FT.com / Columnists / John Authers - Long View: Profiting from the irrational
Financial Times
Profiting From The Irrational
Long View: Profiting from the irrational
By John Authers
Published: January 30 2009 18:59 Last updated: January 30 2009 18:59
We can always rely on human irrationality. Whatever happens in the markets and in the world economy, people will continue to do stupid things. The question is whether they will do so predictably enough for the rest of us to take advantage.
Psychological research over the past three decades suggests that we may well be “predictably irrational” – that, indeed, was the title of an unlikely best-seller last year by the Massachusetts Institute of Technology’s Dan Ariely. It documented experiments, mostly carried out with MIT’s highly intelligent young students as guinea pigs, that showed how they would predictably fall victim to what are known as heuristics – mental short-cuts that help them survive in the hurly-burly of normal life, but can also lead them into irrationality when trying to make decisions in the financial realm.
Read full article: http://www.ft.com/cms/s/0/a33e54d0-eefd-11dd-bbb5-0000779fd2ac.html?nclick_check=1
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Saturday, January 31, 2009
Friday, January 30, 2009
"The behavior you witness others getting away with will influence you to join in".
Monkey See, Monkey Persuaded « N e u r o n a r r a t i v e
"The behavior you witness others getting away with will influence you to join in".
Excerpts:
The study picks up on the work of psychologist Robert Cialdini, author of Influence: the Psychology of Persuasion, and progenitor of what’s often referred to as ’The Cialdini Effect’ — in short, the behavior you witness others getting away with will influence you to join in. If you see a parking lot full of shopping carts, you’re more likely to leave yours there too, according to Cialdini’s influential theory.
Why this made me think of the Crying Indian [anti-littering commercial, 1971] is that there’s a lesser known side to the story of this famous commercial. While it’s typically credited as part of a successful anti-litter campaign, there’s also the possibility that it actually encouraged littering. Counter intuitive as it may sound, the littered landscape that made Chief Iron Eyes cry may have also influenced people to litter.
The question is, which norm depicted in the ad holds stronger sway over peoples’ behavior: the injunctive norm (perception of behavior that is or is not acceptable - i.e. littering is wrong and makes Chief Cody cry) or the descriptive norm (perception of behaviors that most people do - i.e. people are littering in an already well-littered environment)? Research shows that both norms influence behavior, but when in conflict, people tend to choose what Cialdini predicts they will — the path of least resistance.
So let’s rewrite the ad… Chief Iron Eyes Cody paddles his canoe to the shore and looks out over a pristine landscape–not even the hint of litter as far as the eye can see. Then, just as he’s tempted to smile about this, someone drives by and throws a Big Mac wrapper out of their car window. The once unscathed greenery is now defaced by a rancid splotch of garbage. The camera pans back to Chief Cody’s face, and — wait for it — he’s crying.
The injunctive and descriptive norms no longer conflict: the message is conveyed that (1) littering is wrong and (2) some irresponsible miscreant just did something wrong by desecrating nature, and making an Italian-American actor who looks like a Native American cry.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
"The behavior you witness others getting away with will influence you to join in".
Excerpts:
The study picks up on the work of psychologist Robert Cialdini, author of Influence: the Psychology of Persuasion, and progenitor of what’s often referred to as ’The Cialdini Effect’ — in short, the behavior you witness others getting away with will influence you to join in. If you see a parking lot full of shopping carts, you’re more likely to leave yours there too, according to Cialdini’s influential theory.
Why this made me think of the Crying Indian [anti-littering commercial, 1971] is that there’s a lesser known side to the story of this famous commercial. While it’s typically credited as part of a successful anti-litter campaign, there’s also the possibility that it actually encouraged littering. Counter intuitive as it may sound, the littered landscape that made Chief Iron Eyes cry may have also influenced people to litter.
The question is, which norm depicted in the ad holds stronger sway over peoples’ behavior: the injunctive norm (perception of behavior that is or is not acceptable - i.e. littering is wrong and makes Chief Cody cry) or the descriptive norm (perception of behaviors that most people do - i.e. people are littering in an already well-littered environment)? Research shows that both norms influence behavior, but when in conflict, people tend to choose what Cialdini predicts they will — the path of least resistance.
So let’s rewrite the ad… Chief Iron Eyes Cody paddles his canoe to the shore and looks out over a pristine landscape–not even the hint of litter as far as the eye can see. Then, just as he’s tempted to smile about this, someone drives by and throws a Big Mac wrapper out of their car window. The once unscathed greenery is now defaced by a rancid splotch of garbage. The camera pans back to Chief Cody’s face, and — wait for it — he’s crying.
The injunctive and descriptive norms no longer conflict: the message is conveyed that (1) littering is wrong and (2) some irresponsible miscreant just did something wrong by desecrating nature, and making an Italian-American actor who looks like a Native American cry.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Thursday, January 29, 2009
"Never go to bed the same person you were when you woke up".
Inspiring words attributed to the writing of Mike Litman:
"Never go to bed the same person you were when you woke up". Mike Litman
Let me say it again:
***Never go to bed the same person you were when you woke up.
It literally disgusts me to go to bed the same person I was when I woke up.
- I need to learn something.
- Make a new mistake.
- Create a new victory.
- Read 5 pages in a book.
- Do something that moves me forward.
We were born to grow. To develop.If you're serious about success, don't let a day go by without progress.
***Never go to bed the same person you were when you woke up.
If you grow 1% a day, where will you be in 30 days? What about 1 year?
Imagine that progress. Grow daily. Focus. Be active. Persevere.
Those are the types of seeds you want to be planting.
***Never go to bed the same person you were when you woke up.
That's a success habit that will pay off for you in a big, big way.
Mike Litman
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
"Never go to bed the same person you were when you woke up". Mike Litman
Let me say it again:
***Never go to bed the same person you were when you woke up.
It literally disgusts me to go to bed the same person I was when I woke up.
- I need to learn something.
- Make a new mistake.
- Create a new victory.
- Read 5 pages in a book.
- Do something that moves me forward.
We were born to grow. To develop.If you're serious about success, don't let a day go by without progress.
***Never go to bed the same person you were when you woke up.
If you grow 1% a day, where will you be in 30 days? What about 1 year?
Imagine that progress. Grow daily. Focus. Be active. Persevere.
Those are the types of seeds you want to be planting.
***Never go to bed the same person you were when you woke up.
That's a success habit that will pay off for you in a big, big way.
Mike Litman
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
73 of Fortune magazine’s 100 best companies to work for are hiring
http://www.news.com.au/story/0,27574,24950695-23109,00.html
73 of Fortune magazine’s 100 best companies to work for are hiring
Of the 100 companies, 73 are hiring... the magazine said.
Read full article: http://www.news.com.au/story/0,27574,24950695-23109,00.html
Review Fortune's List of 100 best companies to work for:
http://money.cnn.com/magazines/fortune/bestcompanies/2009/full_list/index.html
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
73 of Fortune magazine’s 100 best companies to work for are hiring
Of the 100 companies, 73 are hiring... the magazine said.
Read full article: http://www.news.com.au/story/0,27574,24950695-23109,00.html
Review Fortune's List of 100 best companies to work for:
http://money.cnn.com/magazines/fortune/bestcompanies/2009/full_list/index.html
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, January 28, 2009
"It is hard to fail, but it is worse never to have tried to succeed."
"It is hard to fail, but it is worse never to have tried to succeed." Theodore Roosevelt
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Tuesday, January 27, 2009
Understanding Group Polarization
Understanding Group Polarization
Misery and Company
Understanding Group Polarization
Excerpts:
Misery and Company
Cass R. Sunstein, The New Republic Published:
Wednesday, October 22, 2008
A few years ago, Daniel Kahneman, David Schkade, and I were involved in several studies of punitive damage awards by juries. We began by asking one thousand or so demographically diverse people to register their judgments about misconduct by various wrongdoers. We asked them to rate their moral outrage on a scale of zero to six, where zero meant "not at all outrageous" and six meant "exceptionally outrageous." We also asked them to come up with an appropriate dollar award.
We may draw two conclusions from these studies. First, judgments about appropriate punishment, and the right response to bad acts, are rooted in moral outrage. Second, social interactions greatly increase outrage and people's desire to punish in response to it. If like-minded people share a degree of outrage and get together with one another, they are likely to move in extreme directions.
When people shift from feeling moral outrage to committing outrageous acts, are group dynamics the key factor? A resoundingly affirmative answer is the central theme of Marc Sageman's fascinating effort to understand the emerging nature of Islamic terrorism.
Sageman is a forensic and clinical psychiatrist who has been studying terrorism for a number of years.
…While Sageman does not refer to it, some of the most intriguing work in modern social science explores the very phenomenon that he is describing, where it is known as "group polarization." Sageman is actually offering a particular illustration of that much broader phenomenon. The central empirical finding is that after deliberating with one another, group members typically end up in a more extreme position in line with their pre-deliberation tendencies. Group polarization is essentially a form of radicalization. It is found in jury deliberations about appropriate punishment; it can be found in many other areas as well.
Group polarization has been demonstrated in over a dozen nations and in numerous areas; those found to be subject to polarization include jurors, ordinary citizens, burglars, and entrepreneurs. Enclaves of like-minded people move to the extremes. The liberal citizens of Boulder have been found to move sharply to the left after speaking with one another; the conservative citizens of Colorado Springs have been found to move sharply to the right. Even federal judges tend to polarize. On three-judge panels consisting solely of Republican appointees, Republican appointees show far more conservative voting patterns than on three-judge panels having at least one Democratic appointee. Democratic appointees show exactly the same tendency; they are far more liberal on panels consisting of all Democratic appointees than on panels with one or more Republican.
Why does group polarization occur? There are two major answers, and they bear directly on Sageman's findings. First, the exchange of views and information can intensify pre-existing beliefs. In any group with some predisposition (in favor of the Republican candidate, concern about climate change, opposition to same-sex marriage), the pool of arguments will inevitably be skewed toward the original predisposition. If group members are listening to one another's arguments, they are likely to become more extreme in their views. The second reason involves people's concern for their reputations. Most people want to be perceived favorably by other group members, and also to perceive themselves favorably. Once they hear what others believe, many of them will adjust their positions at least slightly in the direction of the dominant position. Without invoking the concept, Sageman has provided a dramatic case study in group polarization, and both of the standard explanations play key roles in the process of radicalization that he describes.
…his elaboration of what is in effect a case study in group polarization offers a number of provocative lessons for understanding not only Islamic terrorism, but also other domains in which extremism is the eventual result of voluntary self-sorting--with destructive and even deadly consequences.
Cass Sunstein is a contributing editor to The New Republic.
Read full article: http://www.tnr.com/booksarts/story.html?id=cdbb66cd-da49-4ee1-abb2-41464a553c0a&p=1
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Misery and Company
Understanding Group Polarization
Excerpts:
Misery and Company
Cass R. Sunstein, The New Republic Published:
Wednesday, October 22, 2008
A few years ago, Daniel Kahneman, David Schkade, and I were involved in several studies of punitive damage awards by juries. We began by asking one thousand or so demographically diverse people to register their judgments about misconduct by various wrongdoers. We asked them to rate their moral outrage on a scale of zero to six, where zero meant "not at all outrageous" and six meant "exceptionally outrageous." We also asked them to come up with an appropriate dollar award.
We may draw two conclusions from these studies. First, judgments about appropriate punishment, and the right response to bad acts, are rooted in moral outrage. Second, social interactions greatly increase outrage and people's desire to punish in response to it. If like-minded people share a degree of outrage and get together with one another, they are likely to move in extreme directions.
When people shift from feeling moral outrage to committing outrageous acts, are group dynamics the key factor? A resoundingly affirmative answer is the central theme of Marc Sageman's fascinating effort to understand the emerging nature of Islamic terrorism.
Sageman is a forensic and clinical psychiatrist who has been studying terrorism for a number of years.
…While Sageman does not refer to it, some of the most intriguing work in modern social science explores the very phenomenon that he is describing, where it is known as "group polarization." Sageman is actually offering a particular illustration of that much broader phenomenon. The central empirical finding is that after deliberating with one another, group members typically end up in a more extreme position in line with their pre-deliberation tendencies. Group polarization is essentially a form of radicalization. It is found in jury deliberations about appropriate punishment; it can be found in many other areas as well.
Group polarization has been demonstrated in over a dozen nations and in numerous areas; those found to be subject to polarization include jurors, ordinary citizens, burglars, and entrepreneurs. Enclaves of like-minded people move to the extremes. The liberal citizens of Boulder have been found to move sharply to the left after speaking with one another; the conservative citizens of Colorado Springs have been found to move sharply to the right. Even federal judges tend to polarize. On three-judge panels consisting solely of Republican appointees, Republican appointees show far more conservative voting patterns than on three-judge panels having at least one Democratic appointee. Democratic appointees show exactly the same tendency; they are far more liberal on panels consisting of all Democratic appointees than on panels with one or more Republican.
Why does group polarization occur? There are two major answers, and they bear directly on Sageman's findings. First, the exchange of views and information can intensify pre-existing beliefs. In any group with some predisposition (in favor of the Republican candidate, concern about climate change, opposition to same-sex marriage), the pool of arguments will inevitably be skewed toward the original predisposition. If group members are listening to one another's arguments, they are likely to become more extreme in their views. The second reason involves people's concern for their reputations. Most people want to be perceived favorably by other group members, and also to perceive themselves favorably. Once they hear what others believe, many of them will adjust their positions at least slightly in the direction of the dominant position. Without invoking the concept, Sageman has provided a dramatic case study in group polarization, and both of the standard explanations play key roles in the process of radicalization that he describes.
…his elaboration of what is in effect a case study in group polarization offers a number of provocative lessons for understanding not only Islamic terrorism, but also other domains in which extremism is the eventual result of voluntary self-sorting--with destructive and even deadly consequences.
Cass Sunstein is a contributing editor to The New Republic.
Read full article: http://www.tnr.com/booksarts/story.html?id=cdbb66cd-da49-4ee1-abb2-41464a553c0a&p=1
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Monday, January 26, 2009
Can You Afford the Cost of Mis-hires ?
Can You Afford the Cost of Mis-hires ? >
The Cost of Mis-Hiring: Five times the base salary of a sales rep, twenty-seven times the base salary of an upper-level manager, and between $13MM and $53MM for a CEO, these cost not including the lost value in market capitalization. >
- The average cost of mis-hiring a sales rep earning a $100K base is $500K or five (5) times base salary. >
- The average cost of mis-hiring an upper-level manager is twenty-seven (27) times base comp. >
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Cost of Mis-Hiring: Five times the base salary of a sales rep, twenty-seven times the base salary of an upper-level manager, and between $13MM and $53MM for a CEO, these cost not including the lost value in market capitalization. >
- The average cost of mis-hiring a sales rep earning a $100K base is $500K or five (5) times base salary. >
- The average cost of mis-hiring an upper-level manager is twenty-seven (27) times base comp. >
- The average cost of mis-hiring a CEO but not including the declines in stock price: >
- Of a large company is $53 million. >
- Of a mid-range company $22 million. >
- Of a small company $13 million. >
*** Individual Costs of a Mis-hire as defined in one of Bradford Smart’s studies: Cost in hiring; Total paid compensation; Cost of maintaining person in job; Severance; Mistakes, failures, wasted and missed business opportunities; Disruption. >
Topgrading Tips [Volume 4 #1] “Cheetah” CEOs Outperform “Lamb” CEOs >
January 14th, 2009 . by Brad Smart >
Excerpts: >
Our research [on the cost of mis-hires] (Bradford D. Smart, Phd, Smart & Associates) showed the average cost of mis-hiring a sales rep earning a $100,000 base to be $500,000+, or 5 times base comp, [and]the average cost of mis-hiring an upper level manager is 27 times the base comp. [Our numbers did not attempt to calculate] “The Cost of Disruption”(e.g. the cost of impaired morale and trying to figure out new directions).] >
CEO Magazine Research: [Analysis finds] the average cost of [mis-hiring] a CEO of a large company is $53 million, for a mid-range company $22 million, and for a small company $13 million. Appropriately, the writers noted that when there is a CEO change, 25% of the other executives depart – zoom, the costs go up. And there are 6-figure signing bonuses; zoom, the costs go higher. And the average severance is 3 times annual salary for large companies, 2 times for mid-sized companies; more zoom…. The Chief Executive [Magazine] authors put pen to paper and came up with numbers for “disruption.”… Zoom, up go the mis-hire costs. >
And those high costs of mis-hire do NOT include the cost when the stock declines. Booz Allen Hamilton research shows an average stock decline of 10%+ when there is a CEO change of a company that has been doing well. Downward Zoooom. Can the seriousness of mis-hires at the top get any worse? Yes! … >
The Chief Executive authors add some startling statistics … 40% of CEOs are gone within 18 months, 64% fail to achieve the objectives for which they were hired. >
Read full article: http://blog.smarttopgrading.com/ >
----------------------------------------------------
CEO Magazine >
The Costs of CEO Failure >
BY Nat Stoddard And Claire Wyckoff
Issue Date: November/December 2008, Posted On: 12/12/2008 >
“The impact of any change in leadership on both the company and the individual are huge” >
Read full article here: http://www.chiefexecutive.net/ME2/dirmod.asp?sid=&nm=&type=Publishing&mod=Publications%3A%3AArticle&mid=8F3A7027421841978F18BE895F87F791&tier=4&id=FD0F481A1CA94DAB9B37216C2EA15F28
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Saturday, January 24, 2009
A Leader's Inner Circle | GiANT Impact
Giant Impact
A Leader's Inner Circle GiANT Impact
Leadership Wired
John Maxwell
Five questions to ask when forming your inner circle:
Questions to Ask of Candidates for Your Inner Circle:
1- Do they display exemplary character in everything they do?
2 -Do they bring complementary gifts to the table?
3 - Do they hold a strategic position and have influence within the organization?
4 -Do they add value to the organization and to the leader?
5 -Do they positively impact other members of the inner circle?
Traps to Avoid when Staffing Your Inner Circle:
1 -Soliciting praise instead of candor.
2- Driving away talent so that your power isn't threatened.
Read full article: http://www.giantimpact.com/articles/read/article_a_leaders_inner_circle/?utm_source=leadershipwired&utm_medium=email&utm_content=article&utm_campaign=lw-20090123
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
A Leader's Inner Circle GiANT Impact
Leadership Wired
John Maxwell
Five questions to ask when forming your inner circle:
Questions to Ask of Candidates for Your Inner Circle:
1- Do they display exemplary character in everything they do?
2 -Do they bring complementary gifts to the table?
3 - Do they hold a strategic position and have influence within the organization?
4 -Do they add value to the organization and to the leader?
5 -Do they positively impact other members of the inner circle?
Traps to Avoid when Staffing Your Inner Circle:
1 -Soliciting praise instead of candor.
2- Driving away talent so that your power isn't threatened.
Read full article: http://www.giantimpact.com/articles/read/article_a_leaders_inner_circle/?utm_source=leadershipwired&utm_medium=email&utm_content=article&utm_campaign=lw-20090123
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Benefit & Art Of Foregiveness
The Happy Blog » Blog Archive » A positive psychology approach to foregiveness
The Art Of Forgiveness
The Happiness Institute
Tarryn Brien (coach and facilitator)
January 23 2009
"Psychological studies have shown that it is better to forgive than to be forgiven, so start by believing forgiveness is a gift we can give to ourselves.... forgiveness is good not just for the person who is forgiven, but also for the person who forgives.... People who forgive are happier and healthier than those who hold onto resentments, and it has been proven that the practice of forgiveness has both mental and physical benefits. It has been shown to reduce anger and stress, alleviate depression and contribute to greater life satisfaction.Forgiveness encourages hope, compassion and optimism.... forgiveness is not giving in, but rather a courageous act that will set you free... forgiveness does not necessarily mean reconciliation with the person that hurt you, nor condoning their actions. Your goal should simply be to find peace. If you are mentally replaying your hurt ask yourself, ‘Are these thoughts and feelings helping me lead a happier life?’ Focus on your actions alone.
Read full article: http://www.thehappinessinstitute.com/weblog/index.php/2009/01/23/a-positive-psychology-approach-to-foregiveness/
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Art Of Forgiveness
The Happiness Institute
Tarryn Brien (coach and facilitator)
January 23 2009
"Psychological studies have shown that it is better to forgive than to be forgiven, so start by believing forgiveness is a gift we can give to ourselves.... forgiveness is good not just for the person who is forgiven, but also for the person who forgives.... People who forgive are happier and healthier than those who hold onto resentments, and it has been proven that the practice of forgiveness has both mental and physical benefits. It has been shown to reduce anger and stress, alleviate depression and contribute to greater life satisfaction.Forgiveness encourages hope, compassion and optimism.... forgiveness is not giving in, but rather a courageous act that will set you free... forgiveness does not necessarily mean reconciliation with the person that hurt you, nor condoning their actions. Your goal should simply be to find peace. If you are mentally replaying your hurt ask yourself, ‘Are these thoughts and feelings helping me lead a happier life?’ Focus on your actions alone.
Read full article: http://www.thehappinessinstitute.com/weblog/index.php/2009/01/23/a-positive-psychology-approach-to-foregiveness/
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Feeling wanted at work is key to happiness: psychologist
insciences.org - Feeling wanted at work is key to happiness: psychologist
Feeling wanted at work is key to happiness: psychologist
Published on 23 January 2009, 01:41 Last Update: 1 day(s) ago by Insciences
Tags: Behavioral sciences Depression Health
If you feel "on the outer" at work, chances are your mental health and wellbeing aren't in tip-top condition either and you are prone to anxiety, depression or stress, QUT psychology researchers have found.
PhD researcher Wendell Cockshaw, from QUT's School of Psychology and Counselling, said the workplace was the top primary social environment for many people and second only to the family for many others.
"We form our self-concept in our primary social contexts. We are constantly, unconsciously monitoring signals from others about how they perceive us. The part of the mind that does this has been called the 'sociometer'," Mr Cockshaw said.
"If your 'sociometer' picks up signals that you are not accepted and supported then you are going to behave in ways intended to repair that. Sometimes, however, these behaviours don't actually help.
Read full article: http://insciences.org/article.php?article_id=1645
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Feeling wanted at work is key to happiness: psychologist
Published on 23 January 2009, 01:41 Last Update: 1 day(s) ago by Insciences
Tags: Behavioral sciences Depression Health
If you feel "on the outer" at work, chances are your mental health and wellbeing aren't in tip-top condition either and you are prone to anxiety, depression or stress, QUT psychology researchers have found.
PhD researcher Wendell Cockshaw, from QUT's School of Psychology and Counselling, said the workplace was the top primary social environment for many people and second only to the family for many others.
"We form our self-concept in our primary social contexts. We are constantly, unconsciously monitoring signals from others about how they perceive us. The part of the mind that does this has been called the 'sociometer'," Mr Cockshaw said.
"If your 'sociometer' picks up signals that you are not accepted and supported then you are going to behave in ways intended to repair that. Sometimes, however, these behaviours don't actually help.
Read full article: http://insciences.org/article.php?article_id=1645
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Thursday, January 22, 2009
Six things you can do to maximize your relationship.
Noozhawk.com - local news and information for Santa Barbara County - Local News - Russell Collins: Love Among the Ruins
Six things you can do to minimize your stress and maximize your relationship.
» Treat each other with respect — be conscious about this, especially when you are feeling disrespectful.>
» Use the 5-to-1 rule: Five positive, affirming communications to your partner for every one negative. (This doesn’t limit your ability to complain, by the way; just make sure you have lots of good things to say, too.) >
» Be aware of the “Four Horsemen” of destructive communications, which are, according to relationship researcher John Gottman: (1)criticism, (2) stonewalling, (3) defensiveness and (4) contempt. Of these, beware particularly of contempt — it’s the relationship killer nonpareil.>
» Make an agreement with your partner to walk away when the argument gets heated. Have a word or signal between you that says “I’m cutting off this argument because I care deeply about our relationship and want to protect it. We can talk more when we cool down.”>
» Notice how deep your commitment is to “being right” when you argue. Then do a cost-benefit analysis. Are the costs to the relationship worth the benefit of winning the argument? >
» Awareness of rigid patterns of reactivity — and how they play out in our relationships — can end their tyranny over our lives. According to current theory, during periods of relationship stress, old abandonment terrors from childhood well up with their original intensity: my caregiver doesn’t love me and may abandon me, and I can’t survive in this world all alone. The technical term for this way of thinking about relationships is “Adult Attachment Theory.” We protect ourselves from this unconscious terror by becoming defensive and withdrawing behind a wall, or by attacking our partner with criticism and contempt. Defensiveness, stonewalling, criticism and contempt. These are Gottman’s Four Horsemen revisited. But where the behavior-change techniques I mentioned above treat the Four Horsemen as unhealthy and unwanted, through the lens of Attachment Theory they show up as the natural, self-protective mechanisms of a terrified child. These defensive mechanisms don’t work very well in our current situation as adults, of course. But because they arise unconsciously from more primitive parts of our brain, we feel safer when we employ them — for the moment at least.
Read full article: http://www.noozhawk.com/local_news/article/0122_russell_collins_love_among_the_ruins/
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Six things you can do to minimize your stress and maximize your relationship.
» Treat each other with respect — be conscious about this, especially when you are feeling disrespectful.>
» Use the 5-to-1 rule: Five positive, affirming communications to your partner for every one negative. (This doesn’t limit your ability to complain, by the way; just make sure you have lots of good things to say, too.) >
» Be aware of the “Four Horsemen” of destructive communications, which are, according to relationship researcher John Gottman: (1)criticism, (2) stonewalling, (3) defensiveness and (4) contempt. Of these, beware particularly of contempt — it’s the relationship killer nonpareil.>
» Make an agreement with your partner to walk away when the argument gets heated. Have a word or signal between you that says “I’m cutting off this argument because I care deeply about our relationship and want to protect it. We can talk more when we cool down.”>
» Notice how deep your commitment is to “being right” when you argue. Then do a cost-benefit analysis. Are the costs to the relationship worth the benefit of winning the argument? >
» Awareness of rigid patterns of reactivity — and how they play out in our relationships — can end their tyranny over our lives. According to current theory, during periods of relationship stress, old abandonment terrors from childhood well up with their original intensity: my caregiver doesn’t love me and may abandon me, and I can’t survive in this world all alone. The technical term for this way of thinking about relationships is “Adult Attachment Theory.” We protect ourselves from this unconscious terror by becoming defensive and withdrawing behind a wall, or by attacking our partner with criticism and contempt. Defensiveness, stonewalling, criticism and contempt. These are Gottman’s Four Horsemen revisited. But where the behavior-change techniques I mentioned above treat the Four Horsemen as unhealthy and unwanted, through the lens of Attachment Theory they show up as the natural, self-protective mechanisms of a terrified child. These defensive mechanisms don’t work very well in our current situation as adults, of course. But because they arise unconsciously from more primitive parts of our brain, we feel safer when we employ them — for the moment at least.
Read full article: http://www.noozhawk.com/local_news/article/0122_russell_collins_love_among_the_ruins/
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
How to Rein In Your Caveman Brain
How to Rein In Your Caveman Brain
The Motley Fool
By Dayana Yochim January 22, 2009
The ingrained tools that keep us out of harm's way -- our drive to seek more and more information, to look for patterns, to compare options, and even to flee to safety -- are the very same ones that compel us to make boneheaded financial mistakes. Worst of all, often we're not even conscious that we're on a financial suicide mission until it's over.
Read full article: http://www.fool.com/retirement/general/2009/01/22/how-to-rein-in-your-caveman-brain.aspx
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Motley Fool
By Dayana Yochim January 22, 2009
The ingrained tools that keep us out of harm's way -- our drive to seek more and more information, to look for patterns, to compare options, and even to flee to safety -- are the very same ones that compel us to make boneheaded financial mistakes. Worst of all, often we're not even conscious that we're on a financial suicide mission until it's over.
Read full article: http://www.fool.com/retirement/general/2009/01/22/how-to-rein-in-your-caveman-brain.aspx
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Why Computers Can't Kill Post-Its - Forbes.com
Why Computers Can't Kill Post-Its - Forbes.com
Post-it note continues to flourish on every surface of the contemporary office, despite all those expensive computers ready and willing to help.
David Karger helps lead a group at MIT exploring the way people work with computers. A recent paper from his team chronicled the attraction of "information scraps" like Post-Its, which, says Karger, are actually near-perfect data base tools. They're accessible and easy to use, and they take advantage of the brain's facility to remember an object's location in the three-dimensional world.
Read Full article: http://www.forbes.com/2009/01/21/postits-digital-tools-tech-intel-cz_lg_0122postits.html?partner=daily_newsletter
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Post-it note continues to flourish on every surface of the contemporary office, despite all those expensive computers ready and willing to help.
David Karger helps lead a group at MIT exploring the way people work with computers. A recent paper from his team chronicled the attraction of "information scraps" like Post-Its, which, says Karger, are actually near-perfect data base tools. They're accessible and easy to use, and they take advantage of the brain's facility to remember an object's location in the three-dimensional world.
Read Full article: http://www.forbes.com/2009/01/21/postits-digital-tools-tech-intel-cz_lg_0122postits.html?partner=daily_newsletter
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Holy #&*@ ! According to social psychologists , giving up swearing in the New Year could actually make you less persuasive
Inside Influence Report
Oh #&*@ !
According to social psychologists Cory Scherer and Brad Sagarin, giving up swearing in the New Year could actually make you less persuasive.
What New Year Resolution Can REDUCE Your Persuasiveness?
By Noah Goldstein, Ph.D.
Read full article http://www.insideinfluence.com/current/article_jan.html
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Oh #&*@ !
According to social psychologists Cory Scherer and Brad Sagarin, giving up swearing in the New Year could actually make you less persuasive.
What New Year Resolution Can REDUCE Your Persuasiveness?
By Noah Goldstein, Ph.D.
Read full article http://www.insideinfluence.com/current/article_jan.html
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, January 21, 2009
Is The World Really Flat? — HBS Working Knowledge
Is The World Really Flat? — HBS Working Knowledge
Harvard Business School
Working Knowledge
Is The World Really Flat?
Published: January 7, 2009
Author: Jim Heskett
Highlights:
That's the question posed by Amar Bhidé in his new book, The Venturesome Economy. Disputing Thomas Friedman, author of The World is Flat, Bhidé concludes that: (1) it isn't, and (2) arguments by Friedman and others—whom he labels as "techno-nationalists"—fail to recognize how innovation that matters really occurs and aren't always helpful to long-term global or even U.S. development.>
His conclusions are, among others, that: (1) it doesn't matter where in the world high-level research takes place, because (2) its findings travel easily and at relatively low cost, but that (3) as one progresses from high-level to ground-level products and services and from high-level to ground-level know-how, ideas travel less easily. The work associated with them is more localized and less exportable. Thus, concerns about "brain drains," the proportion of foreign students studying in U.S. institutions of higher learning, or the likelihood that the U.S. will continue to lose its dominance in the development of new high-level ideas and know-how are overblown. >
Instead, Bhidé concludes that the edge in economic development from the "innovation game" comes from the kind of entrepreneurial behavior that adapts and combines high-level ideas and know-how, adjusts them to the needs of particular markets, and actually sells them to willing buyers. Without these capabilities, high-level ideas, as was the case with the development of transistors, can take decades to develop. >
Read Full artice: http://hbswk.hbs.edu/item/6090.html
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Harvard Business School
Working Knowledge
Is The World Really Flat?
Published: January 7, 2009
Author: Jim Heskett
Highlights:
That's the question posed by Amar Bhidé in his new book, The Venturesome Economy. Disputing Thomas Friedman, author of The World is Flat, Bhidé concludes that: (1) it isn't, and (2) arguments by Friedman and others—whom he labels as "techno-nationalists"—fail to recognize how innovation that matters really occurs and aren't always helpful to long-term global or even U.S. development.>
His conclusions are, among others, that: (1) it doesn't matter where in the world high-level research takes place, because (2) its findings travel easily and at relatively low cost, but that (3) as one progresses from high-level to ground-level products and services and from high-level to ground-level know-how, ideas travel less easily. The work associated with them is more localized and less exportable. Thus, concerns about "brain drains," the proportion of foreign students studying in U.S. institutions of higher learning, or the likelihood that the U.S. will continue to lose its dominance in the development of new high-level ideas and know-how are overblown. >
Instead, Bhidé concludes that the edge in economic development from the "innovation game" comes from the kind of entrepreneurial behavior that adapts and combines high-level ideas and know-how, adjusts them to the needs of particular markets, and actually sells them to willing buyers. Without these capabilities, high-level ideas, as was the case with the development of transistors, can take decades to develop. >
Read Full artice: http://hbswk.hbs.edu/item/6090.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Tuesday, January 20, 2009
Psychology Today: Marriage Math - danger zone of divorce when the ratio of positive to negative interactions dips below five to one
Psychology Today: Marriage Math
Marriage Math
Marriages fall into the danger zone of divorce when the ratio of positive to negative interactions dips below five to one.
By: Hara Estroff Marano
Abstract:
In the world of relationships, the most important numbers to learn are: five to one. That is the ratio of positive interactions to negative ones that predicts whether a marriage will last or become one of the sad statistics of divorce.
It isn't that you can't argue with your spouse. But the couples that make it also manage to deliver positive emotional messages even when they don't see eye to eye.
"When the masters of marriage are talking about something important, they may be arguing, but they are also laughing and teasing and there are signs of affection because they have made emotional connections," says psychologist John Gottman, Ph.D., who has developed a mathematical model of relationships. "But a lot of people don't know how to connect or how to build a sense of humor, and this means that a lot of fighting that couples engage in is a failure to make emotional connections. We wouldn't have known this without the mathematical model."
Read full article: http://www.psychologytoday.com/rss/pto-20040316-000001.html
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Marriage Math
Marriages fall into the danger zone of divorce when the ratio of positive to negative interactions dips below five to one.
By: Hara Estroff Marano
Abstract:
In the world of relationships, the most important numbers to learn are: five to one. That is the ratio of positive interactions to negative ones that predicts whether a marriage will last or become one of the sad statistics of divorce.
It isn't that you can't argue with your spouse. But the couples that make it also manage to deliver positive emotional messages even when they don't see eye to eye.
"When the masters of marriage are talking about something important, they may be arguing, but they are also laughing and teasing and there are signs of affection because they have made emotional connections," says psychologist John Gottman, Ph.D., who has developed a mathematical model of relationships. "But a lot of people don't know how to connect or how to build a sense of humor, and this means that a lot of fighting that couples engage in is a failure to make emotional connections. We wouldn't have known this without the mathematical model."
Read full article: http://www.psychologytoday.com/rss/pto-20040316-000001.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Forward-thinking organizations are opportunistically acquiring top talent (Deloitte Debates)
http://www.hreonline.com/pdfs/01012009Extra_DeloitteDebate.pdf >
Cash or People - Are people really your most important asset? >
Forward-thinking organizations are opportunistically acquiring top talent.
Deloitte Debates, 01/01/2009 >
CEOs often say that “people are their company’s most important asset,” and that it is the strength of their workforce that will carry the company through tough times. On the other hand, executives are taught that “cash is king” — especially in a business downturn. So what should business leaders do in the face of the current economic crisis? Should they focus on maintaining cash or people? What should they make their top priority?
Abstract: >
In Particulr Regards To the Insurance Industry:
Before the current economic meltdown, insurance companies already had been battling to close growing significant talent gaps in parts of their workforce.
Over the past few years, older workers have been retiring in droves, and there weren’t enough young workers to replace them. At the same time, increasing competition and growth in the retirement market put insurers under intense pressure to innovate, enhance their service offerings, improve the customer experience, and ramp up their sales engine. All of these forces have increased the demands for new skills and greater capacity in an increasingly competitive talent market.
The question is: How do insurers manage short-term business challenges at the same time as setting a framework for the future? What is the impact on the current business climate on how companies should move forward? How can they take advantage of the market to position themselves for the future?
Re-brand your talent image. Gen Y views the insurance industry as unattractive and boring, with limited growth potential. Yet amid the current economic uncertainty, the stability and security of the insurance industry may be viewed in a new light. Gen Y places a strong priority on social responsibility and corporate mission. The insurance industry long has been a standout in this regard but has done little to tell the story. This is an excellent opportunity for insurers to re-shape their image at a time when it will resonate strongly in the talent marketplace.
Best Practices With Regard To A Variety Of Industries:
Take advantage of competitors’ mistakes. Companies making wholesale workforce reductions may inadvertently lose some of their most talented people. This is particularly true in industries facing bankruptcies or massive layoffs. Although it might seem odd to be looking for new talent while cutting staff, this could be a perfect time to recruit people who might otherwise be out of reach. >
Companies are [still] expected to “thread the needle” on talent. When it comes to cost cutting, preserving talent, and improving talent management capabilities, CEOs expect HR and talent leaders to do it all. That’s one of the lessons of the past several years. Talent is a crown jewel for most companies. That means boards and CEOs expect cost cutting to be done in a manner that deliberately reviews and ranks talent so high performers and critical talent across the enterprise are clearly identified and treated well. We expect there will be little tolerance for throwing the baby out with the bath water when it comes to headcount reductions. >
[Employment] Branding remains key. Many companies have been painstakingly building their brands as employers in key talent markets: on campus, and across their own industries. Despite the downturn, CEOs expect to maintain or improve this brand by protecting their positions with key campuses and recruitment pools. Although the recruiting targets might be lower, only shortsighted companies will pull out of campus and key recruitment markets.
Forward-thinking organizations are opportunistically acquiring top talent. The downturn presents a rare opportunity to recruit hard-to-find leaders and critical talent. Although the numbers will be small, CEOs expect surefootedness in going after highly select talent. They also expect talent leaders to use this time to reinforce the company’s commitment to key markets, products and services, and customers. Competitor missteps can lead to significant opportunities.
Top businesses are positioning for the rebound. Great companies make the most of a downturn—planning new services and products and building capabilities for the next business cycle. Of course, these efforts must be highly targeted. A clear, long-term commitment to critical and emerging sectors inspires confidence both for customers and employees.
Read Full Article: http://www.hreonline.com/pdfs/01012009Extra_DeloitteDebate.pdf
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Cash or People - Are people really your most important asset? >
Forward-thinking organizations are opportunistically acquiring top talent.
Deloitte Debates, 01/01/2009 >
CEOs often say that “people are their company’s most important asset,” and that it is the strength of their workforce that will carry the company through tough times. On the other hand, executives are taught that “cash is king” — especially in a business downturn. So what should business leaders do in the face of the current economic crisis? Should they focus on maintaining cash or people? What should they make their top priority?
Abstract: >
In Particulr Regards To the Insurance Industry:
Before the current economic meltdown, insurance companies already had been battling to close growing significant talent gaps in parts of their workforce.
Over the past few years, older workers have been retiring in droves, and there weren’t enough young workers to replace them. At the same time, increasing competition and growth in the retirement market put insurers under intense pressure to innovate, enhance their service offerings, improve the customer experience, and ramp up their sales engine. All of these forces have increased the demands for new skills and greater capacity in an increasingly competitive talent market.
The question is: How do insurers manage short-term business challenges at the same time as setting a framework for the future? What is the impact on the current business climate on how companies should move forward? How can they take advantage of the market to position themselves for the future?
Re-brand your talent image. Gen Y views the insurance industry as unattractive and boring, with limited growth potential. Yet amid the current economic uncertainty, the stability and security of the insurance industry may be viewed in a new light. Gen Y places a strong priority on social responsibility and corporate mission. The insurance industry long has been a standout in this regard but has done little to tell the story. This is an excellent opportunity for insurers to re-shape their image at a time when it will resonate strongly in the talent marketplace.
Best Practices With Regard To A Variety Of Industries:
Take advantage of competitors’ mistakes. Companies making wholesale workforce reductions may inadvertently lose some of their most talented people. This is particularly true in industries facing bankruptcies or massive layoffs. Although it might seem odd to be looking for new talent while cutting staff, this could be a perfect time to recruit people who might otherwise be out of reach. >
Companies are [still] expected to “thread the needle” on talent. When it comes to cost cutting, preserving talent, and improving talent management capabilities, CEOs expect HR and talent leaders to do it all. That’s one of the lessons of the past several years. Talent is a crown jewel for most companies. That means boards and CEOs expect cost cutting to be done in a manner that deliberately reviews and ranks talent so high performers and critical talent across the enterprise are clearly identified and treated well. We expect there will be little tolerance for throwing the baby out with the bath water when it comes to headcount reductions. >
[Employment] Branding remains key. Many companies have been painstakingly building their brands as employers in key talent markets: on campus, and across their own industries. Despite the downturn, CEOs expect to maintain or improve this brand by protecting their positions with key campuses and recruitment pools. Although the recruiting targets might be lower, only shortsighted companies will pull out of campus and key recruitment markets.
Forward-thinking organizations are opportunistically acquiring top talent. The downturn presents a rare opportunity to recruit hard-to-find leaders and critical talent. Although the numbers will be small, CEOs expect surefootedness in going after highly select talent. They also expect talent leaders to use this time to reinforce the company’s commitment to key markets, products and services, and customers. Competitor missteps can lead to significant opportunities.
Top businesses are positioning for the rebound. Great companies make the most of a downturn—planning new services and products and building capabilities for the next business cycle. Of course, these efforts must be highly targeted. A clear, long-term commitment to critical and emerging sectors inspires confidence both for customers and employees.
Read Full Article: http://www.hreonline.com/pdfs/01012009Extra_DeloitteDebate.pdf
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Heading Toward Proxy Season
Human Resource Executive Online - Story
Heading Toward Proxy Season
Facing increased scrutiny in an uncertain economy, companies need to look closely at their executive compensation, pay-for-performance, and overall pay design as they prepare this year's proxy statements. HR should play a key role.
By Louis Greenstein
Read Full Story: http://www.hreonline.com/HRE/story.jsp?storyId=165392752
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Heading Toward Proxy Season
Facing increased scrutiny in an uncertain economy, companies need to look closely at their executive compensation, pay-for-performance, and overall pay design as they prepare this year's proxy statements. HR should play a key role.
By Louis Greenstein
Read Full Story: http://www.hreonline.com/HRE/story.jsp?storyId=165392752
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Monday, January 19, 2009
Insurers Entering First ‘Invisible Hard Market,’ MMC’s Duperreault Says
National Underwriter Property & Casualty
Insurers Entering First ‘Invisible Hard Market,’ MMC’s Duperreault Says
The property-casualty industry is entering an “invisible hard market” as exposures disappear in a contracting economy, which hides the bottom-line benefits of rising prices, Brian Duperreault, the head of Marsh & McLennan Companies warned.
“We are in the beginning stages of a hardening market, but countervailing economic forces are turning this into our first ‘invisible’ hard market,” according to Mr. Duperreault, MMC’s president and chief executive officer.
Read full article: http://www.propertyandcasualtyinsurancenews.com/cms/nupc/Weekly%20Issues/issues/2009/03/News/P03DUPERREAULT?origin=Reinsurance
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Insurers Entering First ‘Invisible Hard Market,’ MMC’s Duperreault Says
The property-casualty industry is entering an “invisible hard market” as exposures disappear in a contracting economy, which hides the bottom-line benefits of rising prices, Brian Duperreault, the head of Marsh & McLennan Companies warned.
“We are in the beginning stages of a hardening market, but countervailing economic forces are turning this into our first ‘invisible’ hard market,” according to Mr. Duperreault, MMC’s president and chief executive officer.
Read full article: http://www.propertyandcasualtyinsurancenews.com/cms/nupc/Weekly%20Issues/issues/2009/03/News/P03DUPERREAULT?origin=Reinsurance
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Art Of Silence: Meditation Techniques | Meditation | Health and Nutrition Guidelines
The Art Of Silence: Meditation Techniques Meditation Health and Nutrition Guidelines
January 19, 2009 By admin In Meditation
In today’s fast-paced world, many people are seeking a way to get away from it all and relax. Meditation, which is essentially a method to obtain a level of deep thought and relaxation, is one way to find inner peace and tranquility. Many people think of monks or other spiritual types sitting in crossed-leg position and reaching states of bliss when they think of mediation, but there are many ways to meditate. While there are many ways to reach a meditative state, there really are no right or wrong ways to mediate (this would defeat the purpose), only practice and finding ways that feel right for you.
Meditation is associated with many religions, but one does not need to be associated with any particular religion in order to meditate. You might want to investigate different methods, however, to find a form of mediation that feels most comfortable. One common method includes repeating a sound or word, called a mantra. Other forms of meditation involve focusing on a visual image, such as the flame of a candle or a symbol. Other meditative techniques involve breathing and physical movements, such as yoga or other breathing practices.
No matter what the method, the tools used in meditation are there to help users reach a state of mental relaxation. Many mediation techniques help you clear your mind of the constant thoughts that normally run through the mind. In reducing or eliminating these thoughts, one can reach a state of deep thought that is associated with meditation.
There are two primary approaches to meditation, which are concentrative meditation and mindfulness meditation. In concentrative meditation, the practitioner focuses on breath, an object, or a sound (mantra). In mindfulness meditation, the practitioner sits quietly and “observes” everything in the environment, including thoughts, sounds, smells, and more. In this form of meditation, the practitioner practices not reacting to the environment (both internal and external), which can lead to a greater ability to act in a non-reactive way in daily life. Both forms of meditation are useful, and one is no better than the other is. Personal preference may determine which method you choose, and you can always try both.
Read Full Article: http://healthconsultive.com/meditation/the-art-of-silence-meditation-techniques-3.html
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
January 19, 2009 By admin In Meditation
In today’s fast-paced world, many people are seeking a way to get away from it all and relax. Meditation, which is essentially a method to obtain a level of deep thought and relaxation, is one way to find inner peace and tranquility. Many people think of monks or other spiritual types sitting in crossed-leg position and reaching states of bliss when they think of mediation, but there are many ways to meditate. While there are many ways to reach a meditative state, there really are no right or wrong ways to mediate (this would defeat the purpose), only practice and finding ways that feel right for you.
Meditation is associated with many religions, but one does not need to be associated with any particular religion in order to meditate. You might want to investigate different methods, however, to find a form of mediation that feels most comfortable. One common method includes repeating a sound or word, called a mantra. Other forms of meditation involve focusing on a visual image, such as the flame of a candle or a symbol. Other meditative techniques involve breathing and physical movements, such as yoga or other breathing practices.
No matter what the method, the tools used in meditation are there to help users reach a state of mental relaxation. Many mediation techniques help you clear your mind of the constant thoughts that normally run through the mind. In reducing or eliminating these thoughts, one can reach a state of deep thought that is associated with meditation.
There are two primary approaches to meditation, which are concentrative meditation and mindfulness meditation. In concentrative meditation, the practitioner focuses on breath, an object, or a sound (mantra). In mindfulness meditation, the practitioner sits quietly and “observes” everything in the environment, including thoughts, sounds, smells, and more. In this form of meditation, the practitioner practices not reacting to the environment (both internal and external), which can lead to a greater ability to act in a non-reactive way in daily life. Both forms of meditation are useful, and one is no better than the other is. Personal preference may determine which method you choose, and you can always try both.
Read Full Article: http://healthconsultive.com/meditation/the-art-of-silence-meditation-techniques-3.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Goal Setting: Thinking about obstacles is hard but important | Psychology Today Blogs
Thinking about obstacles is hard but important Psychology Today Blogs
By Art Markman, Ph.D. on January 18, 2009 in Ulterior Motives
Abstract:
Why do we so often fail (with our goals)? New Year's resolutions fade, until the following December, when we can make them again. After an initial honeymoon period, we seem to become disillusioned with our elected leaders.
One thread that binds these cases together is that we tend to avoid thinking about negative things when we plan for the future.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
By Art Markman, Ph.D. on January 18, 2009 in Ulterior Motives
Abstract:
Why do we so often fail (with our goals)? New Year's resolutions fade, until the following December, when we can make them again. After an initial honeymoon period, we seem to become disillusioned with our elected leaders.
One thread that binds these cases together is that we tend to avoid thinking about negative things when we plan for the future.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Nine ways to improve your relationship by learning to respond reflectively
http://scottpsychologicalservice.typepad.com/scotts_psychology_blog/2009/01/ten-ways-to-improve-your-relationship-by-learning-to-respond-reflectively.html
Nine ways to improve your relationship by learning to respond reflectively
Nine ways to improve your relationship by learning to respond reflectively
Imagine the following scenario. One member of a committed couple arrives home 45 min late. The other member of the couple who spent hours preparing a nice meal feels unappreciated and angrily snaps “Why are you so late?” This seems like an attack to the other mate who was laid off that day due to the financial crisis and is feeling hungry, angry, and tired, and they yell back “Why are you always nagging?” As you can well imagine, the verbal and emotional interchange between them becomes progressively more negative and stressful after this. They love each other but they both have reacted reflexively in maladaptive ways which are toxic to the relationship.
Whereas the above scenario is a single incident which can be repaired, frequently couples make this kind of automatic reflexive reacting their main way of interacting. In fact, one of the most common habits detrimental to harmonious intimate relationships is saying things in the heat of an argument that you later regret. Many couples habitually, without thinking, say or do things which poison their relationships. As Jon Carlson, a seasoned couple therapist says, they are “spitting in their own soup”. They are unable to respond reflectively in their difficult interactions.
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Biography
Resume for Dr. BRIAN SCOTT(Prepared Sept. 6, 2008)
Dr. Scott is a consulting clinical psychologist in private practice (Scott Psychological Services). He holds a Ph. D. in Clinical Psychology from the University of Windsor, Canada and is registered as a clinical psychologist in Singapore, Hong Kong, and Ontario, Canada.
From 1991 to 1996, Dr. Scott was a lecturer in the Department of Psychology, University of Hong Kong, Hong Kong and is past President of the Hong Kong Psychological Society. Previous to this he was a psychologist in the Family Counseling/ Education Program, Surrey Place Centre, Toronto, Canada.
Dr. Scott’s clinical interests include the effect of child abuse and neglect on adult personality (codependence), marital problems, stress and anger management, adult attention deficit disorder, and self help support groups of all kinds. More recently Dr. Scott has become interested in men’s psychological issues.
Dr. Scott’s first Ph.D. was in Zoology and before he became a clinical psychologist he had a 25 year career as a neuroscientist studying the neurobiological basis of mental retardation and neurotoxicity. His most recent research interests are evolutionary psychology cognitive neuroscience as applied to clinical psychology. For a full curriculum vitae please go to scottpsychologicalservices.com
Interests
Clinical psychology including relationship problems, stress in adults due to childhood abuse or neglect (codependence), ADD in adults, addictions, self-help and support groups of various kinds.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Nine ways to improve your relationship by learning to respond reflectively
Nine ways to improve your relationship by learning to respond reflectively
Imagine the following scenario. One member of a committed couple arrives home 45 min late. The other member of the couple who spent hours preparing a nice meal feels unappreciated and angrily snaps “Why are you so late?” This seems like an attack to the other mate who was laid off that day due to the financial crisis and is feeling hungry, angry, and tired, and they yell back “Why are you always nagging?” As you can well imagine, the verbal and emotional interchange between them becomes progressively more negative and stressful after this. They love each other but they both have reacted reflexively in maladaptive ways which are toxic to the relationship.
Whereas the above scenario is a single incident which can be repaired, frequently couples make this kind of automatic reflexive reacting their main way of interacting. In fact, one of the most common habits detrimental to harmonious intimate relationships is saying things in the heat of an argument that you later regret. Many couples habitually, without thinking, say or do things which poison their relationships. As Jon Carlson, a seasoned couple therapist says, they are “spitting in their own soup”. They are unable to respond reflectively in their difficult interactions.
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Biography
Resume for Dr. BRIAN SCOTT(Prepared Sept. 6, 2008)
Dr. Scott is a consulting clinical psychologist in private practice (Scott Psychological Services). He holds a Ph. D. in Clinical Psychology from the University of Windsor, Canada and is registered as a clinical psychologist in Singapore, Hong Kong, and Ontario, Canada.
From 1991 to 1996, Dr. Scott was a lecturer in the Department of Psychology, University of Hong Kong, Hong Kong and is past President of the Hong Kong Psychological Society. Previous to this he was a psychologist in the Family Counseling/ Education Program, Surrey Place Centre, Toronto, Canada.
Dr. Scott’s clinical interests include the effect of child abuse and neglect on adult personality (codependence), marital problems, stress and anger management, adult attention deficit disorder, and self help support groups of all kinds. More recently Dr. Scott has become interested in men’s psychological issues.
Dr. Scott’s first Ph.D. was in Zoology and before he became a clinical psychologist he had a 25 year career as a neuroscientist studying the neurobiological basis of mental retardation and neurotoxicity. His most recent research interests are evolutionary psychology cognitive neuroscience as applied to clinical psychology. For a full curriculum vitae please go to scottpsychologicalservices.com
Interests
Clinical psychology including relationship problems, stress in adults due to childhood abuse or neglect (codependence), ADD in adults, addictions, self-help and support groups of various kinds.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, January 18, 2009
Making the Most of Your Workplace Mistakes
http://www.nytimes.com/2009/01/18/jobs/18career.html?partner=permalink&exprod=permalink
Making the Most of Your Workplace Mistakes
By PHYLLIS KORKKI
Published: January 18, 2009
Acknowledging and correcting errors, rather than denying and concealing them, can prevent a bad situation from becoming worse.
Q. You realize that you made a terrible mistake at work. Your first instinct is to deny that it happened or to cover it up. Then you feel angry and defensive, and want to blame other people. Then you want to hide. Are these reactions normal?
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Making the Most of Your Workplace Mistakes
By PHYLLIS KORKKI
Published: January 18, 2009
Acknowledging and correcting errors, rather than denying and concealing them, can prevent a bad situation from becoming worse.
Q. You realize that you made a terrible mistake at work. Your first instinct is to deny that it happened or to cover it up. Then you feel angry and defensive, and want to blame other people. Then you want to hide. Are these reactions normal?
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Saturday, January 17, 2009
Video: Dan Ariely, Tendencies Of Irrational Behavior
http://fora.tv/2008/12/13/Dan_Ariely_Tendencies_of_Irrational_Behavior
Video: Dan Ariely, Tendencies Of Irrational Behavior
Fascinating and entertaining.
19:56 minutes
Dan Ariely, a professor of behavioral economics at Duke University, presents examples of cognitive illusions that help illustrate why humans make predictably irrational decisions.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Video: Dan Ariely, Tendencies Of Irrational Behavior
Fascinating and entertaining.
19:56 minutes
Dan Ariely, a professor of behavioral economics at Duke University, presents examples of cognitive illusions that help illustrate why humans make predictably irrational decisions.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Why Incentives Are Effective, Irresistable, and Almost Certain to Backfire
http://www.fastcompany.com/magazine/132/made-to-stick-curse-of-incentives.html
Fast Company
Why Incentives Are Effective, Irresistable, and Almost Certain to Backfire
By: Dan Heath & Chip HeathFri Jan 16, 2009 at 1:32 PM
Ken O'Brien was an NFL quarterback in the 1980s and 1990s. Early in his career, he threw a lot of interceptions, so one clever team lawyer wrote a clause into O'Brien's contract penalizing him for each one he threw. The incentive worked as intended: His interceptions plummeted. But that's because he stopped throwing the ball.
Years ago, AT&T executives tried to encourage productivity by paying programmers based on the number of lines of code they produced. The result: programs of Proustian length.
Incentives are dangerous, and not just because people game them. They often yield collateral damage.
Read Full Article: http://www.fastcompany.com/magazine/132/made-to-stick-curse-of-incentives.html
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Fast Company
Why Incentives Are Effective, Irresistable, and Almost Certain to Backfire
By: Dan Heath & Chip HeathFri Jan 16, 2009 at 1:32 PM
Ken O'Brien was an NFL quarterback in the 1980s and 1990s. Early in his career, he threw a lot of interceptions, so one clever team lawyer wrote a clause into O'Brien's contract penalizing him for each one he threw. The incentive worked as intended: His interceptions plummeted. But that's because he stopped throwing the ball.
Years ago, AT&T executives tried to encourage productivity by paying programmers based on the number of lines of code they produced. The result: programs of Proustian length.
Incentives are dangerous, and not just because people game them. They often yield collateral damage.
Read Full Article: http://www.fastcompany.com/magazine/132/made-to-stick-curse-of-incentives.html
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Friday, January 16, 2009
Start preparing yourself and your organization for IFRS
http://www.cfo.com/article.cfm/12924295/c_2984276
CFO Magazine - [Start preparing for IFRS]
The Human Side of IFRS
Learning international accounting standards early on could provide a career boost like no other.
David McCann - CFO.com US
January 13, 2009
The story of U.S. companies' presumed forthcoming conversion to international financial reporting standards is not just about accounting and global commerce. It is also a people story: For starters, who should be trained (and when), who should provide the training, and what impact will an early mastery of IFRS have on an accountant's career?
That last question brings an easy answer from those in a position to provide IFRS training, including college professors and professional services firms.
For career advancement purposes, gaining bona fide expertise in international standards in the short term may be a sure ticket to bountiful career rewards. "It's one of two very hot areas, fair value being the other one," said H. David Sherman, an accounting professor at Northeastern University and a former Securities and Exchange Commission academic fellow. "Anybody becoming an expert in either of those areas has a guaranteed career for many years."
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
CFO Magazine - [Start preparing for IFRS]
The Human Side of IFRS
Learning international accounting standards early on could provide a career boost like no other.
David McCann - CFO.com US
January 13, 2009
The story of U.S. companies' presumed forthcoming conversion to international financial reporting standards is not just about accounting and global commerce. It is also a people story: For starters, who should be trained (and when), who should provide the training, and what impact will an early mastery of IFRS have on an accountant's career?
That last question brings an easy answer from those in a position to provide IFRS training, including college professors and professional services firms.
For career advancement purposes, gaining bona fide expertise in international standards in the short term may be a sure ticket to bountiful career rewards. "It's one of two very hot areas, fair value being the other one," said H. David Sherman, an accounting professor at Northeastern University and a former Securities and Exchange Commission academic fellow. "Anybody becoming an expert in either of those areas has a guaranteed career for many years."
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Thursday, January 15, 2009
McKinsey: Upgrading talent - A downturn can give smart companies a chance to upgrade their talent
http://www.mckinseyquarterly.com/Upgrading_talent_2260
Upgrading talent
A downturn can give smart companies a chance to upgrade their talent.
DECEMBER 2008 • Matthew Guthridge, John R. McPherson, and William J. Wolf
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Upgrading talent
A downturn can give smart companies a chance to upgrade their talent.
DECEMBER 2008 • Matthew Guthridge, John R. McPherson, and William J. Wolf
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
You can't fire me, I'm drunk!
You can't fire me, I'm drunk!
Wed Jan 14, 2009 3:21pm EST
You can't fire me, I'm drunk!"
LIMA (Reuters)
Peru's top court has ruled that workers cannot be fired for being drunk on the job, a decision that was criticized by the government on Wednesday for setting a dangerous precedent.
The Constitutional Tribunal ordered that Pablo Cayo be given his job back as a janitor for the municipality of Chorrillos, which fired him for being intoxicated at work.
The firing was excessive because even though Cayo was drunk, he did not offend or hurt anybody, Fernando Calle, one of the justices, said on Wednesday.
Calle said the court would not revise its decision, despite complaints from the government.
"It's not a good idea to relax rules at workplaces," said Labor Minister Jorge Villasante.
Celso Becerra, the administrative chief of Chorrillos, a suburb of Lima, denounced the ruling.
"We've fired four workers for showing up drunk, and two of them were drivers," he said. "How can we allow a drunk to work who might run somebody over?"
(Reporting by Marco Aquino; Writing by Terry Wade; Editing by Dana Ford)
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wed Jan 14, 2009 3:21pm EST
You can't fire me, I'm drunk!"
LIMA (Reuters)
Peru's top court has ruled that workers cannot be fired for being drunk on the job, a decision that was criticized by the government on Wednesday for setting a dangerous precedent.
The Constitutional Tribunal ordered that Pablo Cayo be given his job back as a janitor for the municipality of Chorrillos, which fired him for being intoxicated at work.
The firing was excessive because even though Cayo was drunk, he did not offend or hurt anybody, Fernando Calle, one of the justices, said on Wednesday.
Calle said the court would not revise its decision, despite complaints from the government.
"It's not a good idea to relax rules at workplaces," said Labor Minister Jorge Villasante.
Celso Becerra, the administrative chief of Chorrillos, a suburb of Lima, denounced the ruling.
"We've fired four workers for showing up drunk, and two of them were drivers," he said. "How can we allow a drunk to work who might run somebody over?"
(Reporting by Marco Aquino; Writing by Terry Wade; Editing by Dana Ford)
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
And Now for the Good News...ten bright spots to savor amid the economic gloom
http://www.cfo.com/article.cfm/12835278/c_12838677?f=JacobsExecutiveAdvisors
CFO Magazine
And Now for the Good News...ten bright spots to savor amid the economic gloom
Here are ten bright spots to savor amid the economic gloom.Kate O'Sullivan, CFO Magazine
January 1, 2009
The financial headlines are grim, but every cloud has a silver lining, right?
Right?
That old adage is being severely tested these days, but we did manage to unearth a handful of positive developments, optimistic commentators, and growth opportunities. True, there aren't a lot of stops on the Good News Tour these days, but here are a few positive developments to contemplate as you wait for the clouds to lift.
Read Full article here: http://www.cfo.com/article.cfm/12835278/c_12838677?f=JacobsExecutiveAdvisors
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
CFO Magazine
And Now for the Good News...ten bright spots to savor amid the economic gloom
Here are ten bright spots to savor amid the economic gloom.Kate O'Sullivan, CFO Magazine
January 1, 2009
The financial headlines are grim, but every cloud has a silver lining, right?
Right?
That old adage is being severely tested these days, but we did manage to unearth a handful of positive developments, optimistic commentators, and growth opportunities. True, there aren't a lot of stops on the Good News Tour these days, but here are a few positive developments to contemplate as you wait for the clouds to lift.
Read Full article here: http://www.cfo.com/article.cfm/12835278/c_12838677?f=JacobsExecutiveAdvisors
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, January 14, 2009
Few Americans Plan To Job Hunt in 2009
Few Americans Plan To Job Hunt in 2009
Extract:
The survey by SnagAJob.com found that 26% of employed Americans plan to look for a new job this year. The survey also found that 73% of respondents said they do not plan to look for a new job this year, and of those, being happy at their current job was the No. 1 reason. .. the positive news here — for employees and employers alike — is that the majority of employed Americans are still happy at their current jobs, and that’s a greater motivator to stay put, as opposed to feeling trapped because it’s a tough market.”...
22% of salaried workers plan to find a new job, up 3% from last year. Three in 10 of these salaried workers are most motivated to find a new job because they fear being laid off. An additional 26% need a new job in order to make more money. For the 77% of salaried workers who will not be looking for work, happiness at their current job is their No. 1 reason for staying put (72%).
Read full article from World At Work: Few Americans Plan To Job Hunt in 2009
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Extract:
The survey by SnagAJob.com found that 26% of employed Americans plan to look for a new job this year. The survey also found that 73% of respondents said they do not plan to look for a new job this year, and of those, being happy at their current job was the No. 1 reason. .. the positive news here — for employees and employers alike — is that the majority of employed Americans are still happy at their current jobs, and that’s a greater motivator to stay put, as opposed to feeling trapped because it’s a tough market.”...
22% of salaried workers plan to find a new job, up 3% from last year. Three in 10 of these salaried workers are most motivated to find a new job because they fear being laid off. An additional 26% need a new job in order to make more money. For the 77% of salaried workers who will not be looking for work, happiness at their current job is their No. 1 reason for staying put (72%).
Read full article from World At Work: Few Americans Plan To Job Hunt in 2009
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Tuesday, January 13, 2009
Why your brain can't always make good decisions - CNN.com
Why your brain can't always make good decisions - CNN.com
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Problems [Make Leaders] By Dr. John C. Maxwell
http://www.giantimpact.com/articles/read/article_problems/ >
Problems
By Dr. John C. Maxwell >
In the comic strip, Peanuts, a hapless Charlie Brown occasionally would be stalked by ominous rainclouds. Although the rest of the sky would shine bright and blue, poor Chuck would be stuck under a dark cloud, getting doused by its showers. While his friends and neighbors enjoyed the beauty of the day, a drenched Charlie Brown would be a scowling onlooker.The lingering raincloud seemed to suggest Charlie Brown's inability to break clear from his problems. A melancholy character, he was prone to fits of worry and self-doubt. He concocted problems where none existed and fretted about those which were real. >
While we do not have to contend with perpetual drizzle like Charlie Brown, many of us live under the gloomy shadow of self-induced rainclouds. When life's twists and turns work against us, we retreat into a rotten attitude or heap blame on our surroundings. By doing so, we neglect to deal with our problems and only add to our misery. >
The Five Truths Leaders Understand about Problems >
1. They're unavoidable.
For the aspiring leader, problems may be the most faithful companions of all. The road to success is seldom paved smoothly, and is oftentimes under construction. Potholes and barricades abound. At every bend in the journey, a leader's vision must peer around obstacles and through formidable walls to foresee a positive future. Leaders who sidestep problems stunt their growth - they end up shallow and debilitated. The successful leader stares down problems and resourcefully addresses them. >
2. Perspective on the problem, rather than the problem itself, determines success or failure. >
We see problems, not as they are, but as we are. That's why attitude plays such a crucial role in separating those who lead from those who follow. Alfred Armand Montapert said, "The majority see the obstacles; the few see the objectives; history records the successes of the latter, while oblivion is the reward of the former." Leaders look at problems from a healthy, self-confident vantage point. >
A Wrong Perspective
Problems are unsolvable
Problems are permanent
Problems are not normal
Problems make us bitter
Problems control us
Problems stop us
A Right Perspective
Problems are solvable
Problems will pass
Problems are natural
Problems make us better
Problems challenge us
Problems stretch us
3. There's a big difference between problem spotting and problem solving.
Anyone, even the fairly imperceptive, can identify problems, but few people have the initiative to tackle them. As novelist John Galsworthy observed, "Idealism increases in direct proportion to one's distance from the problem." As rule, don't voice complaint about a problem until you're 1) able to put forth a recommendation for solving it, and 2) willing to take an action to solve it. >
4. The size of the person is more important than the size of the problem.You can tell the caliber of a person by the amount of opposition it takes to discourage him or her. Joke writer Robert Orben says that he once saw an ad from an entertainer that read, "Lion tamer - wants tamer lion." Clearly, this performer wasn't looking for greatness but merely for something manageable. To lead at the highest level requires wrestling with problems seemingly beyond our ability to apprehend. >
5. Problems, responded to correctly, can propel us forward.Leaders are not discovered in the limelight; rather they are forged in the darkness under heat and pressure. Leaders gain respect on difficult terrain, after taking a few blows and being shaped by the problems they encounter. As a matter of fact, courage and valor go undetected until seen through the lens of adversity. >
AboutJohn C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. His organizations have trained more than 2 million leaders worldwide. Dr. Maxwell is the founder of EQUIP and INJOY Stewardship Services. Every year he speaks to Fortune 500 companies, international government leaders, and audiences as diverse as the United States Military Academy at West Point, the National Football League, and ambassadors at the United Nations. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell was named the World's Top Leadership Guru by Leadershipgurus.net. He was also one of only 25 authors and artists named to Amazon.com's 10th Anniversary Hall of Fame. Three of his books, The 21 Irrefutable Laws of Leadership, Developing the Leader Within You, and The 21 Indispensable Qualities of a Leader have each sold over a million copies.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Problems
By Dr. John C. Maxwell >
In the comic strip, Peanuts, a hapless Charlie Brown occasionally would be stalked by ominous rainclouds. Although the rest of the sky would shine bright and blue, poor Chuck would be stuck under a dark cloud, getting doused by its showers. While his friends and neighbors enjoyed the beauty of the day, a drenched Charlie Brown would be a scowling onlooker.The lingering raincloud seemed to suggest Charlie Brown's inability to break clear from his problems. A melancholy character, he was prone to fits of worry and self-doubt. He concocted problems where none existed and fretted about those which were real. >
While we do not have to contend with perpetual drizzle like Charlie Brown, many of us live under the gloomy shadow of self-induced rainclouds. When life's twists and turns work against us, we retreat into a rotten attitude or heap blame on our surroundings. By doing so, we neglect to deal with our problems and only add to our misery. >
The Five Truths Leaders Understand about Problems >
1. They're unavoidable.
For the aspiring leader, problems may be the most faithful companions of all. The road to success is seldom paved smoothly, and is oftentimes under construction. Potholes and barricades abound. At every bend in the journey, a leader's vision must peer around obstacles and through formidable walls to foresee a positive future. Leaders who sidestep problems stunt their growth - they end up shallow and debilitated. The successful leader stares down problems and resourcefully addresses them. >
2. Perspective on the problem, rather than the problem itself, determines success or failure. >
We see problems, not as they are, but as we are. That's why attitude plays such a crucial role in separating those who lead from those who follow. Alfred Armand Montapert said, "The majority see the obstacles; the few see the objectives; history records the successes of the latter, while oblivion is the reward of the former." Leaders look at problems from a healthy, self-confident vantage point. >
A Wrong Perspective
Problems are unsolvable
Problems are permanent
Problems are not normal
Problems make us bitter
Problems control us
Problems stop us
A Right Perspective
Problems are solvable
Problems will pass
Problems are natural
Problems make us better
Problems challenge us
Problems stretch us
3. There's a big difference between problem spotting and problem solving.
Anyone, even the fairly imperceptive, can identify problems, but few people have the initiative to tackle them. As novelist John Galsworthy observed, "Idealism increases in direct proportion to one's distance from the problem." As rule, don't voice complaint about a problem until you're 1) able to put forth a recommendation for solving it, and 2) willing to take an action to solve it. >
4. The size of the person is more important than the size of the problem.You can tell the caliber of a person by the amount of opposition it takes to discourage him or her. Joke writer Robert Orben says that he once saw an ad from an entertainer that read, "Lion tamer - wants tamer lion." Clearly, this performer wasn't looking for greatness but merely for something manageable. To lead at the highest level requires wrestling with problems seemingly beyond our ability to apprehend. >
5. Problems, responded to correctly, can propel us forward.Leaders are not discovered in the limelight; rather they are forged in the darkness under heat and pressure. Leaders gain respect on difficult terrain, after taking a few blows and being shaped by the problems they encounter. As a matter of fact, courage and valor go undetected until seen through the lens of adversity. >
AboutJohn C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. His organizations have trained more than 2 million leaders worldwide. Dr. Maxwell is the founder of EQUIP and INJOY Stewardship Services. Every year he speaks to Fortune 500 companies, international government leaders, and audiences as diverse as the United States Military Academy at West Point, the National Football League, and ambassadors at the United Nations. A New York Times, Wall Street Journal, and Business Week best-selling author, Maxwell was named the World's Top Leadership Guru by Leadershipgurus.net. He was also one of only 25 authors and artists named to Amazon.com's 10th Anniversary Hall of Fame. Three of his books, The 21 Irrefutable Laws of Leadership, Developing the Leader Within You, and The 21 Indispensable Qualities of a Leader have each sold over a million copies.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Monday, January 12, 2009
Computer geeks learn to flirt - Reuters
Computer geeks learn to flirt Oddly Enough Reuters
Even the most quirky of computer nerds can learn to flirt with finesse thanks to a new "flirting course" being offered to budding IT engineers at Potsdam University south of Berlin.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Even the most quirky of computer nerds can learn to flirt with finesse thanks to a new "flirting course" being offered to budding IT engineers at Potsdam University south of Berlin.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, January 11, 2009
The Inner Life of Leaders
http://hbswk.hbs.edu/item/5970.html >
The Inner Life of Leaders
Q&A with: Abraham Zaleznik
Published: August 13, 2008 Author: Martha Lagace >
Executive Summary:"Even when leaders try to hide and disguise their character, their traits are recognizable to others," says HBS professor emeritus Abraham Zaleznik. His new book, Hedgehogs and Foxes: Character, Leadership, and Command in Organizations, explores the internal complexities of people in control. Plus: Book excerpt. Key concepts include:>
Hedgehogs know one big thing while foxes know many things.> Applied to leadership, hedgehogs reduce reality to one single principle, while foxes are prepared to adapt to a complex view of the world. >
An individual's character is outwardly represented while it is a product of development, starting with early childhood.>
Read Full Article: http://hbswk.hbs.edu/item/5970.html
About Faculty in this Article:
Abraham Zaleznik is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School.
Abraham Zaleznik - Faculty Research Page
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Inner Life of Leaders
Q&A with: Abraham Zaleznik
Published: August 13, 2008 Author: Martha Lagace >
Executive Summary:"Even when leaders try to hide and disguise their character, their traits are recognizable to others," says HBS professor emeritus Abraham Zaleznik. His new book, Hedgehogs and Foxes: Character, Leadership, and Command in Organizations, explores the internal complexities of people in control. Plus: Book excerpt. Key concepts include:>
Hedgehogs know one big thing while foxes know many things.> Applied to leadership, hedgehogs reduce reality to one single principle, while foxes are prepared to adapt to a complex view of the world. >
An individual's character is outwardly represented while it is a product of development, starting with early childhood.>
"Even when leaders try to hide and disguise their character, their traits are recognizable to others," says HBS professor emeritus Abraham Zaleznik. His new book, Hedgehogs and Foxes: Character, Leadership, and Command in Organizations, explores the internal complexities of people in control. Plus: Book excerpt.
>Read Full Article: http://hbswk.hbs.edu/item/5970.html
About Faculty in this Article:
Abraham Zaleznik is the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School.
Abraham Zaleznik - Faculty Research Page
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Saturday, January 10, 2009
On Persistance & Resiliency - Theodore Roosevelt (4/23/1910)
On Persistance & Resiliency - Theodore Roosevelt (4/23/1910)
The following quote was attributed to Theodore Roosevelt:
"The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat."
Theodore Roosevelt in a speech in Paris on April 23, 1910
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The following quote was attributed to Theodore Roosevelt:
"The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat."
Theodore Roosevelt in a speech in Paris on April 23, 1910
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Today's Bureau of Labor Statistics Report; Management, professional and related occupation's unemployment rate rose just a tenth of a point to 3.3%
Extract:
The management, professional and related occupations unemployment rate, which includes non-government white-collar excluding sales and administrative positions rose a tenth of a point to 3.3 percent in December
January 9, 2009
To: MRINetwork Owners
From: Seamus Kelleher, Director of PR and Internal Communications
Re: Bureau of Labor Statistics Report (January 2009)
The Bureau of Labor Statistics published its employment numbers for the month of December this morning. We asked Kitchen PR to put together a short summary and analysis of the numbers. >
An Analysis of Today's Bureau of Labor Statistics (BLS) Report >
The full report can be seen here: http://cl.exct.net/?ju=fe5c1276736404757010&ls=fe2613797260067f751678&m=fef417747c670c&l=fecd157272660679&s=fe3615707464067c721178&jb=ffcf14&t=or the attached PDF. >
According to the U.S. Labor Department this morning, seasonally adjusted, the United States lost 524,000 positions in December, bringing the employed workforce to just shy of 135.5 million, a level last seen in early 2006. While by no means a positive number, it is on the better side of analyst estimates, which were as bad as 700,000. It is also a deceleration from the 584,000 lost in November, the first such deceleration in nearly six months. Unemployment rose to 7.2 from 6.8 percent, a higher than anticipated jump. >
roportionally, more of the job losses occurred in the goods producing sector than the service-providing sector. Goods shed 1.2 percent of its workforce while services shed only .2 percent. Professional and business services, a subcategory of services that includes most non-government white-collar positions, lost 113,000 positions or .6 percent. Education and health services remained the primary sector adding positions, 45,000, with government adding just 7,000. >
The management, professional and related occupations unemployment rate, which includes non-government white-collar excluding sales and administrative positions rose a tenth of a point to 3.3 percent in December. >
Yesterday, unemployment initial (UI) claims for the week ending January 3 fell to a seasonally adjusted 467,000, below the UI's 4-week average, which fell to 525,750 claims. >
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The management, professional and related occupations unemployment rate, which includes non-government white-collar excluding sales and administrative positions rose a tenth of a point to 3.3 percent in December
January 9, 2009
To: MRINetwork Owners
From: Seamus Kelleher, Director of PR and Internal Communications
Re: Bureau of Labor Statistics Report (January 2009)
The Bureau of Labor Statistics published its employment numbers for the month of December this morning. We asked Kitchen PR to put together a short summary and analysis of the numbers. >
An Analysis of Today's Bureau of Labor Statistics (BLS) Report >
The full report can be seen here: http://cl.exct.net/?ju=fe5c1276736404757010&ls=fe2613797260067f751678&m=fef417747c670c&l=fecd157272660679&s=fe3615707464067c721178&jb=ffcf14&t=or the attached PDF. >
According to the U.S. Labor Department this morning, seasonally adjusted, the United States lost 524,000 positions in December, bringing the employed workforce to just shy of 135.5 million, a level last seen in early 2006. While by no means a positive number, it is on the better side of analyst estimates, which were as bad as 700,000. It is also a deceleration from the 584,000 lost in November, the first such deceleration in nearly six months. Unemployment rose to 7.2 from 6.8 percent, a higher than anticipated jump. >
roportionally, more of the job losses occurred in the goods producing sector than the service-providing sector. Goods shed 1.2 percent of its workforce while services shed only .2 percent. Professional and business services, a subcategory of services that includes most non-government white-collar positions, lost 113,000 positions or .6 percent. Education and health services remained the primary sector adding positions, 45,000, with government adding just 7,000. >
The management, professional and related occupations unemployment rate, which includes non-government white-collar excluding sales and administrative positions rose a tenth of a point to 3.3 percent in December. >
Yesterday, unemployment initial (UI) claims for the week ending January 3 fell to a seasonally adjusted 467,000, below the UI's 4-week average, which fell to 525,750 claims. >
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Friday, January 9, 2009
Companies face $409 billion pension deficit: study
http://www.reuters.com/article/businessNews/idUSTRE50742S20090108?feedType=RSS&feedName=businessNews >
Companies face $409 billion pension deficit: study >
Thu Jan 8, 2009 4:19pm EST >
NEW YORK (Reuters) - Volatile markets have saddled U.S. companies with a $409 billion deficit on pension plans, reversing a $60 billion surplus a year earlier, and will cut into earnings in 2009, consulting firm Mercer said. >
As of December 31, pension plans among members of the Standard & Poor's 1500 had $1.21 trillion of assets and $1.62 trillion of liabilities, Mercer said in a report released on Wednesday. At the end of 2007, pension plan assets totaled $1.66 trillion and liabilities totaled about $1.6 trillion, Mercer said. >
The S&P 1500 is a broad portfolio representing large-cap, mid-cap and small-cap segments of the U.S. equity markets. >
The shortfall suggests that more companies will have to pump cash into their pension plans to ensure they can meet their commitments to retirees. >
Mercer estimated pension expenses will increase to about $70 billion this year from $10 billion in 2008, reducing overall profitability by about 8 percent. >
"The decline in funded status will be capitalized and reflected in corporate balance sheets for many companies," Adrian Hartshorn, a member of Mercer's financial strategy group, said in a statement. >
He said this will reduce balance sheet strength and could affect companies' ability to make capital expenses, meet loan covenants and preserve their credit ratings. >
Mercer is a unit of New York-based Marsh & McLennan Cos Inc, which also runs a large insurance brokerage. >
(Reporting by Jonathan Stempel; Editing by Andre Grenon) >
© Thomson Reuters 2008. All rights reserved. Users may download and print extracts of content from this website for their own personal and non-commercial use only. Republication or redistribution of Thomson Reuters content, including by framing or similar means, is expressly prohibited without the prior written consent of Thomson Reuters. Thomson Reuters and its logo are registered trademarks or trademarks of the Thomson Reuters group of companies around the world. >
Thomson Reuters journalists are subject to an Editorial Handbook which requires fair presentation and disclosure of relevant interests.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Companies face $409 billion pension deficit: study >
Thu Jan 8, 2009 4:19pm EST >
NEW YORK (Reuters) - Volatile markets have saddled U.S. companies with a $409 billion deficit on pension plans, reversing a $60 billion surplus a year earlier, and will cut into earnings in 2009, consulting firm Mercer said. >
As of December 31, pension plans among members of the Standard & Poor's 1500 had $1.21 trillion of assets and $1.62 trillion of liabilities, Mercer said in a report released on Wednesday. At the end of 2007, pension plan assets totaled $1.66 trillion and liabilities totaled about $1.6 trillion, Mercer said. >
The S&P 1500 is a broad portfolio representing large-cap, mid-cap and small-cap segments of the U.S. equity markets. >
The shortfall suggests that more companies will have to pump cash into their pension plans to ensure they can meet their commitments to retirees. >
Mercer estimated pension expenses will increase to about $70 billion this year from $10 billion in 2008, reducing overall profitability by about 8 percent. >
"The decline in funded status will be capitalized and reflected in corporate balance sheets for many companies," Adrian Hartshorn, a member of Mercer's financial strategy group, said in a statement. >
He said this will reduce balance sheet strength and could affect companies' ability to make capital expenses, meet loan covenants and preserve their credit ratings. >
Mercer is a unit of New York-based Marsh & McLennan Cos Inc, which also runs a large insurance brokerage. >
(Reporting by Jonathan Stempel; Editing by Andre Grenon) >
© Thomson Reuters 2008. All rights reserved. Users may download and print extracts of content from this website for their own personal and non-commercial use only. Republication or redistribution of Thomson Reuters content, including by framing or similar means, is expressly prohibited without the prior written consent of Thomson Reuters. Thomson Reuters and its logo are registered trademarks or trademarks of the Thomson Reuters group of companies around the world. >
Thomson Reuters journalists are subject to an Editorial Handbook which requires fair presentation and disclosure of relevant interests.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Thursday, January 8, 2009
Making talent a strategic priority
http://www.mckinseyquarterly.com/Making_talent_a_strategic_priority_2092 >
The McKinsey Quarterly >
Making talent a strategic priority >
The War for Talent never ended. Executives must constantly rethink the way their companies plan to attract, motivate, and retain employees. >
JANUARY 2008 • Matthew Guthridge, Asmus B. Komm, and Emily Lawson >
Companies like to promote the idea that employees are their biggest source of competitive advantage. Yet the astonishing reality is that most of them are as unprepared for the challenge of finding, motivating, and retaining capable workers as they were a decade ago. >
Ten years after McKinsey conducted its War for Talent research,1 the 1997 study drawing attention to an imminent shortage of executives, the problem remains acute—and if anything has become worse. Companies face a demographic landscape dominated by the looming retirement of baby boomers in the developed world and by a dearth of young people entering the workforce in Western Europe. Meanwhile, question marks remain over the appropriateness of the talent in many emerging markets. >
Read Full Article: http://www.mckinseyquarterly.com/Making_talent_a_strategic_priority_2092
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The McKinsey Quarterly >
Making talent a strategic priority >
The War for Talent never ended. Executives must constantly rethink the way their companies plan to attract, motivate, and retain employees. >
JANUARY 2008 • Matthew Guthridge, Asmus B. Komm, and Emily Lawson >
Companies like to promote the idea that employees are their biggest source of competitive advantage. Yet the astonishing reality is that most of them are as unprepared for the challenge of finding, motivating, and retaining capable workers as they were a decade ago. >
Ten years after McKinsey conducted its War for Talent research,1 the 1997 study drawing attention to an imminent shortage of executives, the problem remains acute—and if anything has become worse. Companies face a demographic landscape dominated by the looming retirement of baby boomers in the developed world and by a dearth of young people entering the workforce in Western Europe. Meanwhile, question marks remain over the appropriateness of the talent in many emerging markets. >
Read Full Article: http://www.mckinseyquarterly.com/Making_talent_a_strategic_priority_2092
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Flaws in strategic decision making: McKinsey Global Survey Results
http://www.mckinseyquarterly.com/Flaws_in_strategic_decision_making_McKinsey_Global_Survey_Results_2284
The McKinsey Quarterly >
Flaws in strategic decision making: McKinsey Global Survey Results >
Irrational thinking doesn’t just affect individual economic decisions; it affects corporate strategic planning as well. These results highlight the practices of companies that have made successful strategic decisions—and also reveal what the same companies have gotten wrong. >
JANUARY 2009 >
Extracts: >
Since its inception nearly three decades ago, behavioral economics has upset the pristine premise of classical economic theory—the view that individuals will always behave rationally to achieve the best possible outcome. Today it’s clear that the vagaries of individual and group psychology can cause irrational decision making by both individuals and organizations, resulting in less than ideal outcomes. Even the best-designed strategic-planning processes don’t always lead to optimal decisions. A recent survey by McKinsey attempts to assess the frequency and intensity of the most common managerial biases in companies. Specifically, we asked executives about a single recent strategic decision at their companies that had a clearly satisfactory or unsatisfactory outcome, focusing on the role that various biases may have played.1 >
It’s evident from the results that satisfactory outcomes are associated with less bias, thanks to robust debate, an objective assessment of facts, and a realistic assessment of corporate capabilities. A few clear paths to making successful decisions also are apparent. But even when a decision had a satisfactory outcome, executives note several areas where their companies aren’t all that effective, such as aligning incentives with strategic objectives and forecasting competitors’ reactions.2 Also notable is that companies that typically make good decisions focus more on their own ability to execute than other companies do, regardless of the outcome of the particular decision described in the survey. >
Looking ahead >
One of the most frequent practices at companies that make good decisions is the accurate assessment of execution capabilities, indicating that managers should increase their focus on this element when considering strategic options. >
Even satisfactory decisions tend to overlook a good assessment of competitors’ reactions or a good alignment of individual incentives with strategic objectives, suggesting that all companies can improve their decision making by focusing on these practices. >
Given the prevalence of individual and group biases in decision making that these findings highlight, managers could likely make better decisions by actively experimenting with alternative techniques such as prediction markets or other collective intelligence tools, which can nullify many pervasive biases.
Read full article here:
http://www.mckinseyquarterly.com/Flaws_in_strategic_decision_making_McKinsey_Global_Survey_Results_2284
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The McKinsey Quarterly >
Flaws in strategic decision making: McKinsey Global Survey Results >
Irrational thinking doesn’t just affect individual economic decisions; it affects corporate strategic planning as well. These results highlight the practices of companies that have made successful strategic decisions—and also reveal what the same companies have gotten wrong. >
JANUARY 2009 >
Extracts: >
Since its inception nearly three decades ago, behavioral economics has upset the pristine premise of classical economic theory—the view that individuals will always behave rationally to achieve the best possible outcome. Today it’s clear that the vagaries of individual and group psychology can cause irrational decision making by both individuals and organizations, resulting in less than ideal outcomes. Even the best-designed strategic-planning processes don’t always lead to optimal decisions. A recent survey by McKinsey attempts to assess the frequency and intensity of the most common managerial biases in companies. Specifically, we asked executives about a single recent strategic decision at their companies that had a clearly satisfactory or unsatisfactory outcome, focusing on the role that various biases may have played.1 >
It’s evident from the results that satisfactory outcomes are associated with less bias, thanks to robust debate, an objective assessment of facts, and a realistic assessment of corporate capabilities. A few clear paths to making successful decisions also are apparent. But even when a decision had a satisfactory outcome, executives note several areas where their companies aren’t all that effective, such as aligning incentives with strategic objectives and forecasting competitors’ reactions.2 Also notable is that companies that typically make good decisions focus more on their own ability to execute than other companies do, regardless of the outcome of the particular decision described in the survey. >
Looking ahead >
One of the most frequent practices at companies that make good decisions is the accurate assessment of execution capabilities, indicating that managers should increase their focus on this element when considering strategic options. >
Even satisfactory decisions tend to overlook a good assessment of competitors’ reactions or a good alignment of individual incentives with strategic objectives, suggesting that all companies can improve their decision making by focusing on these practices. >
Given the prevalence of individual and group biases in decision making that these findings highlight, managers could likely make better decisions by actively experimenting with alternative techniques such as prediction markets or other collective intelligence tools, which can nullify many pervasive biases.
Read full article here:
http://www.mckinseyquarterly.com/Flaws_in_strategic_decision_making_McKinsey_Global_Survey_Results_2284
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
How companies make good decisions: McKinsey Global Survey Results
http://www.mckinseyquarterly.com/How_companies_make_good_decisions_McKinsey_Global_Survey_Results_2282
The McKinsey Quarterly
How companies make good decisions: McKinsey Global Survey Results
Companies get a lot of advice about how to make good decisions. Which decision-making disciplines really make a difference?
JANUARY 2009
Extracts:
Do strong decision-making processes lead to good decisions? This McKinsey survey highlights several process steps that are strongly associated with good financial and operational outcomes. In the survey, we asked executives from around the world about a specific capital or human-resources decision their companies made in the course of normal business. We learned who was involved, what drove the decisions, how deep the analysis was, how unfettered the discussions, and how and where politics were involved. Respondents also described the financial and operational outcomes of the decisions.1
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The McKinsey Quarterly
How companies make good decisions: McKinsey Global Survey Results
Companies get a lot of advice about how to make good decisions. Which decision-making disciplines really make a difference?
JANUARY 2009
Extracts:
Do strong decision-making processes lead to good decisions? This McKinsey survey highlights several process steps that are strongly associated with good financial and operational outcomes. In the survey, we asked executives from around the world about a specific capital or human-resources decision their companies made in the course of normal business. We learned who was involved, what drove the decisions, how deep the analysis was, how unfettered the discussions, and how and where politics were involved. Respondents also described the financial and operational outcomes of the decisions.1
The results highlight the hard business benefits—such as increased profits and rapid implementation—of several decision-making disciplines. These disciplines include ensuring that people with the right skills and experience are included in decision making, making decisions based on transparent criteria and a robust fact base, and ensuring that the person who will be responsible for implementing a decision is involved in making that decision. Finally, although corporate politics sometimes seems to undermine strong decision making, some types of consensus-building and alliances apparently can help create good outcomes.
Unlike the external risks that accompany most strategic initiatives, the analysis of a project, its discussion, and the management of the internal politics lie entirely within the control of the top leadership team. Companies not using the best practices identified here should be able to improve their decisions simply by following these guidelines:
- Pay particular attention to the risks of the project, examined through a detailed financial model, sensitivity analysis, and the relationship of those risks to the risks of other projects in the firm’s portfolio. Learning from past comparable situations also is beneficial.
- Ensure that participants in the discussion about any decision are included on the basis of skills and experience, that decision criteria are transparent, and that the decision is discussed in relation to the organization’s other strategic decisions.
- Put organizational goals ahead of business unit goals, and encourage efforts to build consensus across business units.
- Read entire article: http://www.mckinseyquarterly.com/How_companies_make_good_decisions_McKinsey_Global_Survey_Results_2282
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, January 7, 2009
Stony Brook study supports claims of undying love -- Newsday.com
Stony Brook study supports claims of undying love -- Newsday.com
Keeping the fires burning
Research has found that passionate, long-lasting relationships generally have several things in common, said Arthur Aron, social psychologist at Stony Brook University:
- The couple is not facing terrible "external stressors," such as war or the loss of a child.
- One partner is not highly depressed or anxious.
- Both know how to communicate with each other.
- The couple does new, challenging things together.
- When one partner is successful, the other celebrates the success.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Keeping the fires burning
Research has found that passionate, long-lasting relationships generally have several things in common, said Arthur Aron, social psychologist at Stony Brook University:
- The couple is not facing terrible "external stressors," such as war or the loss of a child.
- One partner is not highly depressed or anxious.
- Both know how to communicate with each other.
- The couple does new, challenging things together.
- When one partner is successful, the other celebrates the success.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Data breaches increase 47% in 2008
http://www.businessinsurance.com/cgi-bin/news.pl?newsId=14931
BusinessInsurance.com
Data breaches increase 47% in 2008
By Joanne Wojcik Jan. 06, 2009 >
Data breaches in the United States increased dramatically in 2008 with 656 breaches reported, a 47% increase over 446 in 2007, according to the Identity Theft Resource Center. >
While government agencies and the military have significantly reduced the number of data breaches through heightened security measures, the business community's exposure remains high, according to the San Diego-based nonprofit, established to broaden public education and awareness about identity theft.>
Government and the U.S. military reported 110 data breaches in 2008, the same as in 2007. That number represents 16.8% of all data breaches in 2008, down from 24.6% of all data breaches reported in 2007, the center reported. >
Business, by contrast, leads the list of data breaches, reporting 240 in 2008, an 86% increase over the 129 data breaches that were reported in 2007. Business also represented 36.6% of all data breaches that occurred in 2008, up from 28.9% in 2007.>
Other categories with increases in 2008 from 2007 include educational, 131 vs. 111; medical/healthcare, 97 vs. 65; and banking/credit/financial, 78 vs. 31.>
Breaches can occur when laptops are lost or stolen, when backup tapes are lost in transit and when hackers break into systems, along with viruses, internal security failures or employees stealing information or allowing outside access to information. >
Among the leading causes of data breaches in 2008 were malicious attacks, hacking and insider theft, which collectively accounted for 29.6% of all data breaches that occurred last year, according to the center. The incidence of insider theft represented 15.7% of data breaches last year, more than double that of 2007, while insider theft represented just 6% of all data breaches, according to the center. >
Electronic breaches, which represent 82.3% of all data breaches, continue to outnumber paper breaches, which represent 17.7% of data breaches, the center found.>
To prevent data breaches, the center advises all agencies and companies to take the following risk management steps: >
· Minimize personnel with access to personal identifying information.
· Require that all mobile data storage devices containing identifying information encrypt sensitive data. According to the center, only 2.4% of all breaches had encryption or other strong protection methods in use, and only 8.5% of reported breaches had password protection.
· Limit the number of people who may take information out of the workplace and set into policy safe procedures for storage and transport of data.
· When sending data or back-up records from one location to another, encrypt all data before it leaves the sender and create secure methods for storage of the information, whether electronic or paper.
· Properly destroy all paper documents prior to disposal.
· Verify that servers and personal computers storing sensitive information are secure at all times, updating antivirus, spyware and malware software at least once a week, and allowing software to update itself as necessary in between regular maintenance dates.
· Train employees on safe information handling until it becomes second nature. >
For more information about the center and its data breach reports, visit http://www.idtheftcenter.org/.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
BusinessInsurance.com
Data breaches increase 47% in 2008
By Joanne Wojcik Jan. 06, 2009 >
Data breaches in the United States increased dramatically in 2008 with 656 breaches reported, a 47% increase over 446 in 2007, according to the Identity Theft Resource Center. >
While government agencies and the military have significantly reduced the number of data breaches through heightened security measures, the business community's exposure remains high, according to the San Diego-based nonprofit, established to broaden public education and awareness about identity theft.>
Government and the U.S. military reported 110 data breaches in 2008, the same as in 2007. That number represents 16.8% of all data breaches in 2008, down from 24.6% of all data breaches reported in 2007, the center reported. >
Business, by contrast, leads the list of data breaches, reporting 240 in 2008, an 86% increase over the 129 data breaches that were reported in 2007. Business also represented 36.6% of all data breaches that occurred in 2008, up from 28.9% in 2007.>
Other categories with increases in 2008 from 2007 include educational, 131 vs. 111; medical/healthcare, 97 vs. 65; and banking/credit/financial, 78 vs. 31.>
Breaches can occur when laptops are lost or stolen, when backup tapes are lost in transit and when hackers break into systems, along with viruses, internal security failures or employees stealing information or allowing outside access to information. >
Among the leading causes of data breaches in 2008 were malicious attacks, hacking and insider theft, which collectively accounted for 29.6% of all data breaches that occurred last year, according to the center. The incidence of insider theft represented 15.7% of data breaches last year, more than double that of 2007, while insider theft represented just 6% of all data breaches, according to the center. >
Electronic breaches, which represent 82.3% of all data breaches, continue to outnumber paper breaches, which represent 17.7% of data breaches, the center found.>
To prevent data breaches, the center advises all agencies and companies to take the following risk management steps: >
· Minimize personnel with access to personal identifying information.
· Require that all mobile data storage devices containing identifying information encrypt sensitive data. According to the center, only 2.4% of all breaches had encryption or other strong protection methods in use, and only 8.5% of reported breaches had password protection.
· Limit the number of people who may take information out of the workplace and set into policy safe procedures for storage and transport of data.
· When sending data or back-up records from one location to another, encrypt all data before it leaves the sender and create secure methods for storage of the information, whether electronic or paper.
· Properly destroy all paper documents prior to disposal.
· Verify that servers and personal computers storing sensitive information are secure at all times, updating antivirus, spyware and malware software at least once a week, and allowing software to update itself as necessary in between regular maintenance dates.
· Train employees on safe information handling until it becomes second nature. >
For more information about the center and its data breach reports, visit http://www.idtheftcenter.org/.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Tuesday, January 6, 2009
Ten Things Science Says Will Make You Happy
Ten Things Science Says Will Make You Happy
Yes Magazine
http://www.yesmagazine.org/pdf/48/Happiness_Poster8.5x11.pdf
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Yes Magazine
http://www.yesmagazine.org/pdf/48/Happiness_Poster8.5x11.pdf
- Savor everyday moments
- Avoid comparisons
- Put money low on the list
- Have meaningful goals
- Take initiative at work
- Make friends, treasure family
- Smile even w hen you don’t feel like it
- Say thank you like you mean it
- Get out and exercise
- Give it away, give it away now!
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Go to bed angry! 5 new marriage rules
http://today.msnbc.msn.com/id/24582786/#storyContinued
Go to bed angry! 5 new marriage rules
Fall in love all over again by heeding this unexpected advice
Read Article here: http://today.msnbc.msn.com/id/24582786/#storyContinued
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Go to bed angry! 5 new marriage rules
Fall in love all over again by heeding this unexpected advice
Read Article here: http://today.msnbc.msn.com/id/24582786/#storyContinued
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Students finding market for skills in risk, insurance
http://www.businessinsurance.com/cgibin/article.pl?articleId=26853 >
Business Insurance >
January 5, 2009 >
Students finding market for skills in risk, insurance >
JEFF CASALE >
The role of insurance and risk management is evolving at the college level, with universities offering more courses and putting greater emphasis on such fields' role in business and students are taking note. >
Significant problems in financial markets, weeks of job losses and mounting economic uncertainty have some colleges and universities using this time to highlight the need for better risk management and the opportunities the field provides. While a major in actuarial science, insurance and risk management may not have been broadly appealing to students three to five years ago, professors and curriculum directors say that is changing. >
Some schools, such as Indiana State University College of Business in Terre Haute, have made risk management a focus since opening its Gongaware Center for Insurance Management Development in 1999. Others, including the St. John's University's Peter J. Tobin College of Business in New York, have eagerly expanded existing programs. And though majors such as finance and marketing remain two of the most popular career paths for business school students, insurance and risk management has been gaining ground. >
"It's a niche," said Robert Meyer, professor and co-director of the risk management and decision processes center at the University of Pennsylvania Wharton School of Business in Philadelphia. "It's not a field that people first think about going into when they get into business schools. Often what happens is that a student will take a course in insurance and find it interesting, and they find out that there is a market for that." >
Insurance and risk management programs at Illinois State University's Katie School in Bloomington, Ill., and the University of Wisconsin-Madison's College of Business both have been at capacity for the past several years. Meanwhile, professors at Terre Haute, Ind.-based Indiana State and the University of Georgia's Terry College of Business in Athens, have seen a rise in student interest. >
Robert Hoyt, insurance and risk management department head at the Terry College, said applications from the fall 2007 semester to the fall 2008 semester rose 30%. While Mr. Hoyt said it's too early to predict whether this trend will continue, he said it demonstrates how insurance and risk management is becoming a more integral part of business school curriculums. >
"Recent (market) developments have increased the interest in risk management," Mr. Hoyt said. "I would say it has increased what I call `teachable moments.' Both enterprise risk management and the traditional ways of risk management are being applied in these situationsÖand I think that the expanding needs of risk management allows for a good career." >
The economic climate and job market have provided professors with a timely discussion topic.
"The current economy allows the curriculum to have more life and utilize these examples to highlight the fundamentals of risk management," said Joan Schmit, professor and chairman of the Department of Actuarial Science, Risk Management and Insurance Department at the University of Wisconsin-Madison. "This is one of the widest experiences, in that it is affecting the entire economy, and I would argue that the fundamentals (of risk management) haven't changed. The scenarios have changed and the tools have changed, but the fundamentals have not." >
Terrie Troxel, professor and executive director of the Gongaware Center for Insurance Management Development at Indiana State, agrees with Ms. Schmit's outlook and adds that students are learning that in order to have a functioning economic system, "a vibrant insurance and risk management system is required." >
"The financial crisis makes people very aware of managing enterprise risk at the higher level," Mr. Troxel said. "On the other side, when you talk about cost cutting, students see the traditional insurance purchaser has some pressures on them as well." >
size=2 width="100%" noshade color=black align=center>
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Business Insurance >
January 5, 2009 >
Students finding market for skills in risk, insurance >
JEFF CASALE >
The role of insurance and risk management is evolving at the college level, with universities offering more courses and putting greater emphasis on such fields' role in business and students are taking note. >
Significant problems in financial markets, weeks of job losses and mounting economic uncertainty have some colleges and universities using this time to highlight the need for better risk management and the opportunities the field provides. While a major in actuarial science, insurance and risk management may not have been broadly appealing to students three to five years ago, professors and curriculum directors say that is changing. >
Some schools, such as Indiana State University College of Business in Terre Haute, have made risk management a focus since opening its Gongaware Center for Insurance Management Development in 1999. Others, including the St. John's University's Peter J. Tobin College of Business in New York, have eagerly expanded existing programs. And though majors such as finance and marketing remain two of the most popular career paths for business school students, insurance and risk management has been gaining ground. >
"It's a niche," said Robert Meyer, professor and co-director of the risk management and decision processes center at the University of Pennsylvania Wharton School of Business in Philadelphia. "It's not a field that people first think about going into when they get into business schools. Often what happens is that a student will take a course in insurance and find it interesting, and they find out that there is a market for that." >
Insurance and risk management programs at Illinois State University's Katie School in Bloomington, Ill., and the University of Wisconsin-Madison's College of Business both have been at capacity for the past several years. Meanwhile, professors at Terre Haute, Ind.-based Indiana State and the University of Georgia's Terry College of Business in Athens, have seen a rise in student interest. >
Robert Hoyt, insurance and risk management department head at the Terry College, said applications from the fall 2007 semester to the fall 2008 semester rose 30%. While Mr. Hoyt said it's too early to predict whether this trend will continue, he said it demonstrates how insurance and risk management is becoming a more integral part of business school curriculums. >
"Recent (market) developments have increased the interest in risk management," Mr. Hoyt said. "I would say it has increased what I call `teachable moments.' Both enterprise risk management and the traditional ways of risk management are being applied in these situationsÖand I think that the expanding needs of risk management allows for a good career." >
The economic climate and job market have provided professors with a timely discussion topic.
"The current economy allows the curriculum to have more life and utilize these examples to highlight the fundamentals of risk management," said Joan Schmit, professor and chairman of the Department of Actuarial Science, Risk Management and Insurance Department at the University of Wisconsin-Madison. "This is one of the widest experiences, in that it is affecting the entire economy, and I would argue that the fundamentals (of risk management) haven't changed. The scenarios have changed and the tools have changed, but the fundamentals have not." >
Terrie Troxel, professor and executive director of the Gongaware Center for Insurance Management Development at Indiana State, agrees with Ms. Schmit's outlook and adds that students are learning that in order to have a functioning economic system, "a vibrant insurance and risk management system is required." >
"The financial crisis makes people very aware of managing enterprise risk at the higher level," Mr. Troxel said. "On the other side, when you talk about cost cutting, students see the traditional insurance purchaser has some pressures on them as well." >
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Mind - Some Protect the Ego by Working on Their Excuses Early - NYTimes.com
Mind - Some Protect the Ego by Working on Their Excuses Early - NYTimes.com
New York Times, Science Times, Tuesday 1/06/2009
"... genuine excuse artisans — and there are millions of them — don’t wait until after choking to practice their craft. They hobble themselves, in earnest, before pursuing a goal or delivering a performance. Their excuses come preattached: I never went to class. I was hung over at the interview. I had no idea what the college application required.
“This is real self-sabotage, like drinking heavily before a test, skipping practice or using really poor equipment,” said Edward R. Hirt, a psychologist at Indiana University. “Some people do this a lot, and often it’s not clear whether they’re entirely conscious of doing it — or of its costs.”
Read article: Mind - Some Protect the Ego by Working on Their Excuses Early - NYTimes.com
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
New York Times, Science Times, Tuesday 1/06/2009
"... genuine excuse artisans — and there are millions of them — don’t wait until after choking to practice their craft. They hobble themselves, in earnest, before pursuing a goal or delivering a performance. Their excuses come preattached: I never went to class. I was hung over at the interview. I had no idea what the college application required.
“This is real self-sabotage, like drinking heavily before a test, skipping practice or using really poor equipment,” said Edward R. Hirt, a psychologist at Indiana University. “Some people do this a lot, and often it’s not clear whether they’re entirely conscious of doing it — or of its costs.”
Read article: Mind - Some Protect the Ego by Working on Their Excuses Early - NYTimes.com
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Monday, January 5, 2009
Three Questions TO Get Your Children (Candidates and Your Staff Too) Really Talking
January 5, 2009
Three Questions to Get Your Children Really Talking
North Star Writers Group - Syndicated Commentary: Opinion, Humor and Features
Question #1: “What was the ‘top’ of your day?”
Question #2: “What did you ‘learn’ today?”
Question #3: “What were you ‘grateful’ for today?”
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Three Questions to Get Your Children Really Talking
North Star Writers Group - Syndicated Commentary: Opinion, Humor and Features
Question #1: “What was the ‘top’ of your day?”
Question #2: “What did you ‘learn’ today?”
Question #3: “What were you ‘grateful’ for today?”
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
How To Catch A Liar - Forbes.com
Forbes.com
Entrepreneurs
How To Catch A Liar
Melanie Lindner, 04.02.08, 6:15 PM ET
Read this article: How To Catch A Liar - Forbes.com
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Entrepreneurs
How To Catch A Liar
Melanie Lindner, 04.02.08, 6:15 PM ET
Read this article: How To Catch A Liar - Forbes.com
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Observers find 2008 a rough year for P&C insurers
SNL Financial
Insurance Underwriter & Insurance Broker - Industry News
Observers find 2008 a rough year for P&C insurers
December 31, 2008 5:58 PM ETBy Kelly Durkin
OBSERVERS FIND 2008 A ROUGH YEAR FOR P&C INSURERS One report indicated that the industry could see its first underwriting loss for the year since 2005.
Full Article: http://www.snl.com/InteractiveX/article.aspx?CDID=A-8877236-10334&KPLT=1
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Insurance Underwriter & Insurance Broker - Industry News
Observers find 2008 a rough year for P&C insurers
December 31, 2008 5:58 PM ETBy Kelly Durkin
OBSERVERS FIND 2008 A ROUGH YEAR FOR P&C INSURERS One report indicated that the industry could see its first underwriting loss for the year since 2005.
Full Article: http://www.snl.com/InteractiveX/article.aspx?CDID=A-8877236-10334&KPLT=1
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Reinsurers to raise prices as capital becomes scarce: Report
http://www.businessinsurance.com/cgi-bin/news.pl?newsId=14902
Reinsurers to raise prices as capital becomes scarce: Report >
Posted On: Jan. 05, 2009 4:15 AM CST >
Michael Bradford
LONDON—Reinsurers will raise prices during current renewals as they find access to new capital more difficult and expensive in 2009, a report from Willis Re concludes. >
The London-based brokerage unit of Willis Group Holdings Ltd. said in its quarterly reinsurance market report, “1st View,” that reinsurers will make meaningful price increases in capital-intensive lines of business such as catastrophe business in the United States. >
“The unprecedented turmoil in global capital markets during the second half of 2008 has ravaged the balance sheets of many financial institutions,” said Peter Hearn, chief executive officer of Willis Re, in a statement. “Reinsurers, while not currently impaired, have recognized that in the current financial market climate, obtaining new post-event capital will be both difficult and expensive. As a result, reinsurers are seeking to optimize returns on existing capital bases via constrained risk appetites and elevated risk charges,” he said. >
The report also found that primary insurers, who also face capital pressures, are in
creasing their demand for reinsurance as they explore buy-downs and other reinsurance mechanisms. >
The report is available here
http://www.willis.com/Documents/Publications/Industries/Reinsurance/Willis_Re_1st_View_1_January_2009.pdf
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Reinsurers to raise prices as capital becomes scarce: Report >
Posted On: Jan. 05, 2009 4:15 AM CST >
Michael Bradford
LONDON—Reinsurers will raise prices during current renewals as they find access to new capital more difficult and expensive in 2009, a report from Willis Re concludes. >
The London-based brokerage unit of Willis Group Holdings Ltd. said in its quarterly reinsurance market report, “1st View,” that reinsurers will make meaningful price increases in capital-intensive lines of business such as catastrophe business in the United States. >
“The unprecedented turmoil in global capital markets during the second half of 2008 has ravaged the balance sheets of many financial institutions,” said Peter Hearn, chief executive officer of Willis Re, in a statement. “Reinsurers, while not currently impaired, have recognized that in the current financial market climate, obtaining new post-event capital will be both difficult and expensive. As a result, reinsurers are seeking to optimize returns on existing capital bases via constrained risk appetites and elevated risk charges,” he said. >
The report also found that primary insurers, who also face capital pressures, are in
creasing their demand for reinsurance as they explore buy-downs and other reinsurance mechanisms. >
The report is available here
http://www.willis.com/Documents/Publications/Industries/Reinsurance/Willis_Re_1st_View_1_January_2009.pdf
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, January 4, 2009
7 Universal Principles of Influence KEVIN HOGAN
7 Universal Principles of Influence KEVIN HOGAN
Summary
1. People crave direction. Give them direction that wires into their unconscious drives.
2. People want to believe they are in control...and feel better when they perceive they are.
3. Help people resolve their cognitive dissonance by narrowing options and alternatives quickly and decisively.
4. Realize that your profits will increase with fewer choices for your clients and customers. There are NOT 64 color choices for the new Lexus or Honda. There are 7 choices.
5. Remember the Pareto Principle. 80% of almost everything that happens comes from 20% of the participants or options. (80% of the money is made by 20% of the salespeople and so on.) Use the Pareto Principle to design the very FEW options you need for your clients.
6. Too many choices means that people will freeze and not know what to do. Always be prepared to direct people to the best choice for them.
7. Always think long term. Your clients look to you for guidance and will remember the results.
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This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Summary
1. People crave direction. Give them direction that wires into their unconscious drives.
2. People want to believe they are in control...and feel better when they perceive they are.
3. Help people resolve their cognitive dissonance by narrowing options and alternatives quickly and decisively.
4. Realize that your profits will increase with fewer choices for your clients and customers. There are NOT 64 color choices for the new Lexus or Honda. There are 7 choices.
5. Remember the Pareto Principle. 80% of almost everything that happens comes from 20% of the participants or options. (80% of the money is made by 20% of the salespeople and so on.) Use the Pareto Principle to design the very FEW options you need for your clients.
6. Too many choices means that people will freeze and not know what to do. Always be prepared to direct people to the best choice for them.
7. Always think long term. Your clients look to you for guidance and will remember the results.
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
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