Talent and Performance Development
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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Scooped by Deb Nystrom, REVELN
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Clear the Air, Priorities Emerge: 7 Popular Productivity Beliefs You Should Ignore

Clear the Air, Priorities Emerge: 7 Popular Productivity Beliefs You Should Ignore | Talent and Performance Development | Scoop.it

You don’t set priorities, you have them, says David Allen, author of Getting Things Done: The Art of Stress-Free Productivity. "Clear the air so you can recognize them," he says.

    

A sample from the article:

   

MYTH NO. 1: SEARCH ELIMINATES THE NEED FOR AN EMAIL FILING SYSTEM

Peggy Duncan, personal productivity expert. groups everything using broad categories with related subcategories. "I can go right to what I want because my entire system is logical," she says. "If I choose to do a computer search, I can limit the folders searched."

      

MYTH NO. 2: SET PRIORITIES

You don’t set priorities, you have them, says David Allen, author of Getting Things Done: The Art of Stress-Free Productivity. "If you empty your head of everything that has your attention, you can decide what your next actions should be," he says. "If you wind up with seven phone calls to make, you know what to do."

       

MYTH NO. 5: TAKE IMMEDIATE ACTION

Just because you can handle a task right away, doesn’t mean you always should, says Carson Tate, author of Work Simply: Embracing the Power of Your Personal Productivity Style.
     

"If you are always just executing on the task in front of you right then, you are never able to focus on the tasks and projects that truly align to your goals and priorities," she says. "You end up reacting instead of responding."

Deb Nystrom, REVELN's insight:

Need a tune-up on time management and productivity?  These are good insights on myths of productivity, as well as reminders on the available wisdom of classic and current authors on the subject, like David Allen, originator if The Getting Things Done (GTD) approach which reverses the big picture focus on top-down goal-setting in order to accomplish the work by breaking goals down into actionable work items.  ~  Deb

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Business & Talent Building: Problems With Incubators, and How to Solve Them

Business & Talent Building: Problems With Incubators, and How to Solve Them | Talent and Performance Development | Scoop.it

"Financing isn't success, and office space isn't value...  there are over 7,500 business incubators around the world. Most of them fail."



The first business incubator in the U.S. opened in 1959 and is still operating. In the last couple of years, we have seen a renaissance in the incubator business. Pioneered by YCombinator, Silicon Valley's flagship incubator led by Paul Graham, incubators have come back with a vengeance.


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...incubators ...need to overcome two pitfalls: they need to provide real value, not just office space, and they need to measure success in more than just outside funding.

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YCombinator has seen some significant successes...[and] has fueled ...an incubator bubble.... Incubator are now a global phenomenon, and there isn't a major city in the world where an incubator isn't cropping up.


For incubators to live up to their full economic potential, they need to overcome two pitfalls: they need to provide real value, not just office space, and they need to measure success in more than just outside funding.

Deb Nystrom, REVELN's insight:

A management quote I have adapted seems to fit here: "If it can be measured with the right measures at the right time with the right tools and by the right people, it can lead to new productivity, motivation and high performance."  

Ownership of good data can power incubator success, entrepreneurial spirit and innovation.  ~  Deb

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Multitasking Makes Managers Less Thoughtful and Students - Multi-media Messes

Multitasking Makes Managers Less Thoughtful and Students - Multi-media Messes | Talent and Performance Development | Scoop.it

Chronic multitaskers have a harder time with everything.

Research on electronic devices at meetings from Stanford from Clifford Nass's Communication Between Humans and Interactive Media Lab clearly indicate that those who engage in media multitasking are unable to ignore irrelevant information and have difficulty identifying which information is important.


Even watching that stream of type crawl across your television screen during the evening news makes you less likely to retain information from either the program or the crawl. 


Source:  Harvard Business Review 


From another source, The Week:

In a recent TED Talk, Nass explains how college students "triple and quadruple-book media." He says, "When they're writing a paper, they're also listening to music, using Facebook, watching YouTube, texting etc."
     

To see what impact this has on their brains, Nass tasked 262 college students with completing three experiments that examined different aspects of multitasking: Switching quickly from one task to another, filtering out irrelevant information, and using what is called "working memory," an aspect of short-term memory that allows you to hold multiple pieces of information in your mind.
     

The results? Chronic multitaskers have a harder time with everything: Telling what information is relevant, managing working memory, and ignoring irrelevant information. 

         

Source:   Theweek.com/article/index/250739/chronic-multitasking-makes-us-worse-at-everything

Related posts & tools by Deb:


            

         

 


Photo by EraPhernalia Vintage Flickr 

Deb Nystrom, REVELN's insight:

Multitasking is increasingly being shown, in research, to be ineffective and inefficient.  It's time to remove it as a boilerplate addition to job descriptions.  It dates the  job description and the organization using it.  ~  D

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Deb Nystrom, REVELN's curator insight, January 31, 2014 11:09 PM

It's time to remove "must be able to multi-task" from 2014 job descriptions.

Rescooped by Deb Nystrom, REVELN from I can explain it to you, but I can't understand it for you.
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TestOps Tech: Beginning a New Trend in Performance Management with Cloud Data

TestOps Tech: Beginning a New Trend in Performance Management with Cloud Data | Talent and Performance Development | Scoop.it

DevOps and TestOps?  If you are curious or if the jargon rings a bell, here's one of the newest trends in data and measurement, relating to Performance Management on the tech side of the topic.


Excerpted:  


DevOps has attracted a lot of attention, and boasts plenty of successes already. TestOps is even newer and less well-understood--but is on course to bring its own advantages.


 in my own career, I’ve battled against silos that also isolate such other domains as Training and Support. Sometimes there are good reasons....certainly there are few organizations which put them on the same level during planning.


A tiny but growing number, though, are exploring “TestOps”, which, at its most aggressive, claims that “[t]esters are uniquely qualified to lead the way to a more nimble enterprise.


TestOps remains so small that there is no Wikipedia entry [yet.]  [And yet]...it’s a common term of art within Microsoft and a few other large industry players.


...If you’re in any field with objective success criteria, though, and especially if the cloud is the basis for at least part of your infrastructure, it’s time for you to explore how to make the most of TestOps principles.


Photo source:  What is DevOps?


Via Riaz Khan
Deb Nystrom, REVELN's insight:

This post is the tech systems/macro side of performance management - similar to two perspectives on what change management really is, by definition.  Measurement criteria (objective success criteria, success factors, etc.) is the Achilles Heel of performance management success, both choice of measures and process.  Get it right, and talent and performance management can be a mighty force.  ~  D

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