz Attractor Patterns) where one wing represents the old days and old ways and the other is the new order. (See diagram in pdf) In order to move from one wing to the other, it is necessary to exist through a period of chaos. Putting that into a short, simple sentence demonstrates the danger of making it sound like a short, simple process.For those engaged in change management, the hard lesson is that managing this period of chaos is critical to your success.The good news is that, at this point of change, it is possible to use small changes to create big effects and there are some things you can do to improve your likelihood of success. The first step is for the change agent to take a long, hard look at himself.The change agentIS THE CHANGE AGENT CHANGE FIT? It is not enough to have a great idea and belief in the product. It is a splendid start, but it is not enough. The burning question is to what extent, as a change agent, are you in any appropriate way already living what you espouse?How you answer this question will illuminate where you are in your own journey of change.Of course, how this is achieved depends on the change initiative.For example, establishing new business planning tools and techniques requires the change agent to demonstrate the validity of operating in a planned and organised manner, since being viewed as reactive and a bit of a crisis junkie will not be credible.Change agents managing projects aimed at establishing e-learning while remaining technological Luddites themselves will spell disaster for the best initiative, and developing accredited programmes while putting back their own self development will leave them with a mountain to climb.The main point here is organisational change involves individual change - person by person - and that process begins with the change agent.THE CHANGE AGENT' S VIEW OF RESISTANCE The change agent's view of what resistance is might have an impact on managing the process of change.Your spontaneous objection to the bright tie or mini-skirt is likely to be perfectly reasonable to you but viewed as irrational by your partner. Understanding how to manage or influence people so that exhibited behaviours are not viewed as problematical or irrational may be fundamental to the success of your programme.If your partner responds to your petulant defence with an angry retort suggesting you are "stuck in your ways", it is highly likely M&S will have to forego your patronage that day. On the other hand, by recognising your resistance as a natural rather than irrational response, your partner may secure the pink tie (or mini-skirt) and M&S remains in business.Using small changes to create large effectsAs shown earlier, small changes can have large effects. This is important since, by adopting a few straightforward strategies, you may increase your success.GET CONNECTED Great networking is essential and those with natural networking skills are ahead of the game. It is important to identify the individuals whose support you require. There are those whose support is essential for a successful initiative and those whose support is of a more 'pastoral' nature.Group 1 Identify and talk with all those whose support, involvement and collaboration (for cultural, political or accountability reasons) is essential to a successful outcome.Group 2 Identify friends and mentors who are prepared to guide, coach and provide a listening ear when required. These people may also have useful connections and a wealth of experience.If managing change is a lonely experience, the depth, breadth and quality of the people connected to the change agent is very important.GOOD COMMUNICATION This requires some thought, since good communication is usually a euphemism for 'more of the same'. The change agent will reap rewards by finding ways of communicating that are slightly different to the usual methods, but which do not jar with the corporate culture. For example, most organisations have become heavily dependent upon email and many employees complain about the level of irrelevant email traffic creating a kind of textural 'white noise'. In this event, it is better not to communicate in this manner.A simple and effective solution is to keep 'talking' the change. Having identified a network, it is also important to understand who else is likely to be affected by this change. The change agent now has three groups of people to talk to: stakeholders, mentors and end-users. Whenever you are in their company, be it at the vending machine, walking into the office from the car park or waiting for a meeting, don't hesitate to wax lyrical about the progress, the importance and even (perhaps) the challenges presented by the introduction of the change.Using opportunities to present is important, but don't wait to be invited. If possible, set up your own event for the people who need to hear the message. These events may take many forms, such as advisory groups or working parties, but they can have a dramatic impact on interest levels and implementation. This way, the change agent establishes new and alternative contexts.AVOID COMPETING Returning the pink tie/mini-skirt scenario, it is easy to see how any discussion can become a competition as parties lock horns: there can only be one winner.If this happens with a change initiative, the parties will begin to regard each other as the enemy, which results in a distortion of perspective as each side sees only the best in itself and the worst in the other party. At this time, communication begins to break down, problems escalate and petty battles commence as each group focusses only on that which supports its case.'Just talking' can provide the remedy here, particularly if the change agent can remain focussed on how disconcerting change can be and the emotions that may surface as a result.KNOWLEDGE IS POWER In order to answer questions, it is essential to be well versed in the topic, or to know people who are. The scariest thing about change is the lack of certainty and familiarity, and sharing knowledge can be a wonderful cure. If it is not possible to know all the detail, it may help to ensure 'experts' are on hand for all important presentations and meetings. Some of their credibility will rub off on you, so choose wisely! Experts know things the rest of us don't and this brings a sense of security.UNDERSTAND THE KEY FUNDAMENTALS In any project, some areas are key to success while others are nice to do. It is unlikely the change agent has an unlimited budget at his disposal and time is often an issue, too. By identifying the key fundamentals to the initiative's success, the change agent can focus resource and plan the time required to keep the project on track.By adopting these strategies, the change agent improves the process of change, which, in turn, is likely to result in a successful outcome. The change agent is creating a tipping point: the moment when the pull of the old ways and old habits gives way to the pull of the new ways and new habits.ConclusionLeading and managing change requires a great degree of creativity, perseverance, forbearance, salesmanship and humility. Creativity helps in designing ways of communicating and building networks.Perseverance and forbearance is required to maintain energy when things feel as if they are floundering or taking too long. 'Just talking' and the confidence to 'keep talking' require the skills of salesmanship when it feels like nobody is listening. Finally, humility to keep from locking horns when times are fractious and messages may be misunderstood.The essential strategy for leading and managing change is an indefatigable belief that change is possible and the determination to see it through. With this belief and energy, it is always possible to reach a successful outcome, however that success is defined
Excellent piece on how to be a change agent.
Music video by Lifehouse performing First Time. (C) 2007 Geffen Records
"It's easier to be broken. It's easier to hide."
1. Criticizing everyone and everything.Life isn’t perfect. People make mistakes. Let go of unfair expectations. Stop criticizing yourself and others for being human. If you feel like everyone is judging you all the time, realize that human beings often feel this way when they are too busy judging themselves.It’s far easier to be critical than correct, just as it’s easier to see why something is lacking rather than why it is good. If you meet someone for the first time and you decide, “This is a person I don’t like,” you can basically take every one of their characteristics and find the obvious flaw. What’s hard to do is describe what you like about them, despite their incompatibility with your ideals.Everyone is unique: not better, not worse, just unique in their own way. Appreciate the differences instead of criticizing the shortcomings and you’ll see people – and yourself – in a far better light. (Angel and I discuss this in detail in the Happiness and Relationships chapters of 1,000 Little Things Happy, Successful People Do Differently.)2. Believing that you have all the answers.Criticizing has a big brother: the know-it-all-syndrome. The older you grow, the higher you rise in your chosen field, and the more you achieve, the more likely you are to think you know it all. When you catch yourself thinking and speaking with intense finality and little tolerance for new ideas, stop yourself and take a deep breath. If you do not, you will alienate the world around you and become more and more disconnected from reality with each passing day. Few things are sadder and leave a person unhappier.Remember, it isn’t someone who proves you wrong that hurts you; it is choosing to continue your self-deception and ignorance that eventually conquers you entirely.The measure of your intelligence and success in life will be in direct proportion to your ability to change your mind and let it expand. If someone is able to show you that what you think or do is not right, thank them and happily adjust. Seek the truth. Never stop learning.3. Trying to control everything.Craving control leads to anger and unhappiness. Life is to be lived, not controlled. Powerful, positive change will occur in your life when you decide to take control of yourself instead of craving control over everyone and everything else.Imagine that you’re driving in your car and you get stuck in rush hour traffic. The traffic situation is out of your control and simply requires your patience. However, this doesn’t stop you from switching lanes, trying to cut in front of other cars, or even leaving the road you’re on to try alternate routes – all desperate efforts to gain control. Sadly, these efforts just lead to further stress and unhappiness when they are unsuccessful – when control is again obstructed.Quite simply, the reason you are often miserable and stressed is because of an unhealthy attachment to certain things you have no control over. So let go. Release the tension and stress. Realize you haven’t lost anything; you were never in control of the uncontrollable to begin with. (Read The Power of Now.)4. Dwelling on what used to be.When something negative happens, view this circumstance as a chance to learn something you didn’t know. Don’t wish it never happened. Don’t try to step back in time. Take the lessons learned and step forward. You have to tell yourself, “It’s OK. You’re doing OK.” You need to know that it’s better to cross new lines and suffer the consequences of a lesson learned from time to time, than to just stare at the lines for the rest of your life and always wonder.The past is valuable. It provides a solid foundation for everything you’re doing now. Learn from it – the mistakes and the successes – and then let it go. This process might seem easier said than done, but it depends on your focus. The past is just training; it doesn’t define you in this moment. Think about what went wrong, but only in terms of how you will help you make things right.The bottom line is that if nothing ever changed – if no chances were ever taken and no mistakes were ever made – there would be no sunrise the next morning. Most of us are comfortable where we are even though the whole universe is constantly changing around us. Learning to accept this change is vital to our happiness and general self-improvement. Because only when we let go of what used to be, do we grow and begin to see a world we never knew was possible.5. Wanting everything you don’t have.Life is NOT short if you spend every waking moment appreciating it. It’s just that by the time most of us catch up to appreciating what we have, we’ve already squandered our time and left life at least halfway behind us.The key is being thankful for what you have NOW.No, not all the puzzle pieces of life will seem to fit together at first, but in time you’ll realize they do, perfectly. So thank the situations that didn’t work out for you, because they just made room for the situations that will. And thank the people who walked away from you, because they just made room for the ones who won’t.No matter how good or bad you think you have it, wake up each day thankful for your life. Someone somewhere else is desperately fighting for theirs. Instead of thinking about what you’re missing, think about what you have that everyone else is missing. Think of what a precious privilege it is to be alive in your own shoes – to breathe a fresh breath, to think another thought, to enjoy a new moment, to have options – then go out and make the day count.6. Whining and doing nothing about it.Complaining does not work as a strategy. Those who complain the most, accomplish the least positive results. When you spend time fretting and complaining, you’re simply using your imagination to create things you don’t want.Don’t talk about what’s wrong. Harping on your problems makes you feel worse, not better. Unless you want to complain about it forever, eventually you’ll have to DO something. If you took a fraction of the energy you put into complaining and applied it to solving your problem, you’d likely be stunned by how well things can work out. Start talking about how you’ll improve things, even if the conversation is only with yourself, and then focus on the next positive step. Refocus your energy into making your situation better. (Read The Power of Habit.)7. Fearing everything for any reason at all.Sometimes we’re afraid we’ll fail. Sometimes we’re subconsciously afraid we’ll succeed, because then we’d have to deal with all the disruption (growth) and change that follows success. And other times it’s our fear of rejection or simply our fear of looking like a fool. So it’s easier to hesitate, to wait for the perfect moment, to decide we need to think a bit longer or do some more research or explore a few more unnecessary alternatives.Meanwhile days, weeks, months, and even years of our precious lives pass us by. And so do our dreams.The best way I’ve found to let go of fear is to stare it down. Connect to your fear, feel it in your body, realize it and steadily address it. Greet it by name if you have to: “Welcome, fear.” And then take action! Whatever you’ve been planning, whatever you’ve imagined, whatever you’ve dreamed of, don’t wait another minute. Get started! Take the first step. Do something. Do anything. Learn as you go and watch as your fears slowly subside.8. Spending time with people who drain you.It’s not always where you are in life, but who you have by your side that matters most. Some people drain you and others provide soul food. Don’t jeopardize your dignity and self-respect by trying to make someone accept, love and appreciate you when they have proven that they are incapable of doing so.When you leave the wrong people behind, the right things start happening. What would happen if you surrounded yourself with people who made you better? What would happen if you started spending time with the RIGHT people?Think about it.
Enjoyed this post and passing it along. It has a particularly poignant message with universal appeal. ~ VB
PNC Financial Services Group
PITTSBURGH, July 25, 2013 /PRNewswire/ -- Financial independence is even more elusive than it was two years ago for 20-somethings coming of age amid global economic uncertainty. Millennials with at least some college education who claim to be "totally independent" decreased 26 percent in 2013 (17 percent) compared to 2011 (23 percent), according to the second nationwide survey by The PNC Financial Services Group, Inc. (NYSE: PNC)."Many of my peers suffer from a failure-to-launch syndrome directly related to the surge in unemployment during the Great Recession and slow pace of recovery," said Mekael Teshome, economist at The PNC Financial Services Group. "It is not a lack of ambition we are seeing in these data. It is more about a lack of opportunity that has hindered many young adults' progress against their professional and financial objectives." More than half (58 percent) of 20-29 year-olds with some college rate themselves behind where they expected to be in terms of financial success, a 26 percent increase since 2011. However, for many of these children of baby-boomers, optimism remains high; 60 percent of those who do not identify as "totally independent" are determined to be independent soon. The second PNC Financial Independence Survey sought insights into the financial mindset of 20-29 year-olds who are establishing their careers in a highly competitive job market in the shadows of the global recession. The unique study compares responses both within the age group and among those with and without higher education. Path to Financial IndependenceThe top three factors identified by 20-somethings as essential to achieving financial independence are:Paying the bills (78 percent): While paying one's own living expenses is considered essential to achieving financial independence, only six in 10 (60 percent) of those aged 25-29 have achieved that milestone.Obtaining full-time job in preferred profession (59 percent): Only one third (35 percent) of 25-29 year-olds surveyed described their current job as an established position in their chosen field while 71 percent had expected to hit this milestone already. Hard work (64 percent), experience (58 percent) and education (57 percent) are the factors that 20-somethings believe did or will help get that elusive, preferred job.Moving out of parents' home (55 percent): Forty percent of all 20-somethings and more than one-fourth (28 percent) of 25-29 year olds still live with parents or other relatives. There are also more mama's boys (44 percent) than daddy's little girls (37 percent) when it comes to still living with parents. "Twenty-somethings tend to have fewer skills than their older counterparts and generally earn less as well, which makes it especially difficult for them to cope with a competitive job market and steer their lives in the direction they hoped," Teshome said.Findings: Achievement, Realism, Stress, EducationBetter Off: Only 53 percent say they are better off financially than their parents were at this age. Hispanics are more likely than others to say that they are better off than the previous generation. Those with some college education are more likely to say they are better off.Optimism Turns to Realism: While most 20-somethings tend to be optimistic about their future, a new element of realism sets in for many around 25 years of age as they display less optimism about issues like paying off debt, finding a career they love and their general financial future.Great Expectations: Though more likely to be financially independent, those in their mid-to-late twenties are more likely to describe themselves as behind expectations than are 20-24 year olds. Females (64 percent) are far more likely than males (43 percent) to describe themselves as behind expectations.Stress Factors: Twenty-somethings find financial issues most stressful, particularly a perceived lack of financial security (23 percent), followed by uncertainty of finding a job (17 percent).The College Advantage: Higher education matters when it comes to identifying oneself as having a high level of financial independence. Only 36 percent with a high-school education rate themselves as financially independent compared to 50 percent of those with a college degree. Those with more education are more optimistic on every measure than are those with only high school, regardless of age.Financial TipsPNC helps consumers increase their financial knowledge through the interactive "PNC Achievement Sessions" on www.pnc.com/AchievementSessions. Consumers can learn to recognize money-related strengths and weaknesses and build financial savvy from four financial bloggers who share their personal stories and costly missteps to help others.An online media kit containing national and regional survey results, tips and infographics is available on PNC's website at http://pnc.mediaroom.com/financialindependencesurvey.The PNC Financial Services Group, Inc. (www.pnc.com) is one of the nation's largest diversified financial services organizations providing retail and business banking; residential mortgage banking; specialized services for corporations and government entities, including corporate banking, real estate finance and asset-based lending; wealth management and asset management.Methodology
PNC commissioned The Financial Independence Survey to identify attitudes and behaviors about personal finances among those ages 20-29. The study was conducted online within the United States from June 7 to June 24, 2013 among a nationwide cross section of 3,288 participants. The margin of error for the total results is +/- 1.7 percent at the 95 percent confidence level. Artemis Strategy Group (www.Artemissg.com) designed and managed the survey.This report has been prepared for general informational purposes only and is not intended as specific advice or recommendations. Information has been gathered from third-party sources and has not been independently verified or accepted by The PNC Financial Services Group, Inc. PNC makes no representations or warranties as to the accuracy or completeness of the information, assumptions, analyses or conclusions presented in the report. PNC cannot be held responsible for any errors or misrepresentations contained in the report or in the information gathered from third party sources. Any reliance upon the information provided in the report is solely and exclusively at your own risk.CONTACT:Amy Vargo(412) email@example.com SOURCE The PNC Financial Services Group
Two years ago, when he was 26, Matt Winter paid a little over $1 million for a four-bedroom, Mediterranean-style house in Culver City, an artsy, formerly industrial section of Los Angeles. This month, the now 28-year-old Mr. Winter, who runs his own interior design firm, paid about $1.7 million for his second home, a three-bedroom, Spanish-revival in Westwood, a neighborhood near UCLA.
"I have always felt that having your money in property is the safest and best thing to do if you want to grow your personal wealth," says Mr. Winter, who founded his design company at 23. None of Mr. Winter's assets are in the stock market—he says the market "spooks him" and that he prefers to invest in real estate.Mr. Winter is part of a growing group of wealthy young buyers who are making inroads in the world of high-end real estate, acquiring properties at prices, and at a pace, that brokers say they have never seen before. Real-estate agents say that young people are buying more expensive homes than previously. They are also more likely to buy several properties, and use one as an investment. Buying real estate has grown more attractive, these young buyers say, compared with the stock market, which appears riskier to a generation that entered the workforce during a market correction.In recent years, low interest rates coupled with lower real-estate prices had also made it easier for people in their 20s and early 30s—whom demographers refer to as "Generation Y" or "millennials"—to buy."In the last two months, half the folks I sold homes to were young entrepreneurial types—and they were all buying homes for over a million dollars," says Michael Rankin, a managing partner at TTR Sotheby's International Realty in Washington, D.C. "A few years ago, that kind of buyer was invisible. We had young folks buying starter condos for a few hundred thousand dollars. But this new wave is skipping that step entirely and going right for the high-end home." In March, Mr. Rankin helped broker a deal for Grant Allen, a 34-year-old who works in venture capital and paid $1.1 million for a 2,400-square-foot three-bedroom row house in D.C.'s Logan Circle neighborhood. His 28-year-old fiancée also owns a condo in the city, but in part because of Mr. Rankin's advice the couple decided to keep it as an investment and now rent it out for $3,250 a month. "The stock market has popped lately, but I view it generally with a lot of skepticism," says Mr. Allen, who adds that he has recently reduced his exposure to public equities to about two-thirds of his assets from three-quarters. "These days, I feel like you need to put your money in something that's more of a sure thing."While homeownership rates have fallen sharply in the past year among the middle-age, the rate has actually grown among young people aged 25 to 34, according to Census Bureau data. And while the average age of a first-time home buyer has remained relatively constant—at 31—over the past decade, brokers and analysts alike say that the wealthiest 10% of millennials will have a profound effect on the future real-estate market. The spending of this 10% will account for one fifth of all dollars spent on primary-home purchases over the next three years, according to the 2013 Survey of Affluence and Wealth in America, which is conducted annually by American Express Publishing and the Harrison Group, a market research firm.And according to a new report issued by the National Association of Realtors, millennials now compose the second-largest group of recent home buyers, making up 28% of the pool. ("Generation X," the age group just slightly older, ranks first.) "My generation—we got burned pretty bad by the stock market, we're tired of paying rent, and we don't see any better place to put our money," explains Oren Alexander, a 26-year-old real-estate broker who caters to many young, wealthy buyers. He had about 25% of his assets in the stock market but liquidated them in 2012 to invest in real estate instead. He is in contract to buy his first apartment for $1.5 million, a 1,000-square-foot two-bedroom on the Bowery in downtown Manhattan.Some investment professionals caution against the strategy. Andrew O'Daniel, a senior vice president and financial advisor at Morgan Stanley, MS -0.29% says home buyers of any age shouldn't look at their primary residence as an investment but rather as a useful necessity, because equities and other assets tend to offer better returns. "If they can make a little money off their home, because of where we are in the real-estate cycle, so be it. That's a nice fringe benefit," he says. "But it shouldn't be the number one objective."Another factor in the surge: the tech boom. Brokers say many of the young buyers today have made money during the IPOs of technology companies such as Facebook, FB +1.45% Google, GOOG -0.10% LinkedIn, or they have profited by starting their own companies. Ken DeLeon, a broker in the San Francisco Bay area, says that he has seen a large shift in recent years among high-end home buyers, with 70% more people under 35 in the mix today than just two years ago.Part of that comes as young tech titans, rich in stock, attempt to diversify their portfolios. "We felt that real estate was a much more stable asset class than equities. It also offers tax advantages, which a lot of our friends in tech are looking for these days," says former Facebook executive Rick Armbrust. Now 33, Mr. Armbrust and his wife, Sheila, a litigator, paid $1.2 million for a newly built 2,000-square-foot duplex condominium in Noe Valley about 2½ years ago.These young techies are often making big real-estate leaps too, jumping from a modest monthly rental to a large home in a single step, rather than purchasing the starter home that was a home-buying hallmark of other generations. "One of my Facebook clients recently moved from an 800-square-foot rental apartment to a 9,000-square-foot home, which they purchased for $7 million," Mr. DeLeon recalls.Many young buyers are also selecting the most expensive markets in the country, brokers say, skipping modest neighborhoods in favor of the exclusive. Fernanda Vidigal, 33, recently paid $2.2 million for a 2,530-square-foot condominium on Fisher Island, a members-only community in Miami. Ms. Vidigal, who works in finance and lives most of the year in São Paulo plans to spend an additional $1 million to renovate the unit, which has floor-to-ceiling windows that overlook the ocean. "The apartment was cheap for what it is," says Ms. Vidigal. "We got a good value—and moreover, it will be really easy to rent this place once it is renovated."At the very high end, some of the most headline-grabbing purchases of the past few years have been made by wealthy young buyers.Last year, a trust acting on behalf of young Russian heiress Ekaterina Rybolovleva paid $88 million for a penthouse on Central Park West—the largest residential transaction on record in Manhattan. Earlier this year, she picked up two Greek islands. The Ecclestone sisters, 20-something daughters of Formula One racing boss Bernie Ecclestone, have spent more than $150 million on properties in London and Beverly Hills over the past few years—and brokers say they may buy more.This lavish spending at the high end is in part due to a consolidation of wealth among the global elite, says Jeff Hyland, a top luxury broker in Los Angeles whose firm Hilton & Hyland brokered a deal for the Ecclestone family. "There is so much more wealth today among the superrich," says Mr. Hyland. "More than ever these families need a way to safely and quickly distribute money to their children and to different countries. Real estate is a great answer."Familial assistance, even at more modest levels, has also boosted the purchasing power of younger buyers, brokers say. Parents are helping their children make purchases more often than ever, these people add, in part because keeping their retirement funds in bonds or money-market accounts yields lower returns than in previous decades."I've seen more parents buy homes for their children in the last year than in my whole career," says Jade Mills, a luxury broker in Los Angeles. "It was very unusual 10 years ago. In the last year, I've sold six houses to clients whose parents paid for them."Olivia Waldman, a physician assistant in surgery, approached her parents a few years ago about her desire to buy an apartment in Manhattan. To her surprise, they suggested they contribute to the purchase so they could buy a larger place that might be a better investment. They ended up buying a two-bedroom condo on the Upper East Side for $1.15 million in cash. Ms. Waldman, now 33, didn't contribute to the purchase but pays the monthly maintenance fee. "The apartment is much bigger than I personally would have wanted for myself, but it makes a lot of financial sense because it will resell better than a small studio would," she says.Many of those parents are baby boomers, who are near retirement age and are also passing along more money to their children than prior generations, according to the study of the wealthiest 10% of Americans conducted by American Express Publishing and the Harrison Group. The study shows that while 24% of millennials have grown up wealthy, only 7% of baby boomers and 9% of Gen X Americans report growing up rich."For the first time since the pre-Depression, Gatsby era, we have a generation of kids whose parents made a great deal of money and are giving a great deal of it to their children," says Jim Taylor, vice chairman of the Harrison Group and an author of the study. "Prior to this, very few families had money through inheritance. There is a living wealth transfer currently taking place that this country hasn't seen in decades."Real-estate developers say they too have noticed the influx of millennials and are now catering to their preferences. These buyers tend to like new construction, with modern touches such as floor-to-ceiling windows, high ceilings and rooms that flow from indoors to outdoors. They also gravitate toward open floor plans that provide large, fluid spaces for entertaining, rather than separate living and dining rooms."These days, we absolutely design with a younger buyer in mind," says Lance Tate, a Los Gatos, Calif.-based developer who builds spec homes. "We try to limit walls as much as we can to create an open floor plan and we avoid any ornate nonsense. We try to build modern and we also put solar on a lot of our homes."Amenities are another draw, and many luxury buildings have had success luring millennials with the promise of pools, gyms, spas, and basketball courts. 515 East 72nd Street, a 41-story building in Manhattan, has all those features and 326 units that range from $725,000 to more than $12 million. In the last six weeks, managing director for Corcoran Sunshine Elaine Diratz, who oversees sales for the building, says she has sold about seven one-bedroom units to young buyers whose parents have assisted them with the purchase; only six one-bedrooms out of the building's 147 one-bedroom units remain.Kimberly Lucero, who runs sales for the Ritz-Carlton Residences at LA Live in downtown Los Angeles, says she was surprised by the number of young people interested in units at the building. "You think of the Ritz as a more traditional place for the older, affluent crowd." But today almost 15% of the building's residents are millennials, she says. "Our condos have been graduation presents for USC graduates more than once, or gifts to celebrate a kid's first job."To attract more young people, Ms. Lucero says she and her sales team upgraded the building's amenities in January, renovating the common areas where she noticed young residents like to entertain their friends. Now, in place of several generic lounges, the building features a sports-watching room with multiple televisions, a wine-tasting room, an entertainment library, a travel library and a daily breakfast buffet, served in a special lounge.Brokers are also marketing to millennials by advertising through new channels. At 250 Bowery in Manhattan, the marketing team turned to social media to promote the building, running renderings of units through filters on Instagram, the photo-sharing site. The 24-unit luxury development sold out within a month when it hit the market late last year."The fact that the building was all over Instagram, that definitely made me feel like it was new and chic," says Joseph Hanono, a 29-year-old who runs his own insurance company and is in contract to purchase a 600-square-foot unit in the building for close to $1 million. "I feel like my neighbors there are going to be the kind of people I want to be neighbors with," he adds, "people who make me feel confident that I am building real equity with this apartment, rather than owning some random stock."
When you consider how bummed out finance leaders are over what they see as a shortage of talent with the skills they most covet, it’s a wonder they can function at all. Here’s what I’m wondering: Might they not, to some degree, be properly held accountable for the shortage? If there actually is one, that is.
A pretty bright guy, Wharton professor Peter Cappelli, has been preaching for years that what people think of as a “talent shortage” (referring to talent in general, not just the finance variety) is a myth. There’s plenty of talent available, his thinking goes, if by “talent” you mean intelligent, capable people. Companies expend way too much energy, and don’t ultimately get what they want, by insisting on looking for exactly the kind of person with exactly the right skills for a particular role. It’s smarter to find people with the potential to fill specific roles, then train them.I don’t see why that shouldn’t apply to finance just as it does to the factory floor.Some companies recognize this. In a new survey of 1,250 senior finance executives by Accenture, 44 percent said that investing in upgrading finance-staff skills is “a priority” over the next two to three years. It was the most frequently cited priority among 12 options the survey respondents could choose from. That’s great! But, I am compelled to muse, what are the other 56 percent going to be doing? This was, Accenture tells me, a “select-all-that-apply” type of question. The participants didn’t have to leave skills training on the bench in favor of lowering the cost of finance or investing in systems to support budgeting and forecasting or reducing the time finance staff spends on low-value activities.It puzzles me greatly how ongoing training could not even be simply “a priority” – never mind a “key” or a “major” priority – for just about any finance department.Here is some advice (mine, not Accenture’s): Don’t worry that training costs will become a waste when people leave the company. That is negative, unproductive, head-in-the-sand thinking.CFOs also might consider exercising a little creativity to enrich their talent pool. For example, another piece of new research, a Deloitte survey in which 39 percent of 312 finance executives stated that today they are either “barely able” or “unable” to find the talent required to run their organizations, notes that many prospective recruits may not realize that the identity of a finance professional has expanded in recent years from scorekeeper to strategist. In fact, participants said the issue of talent being lured to non-finance positions is their top challenge in attracting talent in 2013. So, says Deloitte, CFOs should consider pursuing a targeted, organized brand-building strategy designed to get out the word about finance’s shift to strategy.
Think there is a finance talent shortage? True, there are only so many people milling around who can provide exactly what you need. But there are a lot who can be trained.
This new flagship federal .gov website is "open by design, open by default." That's a huge win for the American people. As the first website to be demonstrated by a sitting President of the United States, Healthcare.gov already occupies an unusual place in history. In October, it will take on an even more important historic role, guiding millions of Americans through the process of choosing health insurance.How a website is built or designed may seem mundane to many people, but when the site in question is focused upon such an important function, what it looks like and how it works matter. Last week, the United States Department of Health and Human Services (HHS) relaunched Healthcare.gov with a new appearance and modern technology that is unusual in federal-government websites."It's fast, built in static HTML, completely scalable and secure," said Bryan Sivak, chief technology officer of HHS, in an interview. "It's basically setting up a web server. That's the beauty of it." What makes such an ambitious experiment in social coding more unusual is that the larger political and health-care policy context that it's being been built within is more fraught with tension and scrutiny than any other arena in the federal government.The implementation and outcomes of the Affordable Care Act -- AKA "Obamacare" -- will affect millions of people, from the premiums they pay to the incentives for the health care they receive. "The goal is get people enrolled," said Sivak. "A step to that goal is to build a health insurance marketplace. It is so much better to build it in a way that's open, transparent and enables updates. This is better than a big block of proprietary code locked up in a CMS [content management system]."Thinking differently about a .govThe new site has been built in public for months, iteratively created on Github using cutting edge open-source technologies. Healthcare.gov is the rarest of birds: a next-generation website that also happens to be a .gov."We needed to evolve from the previous site but didn't want a total departure," said Ed Mullen, a user experience designer who has worked on Healthcare.gov since it was first launched, in an interview. "The web has changed dramatically in that time. Part of adapting to that [change] has been creating a site that really understands consumers. Today, consumers are doing all kinds of things across the web. We're comparing ourselves to Rdio and similar services. We want to be aligned with the current thinking of the Web."The people that helped to build the new Healthcare.gov are unusual: Instead of some obscure sub-contractor in a nameless office park in northern Virginia, the site was iteratively created by a cross-disciplinary team of developers and editors at HHS, and contractors at Teal Design, Edward Mullen Studio, and Development Seed, a scrappy startup in a garage in the District of Columbia."This is such a lean site," said Jon Booth, head of the web and new media group at the Centers for Medicare and Medicaid Services (CMS), in an interview. "HHS had a blanket contract when we when awarded this. Aquilent got creative and brought people on with powerful skills, like Ed and Jessica, a designer at Teal Media, and Development Seed. Most of my team is working on this site; we have internal UX, information architects, designers, developers, and infrastructure people that stood up the cloud environment. Their collaboration is one of the high points of this process."The involvement of Development Seed drove specific technology choices that led to substantial improvements in design and function. The startup first made its mark in the DC tech scene consulting on Drupal, an open source content management system that has become popular in the federal government over the past several years. Recently, Development Seed has been pushing the limits of lightweight Web design, open data-driven maps and open-source code."This is our ultimate dogfooding experience," said Eric Gundersen, the co-founder of Development Seed, in an interview. "We're going to build it and then buy insurance through it.""The work that they're doing is amazing," said Sivak, "like how they organize their sprints and code. It's incredible what can happen when you give a team of talented developers and managers and let them go."The new Healthcare.gov will fill a yawning gap in the technology infrastructure deployed to support the mammoth law, providing a federal choice engine for the more than 30 different states that did not develop their own health-insurance exchanges, but the site is just one component of the insurance exchanges. Others may not be ready by the October deadline. According to a recent report from the Government Accountability Office, the Department of Health and Human Services' (HHS) Centers for Medicare & Medicaid Services (CMS) is behind in implementing key aspects of the law, such as training the workers who will help people navigate the process, certifying the plans that will be sold on the exchanges, and determining the eligibility of consumers for federal subsidies. Despite all this, HHS expressed confidence to the GAO that exchanges will be open and functioning in every state on October 1.On that day, Healthcare.gov will be the primary interface for Americans to learn about and shop for health insurance, as Dave Cole, a lead developer at Development Seed, wrote in a blog post this March. Cole, who served as a senior advisor to the United States chief information officer and deputy director of new media at the White House, was a key part of the team that moved WhiteHouse.gov to Drupal. As he explained, the code will be open in two important ways:First, Bryan [Sivak] pledged, "everything we do will be published on GitHub," meaning the entire code-base will be available for reuse. This is incredibly valuable because some states will set up their own state-based health insurance marketplaces. They can easily check out and build upon the work being done at the federal level. GitHub is the new standard for sharing and collaborating on all sorts of projects, from city geographic data and laws to home renovation projects and even wedding planning, as well as traditional software projects.Moreover, all content will be available through a JSON API, for even simpler reusability. Other government or private sector websites will be able to use the API to embed content from healthcare.gov. As official content gets updated on healthcare.gov, the updates will reflect through the API on all other websites. The White House has taken the lead in defining clear best practices for web APIs.Putting open source to work
Building a strong workplace culture doesn’t start with hiring amazing new people that will transform your business. It starts with caring for and developing the people you already have.Last week, The Physio Co was ranked by BRW at No. 5 on it’s annual list of Australia’s 50 Best Places to Work. This amazing achievement has taken years of hard work and has helped us learn many lessons along the way. Here’s how we learnt that recruitment starts with retention…Many people think that as a great place to work, the recruitment team are probably overwhelmed by the volume of applications of people wanting to work there. Sometimes that’s true, but, for The Physio Co, we’ve also had some tough times. In 2012, in the months after we were ranked the 8th Best Place to Work in Australia, there was a dip in our always-high retention rates. Now the dip wasn’t debilitating, but, we lost a few physios at a time that is historically very hard to recruit newbies: mid year. The result was increasing and unrelenting pressure on our existing team because of all the work we had to do with less people to do it. As the weeks went by, morale was spiralling South and even more people were considering a move away from The Physio Co family. With all this happening, our ability to recruit new physios was almost impossible.How did we deal with it? We reorganised our teams, promoted more mentors and team leaders, fired some clients and supported every member of our existing team more than ever. We got back to the basics of caring for the personal and professional lives of every team member. We acknowledged the great work they’d been doing, added extra resources where we could and thought about why we do we what we do. We focussed on retention.Slowly, but very steadily, things started to change. Morale improved, we all started to enjoy our jobs again, retention headed back towards our traditional levels and we started attracting some great new physios to join the family.Right now, in mid-2013, only 12 months on, we have a bigger team, stronger culture and higher retention than ever before. Our pipeline of new recruits has been strong from January through to June and is looking positive as we head into the more challenging part of the year that hit us hard in 2012.High retention rate is one sign of a strong workplace culture. When retention is high, confidence in a business is high. That confidence is palpable to everyone from team members who are more willing to refer their friends, recruiters who feel excited about finding the next new hire (confident recruiters recruit better) and of course the applicants themselves. Who wouldn’t want to join a buzzing culture with high retention and excited team members asking you how you’ll help bring their vision to life?To build a stronger culture in your team, stop hunting for great new culture-fits and start farming the followers you already have.
This is absolutely true. Invest in your employees. #EmployeeDevelopment ~ "Building a strong workplace culture doesn’t start with hiring amazing new people that will transform your business. It starts with caring for and developing the people you already have".
A commitment to building a strong culture is a long journey that can have amazing highs and painful lows. One of the secrets to long term success in creating a great place to work is an unwavering commitment to doing the right thing by others, especially during those painful lows.As an employee, I have very little experience. In late 2003, less than a year after graduating from Uni, I resigned from the only professional job I’ve ever had as someone else’s employee. In hindsight, it was a pretty simple decision: I decided not to continue in a job that didn’t inspire me. From the moment I resigned, one of the business owners, and my mentor for the first 9 months of my 11 month tenure, stopped speaking to me. In fact, we’ve never spoken again.In the post ‘recruitment starts with retention‘, I wrote of the small number of physios who moved out of The Physio Co family in 2012. Some of those physios are really great people and I was saddened when they moved on. I personally spent time with them, sought their feedback on why they were leaving and wished them all the best for the future before their last day with The Physio Co.As a business owner and team leader, if a member of my team decides to move on to a new challenge, I always farewell them respectfully and wish them well for their new direction. I also try my best to keep a weak tie with every The Physio Co alumni, usually via social media. You never know when being connected to someone you know and have worked with may be helpful.Less than 12 months since that challenging time in 2012, at least one (and possibly two) of the guys who took a new job are re-joining The Physio Co family. It turns out that the grass isn’t always greener, in fact, it often turns out to be disappointing shade of brown. Last week I sat with a previous TPCer who’d asked if we’d have her back. We chatted for an hour and it was like she’d never left. In just a few short months, she’ll again be helping The Physio Co keep oldies mobile, safe and happy. She’s even trying to recruit some of her friends to re-join our family too!Caring for the great people in your life, even when they work for someone else, is an important skill for anyone committed to building a strong and long lasting culture. By being honest, authentic and caring for the long term careers of your best people, you might just find that some of them take a short break and then return as an even more valuable team member.
"A commitment to building a strong culture is a long journey that can have amazing highs and painful lows. One of the secrets to long term success in creating a great place to work is an unwavering commitment to doing the right thing by others, especially during those painful lows."
The cronut is the half-croissant, half-doughnut phenomenon that has taken New York City by storm since May. Created by Dominique Ansel and sold at his eponymous bakery, only 300 cronuts are made daily and sell out to a crowd that lines up in front of the bakery far before opening. They sell for $5 a piece.What’s so special about the cronut? Croissant dough is actually very difficult to deep fry, as the delicate sheeted dough tends to separate instantly in hot oil. In a feat of pastry engineering, Ansel figured out how to successfully keep the flakey layers when frying croissants, developing a different dough recipe and specific frying conditions. To finish, the cronuts are injected with cream, rolled in sugar, and glazed. I'd previously been to Dominique Ansel pre-cronut, and was very satisfied with their pastries (Sheila Christine Lee's review of Dominique Ansel (NYC bakery)). I was definitely curious about this cronut, and I was determined to eat one when visiting NYC recently.On a hot summer morning, my friend and I set our alarms at 5 a.m. to head over to the bakery. Arriving just before 6 a.m., we secured spots in line about 60 people back and in sight of the bakery, which was a great sign: We were definitely getting cronuts. The first people in line had gotten to the bakery at 4:50 a.m. There was quite the assortment of people waiting, and many had come prepared, bringing blankets and chairs and books. The line continued to snake down the block and around the corner, eventually farther than I could see, which was baffling to me: With only 300 cronuts made daily and each customer allowed to buy a maximum of 2, surely the line would just stop after 150-200 people. While waiting in line, I was interviewed by a Netherlands news channel and spotted Jane Lynch walking her dog.The bakery opened at 8 a.m., and shortly after, the line started moving. Staff came out periodically to give each customer a freshly baked madeleine, and Dominique himself would open the bakery’s door to usher people in. The madeleines were just perfect: small, cute, soft, with the right hint of lemon:We got into the bakery at about 8:45 a.m. Just before, a man approached the group of women in front of us and asked if they all wanted their two cronuts; if not, he’d be willing to buy one for $100. Two of them agreed, so they settled on two cronuts for $150. Complete craziness. Stepping inside, we finally saw the cronuts, along with many other beautiful pastries:My friend and I each bought two blackberry cronuts (the flavor changes monthly, with May featuring vanilla rose cronuts and June lemon maple), and I additionally got a yuzu praline tart. Our treats got packed up in the signature gold foldup boxes, and we then headed out back to the garden to enjoy the goods.How was the cronut? Well, the pastry was really pretty wonderful, flaky with beautifully visible layers upon layers.Biting into the cronut was very messy, with goopy cream oozing out of the pastry and falling anywhere and everywhere. Ultimately, I didn’t like the goop, and would have preferred the cronut simply glazed. The previous two flavor iterations of the cronut may have worked better with the cream (less fruit and/or more acidity to help firm it up a bit), but I think the cream was just overkill. Also, it’s hard to be satisfied with anything when you’ve been waiting for nearly three hours.Takeaways? The best thing I had at Dominique Ansel that morning was the madeleine, then the yuzu praline tart, then the cronut. I don’t mind having gone through the experience, but wouldn’t suggest it if you didn’t have the company of a close friend. Rather, I highly suggest visiting Dominique Ansel later in the day for a DKA (Dominique’s Kouign Amann), and perhaps a box of madeleines to go. Or just wait until the lines stop. The madness has to die down someday ... right?Read more: http://www.slate.com/blogs/quora/2013/07/22/is_a_cronut_all_it_s_cracked_up_to_be.html
I'm not into doughnuts so I don't understand this craze.
A recent study by MSW Research and Dale Carnegie Training explores key drivers of employee engagement – and reaffirms the critical role of an employee’s relationship with his or her direct manager. Employee engagement is important because “engaged employees” are more committed and productive. The study, What Drives Employee Engagement and Why It Matters, also has some disturbing findings, noting that “only 29% of employees are fully engaged while 26% are disengaged.”Released in October, the research surveyed 1,500 employees nationally. Its conclusion: “Although there are many factors that impact employee engagement, there are three key drivers:10 Reasons Why Companies Should Invest More In Management Training Victor Lipman Victor Lipman Contributor- Relationship with immediate supervisor- Belief in senior leadership- Pride in working for the company.”This focus on the central importance of the direct management relationship – that often can make or break an employee’s feelings about work and therefore performance – is consistent with what management experts have long contended. The study stated, “The attitude and actions of the immediate supervisor can enhance employee engagement or can create an atmosphere where an employee becomes disengaged. In addition, employees said that believing in the ability of senior leadership to take their input, lead the company in the right direction and openly communicate the state of the organization is key in driving engagement.”This emphasis on positive managerial relationships, trust and honest communication is nothing unexpected, but does add hard data reinforcing sound practices for all leaders to bear in mind if they hope to motivate their work force.US businesses lose approximately $11 billion annually due to employee turnover, according to the Bureau of National Affairs. ”With recruiting costs running approximately 1.5 times annual salary,” the study noted, “the ability to engage and retain valuable employees has a significant impact on an organization’s bottom line.”Employee engagement is often viewed as a “soft” HR sort of subject, but the hard reality is that flawed management practices contribute significantly to employee disengagement – and disengaged employees are unproductive employees.With a vast financial impact.
"The focus is on the central importance of the direct management relationship that often can make or break an employee's feeling about work, and therefore performance."