QUOTES From Giant Impact - Momentum
"If you're coasting, you're either losing momentum or else you're headed downhill."
~ Joan Welsh
"We are either progressing or retrograding all the while. There is no such thing as remaining stationary in this life."
~ James Freeman Clarke
"The great thing in the world is not so much where we stand, as in what direction we are moving."
~ Oliver Wendell Holmes
"Momentum is the most unstoppable force in sports. The only way to stop it is if you get in your own way, start making stupid mistakes or stop believing in yourself."
~ Rocco Mediate
"Commitment is the igniter of momentum."
~ Attributed to Peg Wood
"This article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at www.giantimpact.com."
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Tuesday, July 28, 2009
Momentum Breakers vs Momentum Makers - Dr. John C. Maxwell - Giant Impact
Momentum Breakers vs Momentum Makers - Dr. John C. Maxwell >
A train travelling 55 mph on a railroad track can crash through a 5-foot thick steel-reinforced concrete wall without stopping. That same train, starting from a stationary position, won't be able to go through an inch-thick block in front of the driving wheel. >
It is never the size of your problem that is the problem. It's a lack of momentum. Without momentum, even a tiny obstacle can prevent you from moving forward. With momentum, you'll navigate through problems and barely even notice them. >
As a leader, your responsibility is to understand momentum, to get it moving for your organization, and to sustain it over time. Momentum can be tricky to comprehend, though, often appearing elusive and intangible. In this article, my goal is to give you handles so that you can better recognize how to generate momentum in your workplace. To help you grasp the concept of momentum, I'll outline ten momentum breakers alongside ten momentum makers. >
Momentum Breakers and Makers >
Momentum breaker - double-mindednessMomentum maker - focus>
By creating and following a clear and focused vision statement, a leader develops momentum. A leader drains away momentum by shooting at nothing or attempting everything.>
Movement causes friction. When you paint a target for your team, you'll likely encounter resistance. As a leader, you can't restrict yourself by living inside of someone else's comfort zone. Great accomplishments require leaders to fix their gaze beyond what's easily attainable.>
Momentum breaker - the pastMomentum maker - the future >
An organization picks up steam when its leaders point to a better tomorrow. Momentum breaks down when leaders preoccupy themselves with the past. Or, as I've heard quoted, "Losers yearn for the past and get stuck in it. Winners learn from the past and let go of it." >
Many people have powerful dreams. However, most don't realize that the viability of their ideal tomorrow is based on what they do today. The difference between a dream and wishful thinking is what you're doing now. Practice today what you want to be tomorrow. If you do it well enough, someday you may arrive at your dream. >
Momentum breaker - individualismMomentum maker - teamwork >
If you want to kill momentum, then insist on doing things by yourself. Momentum grows through team victories in which numerous people can claim to have played a role. The level of celebration on a team depends upon the level of participation. >
Momentum breaker - critical attitudeMomentum maker - constructive attitude >
Tennis great Chris Evert said it best, "The thing that separates good players from great ones is mental attitude. It might only make a difference of two or three points over an entire match, but how you play those key points often makes the difference between winning and losing." >
Momentum breaker - traditionMomentum maker - creativity >
Don't tear down the fence until you understand why it was built. At the same time, relentlessly question the logic, "that's how we have always done it." What worked in the past may be outdated and could hold you back in the future. >
Momentum breaker - apathyMomentum maker - passion >
Passion energizes your talent and rubs off on those around you. If you have courage, then you will influence people based on your passionate convictions. If you lack courage, then you will only influence people to the extent of your comfort zone. >
Momentum breaker - dishonestyMomentum maker - character >
Character is the sum total of our everyday choices. It cannot be built overnight. A trustworthy leader has a much easier time generating momentum than a leader with a reputation of being manipulative and deceitful. >
Momentum breaker - conformityMomentum maker - change >
As John F. Kennedy said, "Conformity is the jailer of freedom and the enemy of growth." Sticking with the status quo won't create an ounce of momentum. Although it's difficult and may demand sacrifice, change is required to build momentum. >
Momentum breaker - ingratitudeMomentum maker - gratitude >
As a Chinese proverb states, "Those who drink the water must remember those who dug the well." No one can claim to be self-made. Whatever accomplishments we attain in life have connections to the goodwill and support of those around us. When we express thankfulness for the benefits bestowed upon us by friends and colleagues, then those people are more apt to aid us again in the future. >
Momentum breaker - indecisionMomentum maker - action >
I am never overly impressed with idea people. Anyone who takes a long shower can come up with a good idea. I'm impressed with a person who has the tenacity and discipline to make ideas happen. >
I've seen many leaders break the momentum on their team by succumbing to the paralysis of analysis. Leaders have to act with incomplete information. You can never know all of the variables. Momentum and risk go hand in hand. As a leader, if you always play it safe, then you'll never inspire excitement in those you lead. >
Closing AssignmentI'll leave you with a simple assignment. Assess your personal momentum. Are you speeding through the obstacles in your life or struggling to surmount even the smallest problems? What is responsible for your momentum or lack thereof? Do you recognize any of the momentum makers or breakers in your personal leadership? >
AboutJohn C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. EQUIP, the organization he founded has trained more than 2 million leaders worldwide. 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 article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at www.giantimpact.com."
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
A train travelling 55 mph on a railroad track can crash through a 5-foot thick steel-reinforced concrete wall without stopping. That same train, starting from a stationary position, won't be able to go through an inch-thick block in front of the driving wheel. >
It is never the size of your problem that is the problem. It's a lack of momentum. Without momentum, even a tiny obstacle can prevent you from moving forward. With momentum, you'll navigate through problems and barely even notice them. >
As a leader, your responsibility is to understand momentum, to get it moving for your organization, and to sustain it over time. Momentum can be tricky to comprehend, though, often appearing elusive and intangible. In this article, my goal is to give you handles so that you can better recognize how to generate momentum in your workplace. To help you grasp the concept of momentum, I'll outline ten momentum breakers alongside ten momentum makers. >
Momentum Breakers and Makers >
Momentum breaker - double-mindednessMomentum maker - focus>
By creating and following a clear and focused vision statement, a leader develops momentum. A leader drains away momentum by shooting at nothing or attempting everything.>
Movement causes friction. When you paint a target for your team, you'll likely encounter resistance. As a leader, you can't restrict yourself by living inside of someone else's comfort zone. Great accomplishments require leaders to fix their gaze beyond what's easily attainable.>
Momentum breaker - the pastMomentum maker - the future >
An organization picks up steam when its leaders point to a better tomorrow. Momentum breaks down when leaders preoccupy themselves with the past. Or, as I've heard quoted, "Losers yearn for the past and get stuck in it. Winners learn from the past and let go of it." >
Many people have powerful dreams. However, most don't realize that the viability of their ideal tomorrow is based on what they do today. The difference between a dream and wishful thinking is what you're doing now. Practice today what you want to be tomorrow. If you do it well enough, someday you may arrive at your dream. >
Momentum breaker - individualismMomentum maker - teamwork >
If you want to kill momentum, then insist on doing things by yourself. Momentum grows through team victories in which numerous people can claim to have played a role. The level of celebration on a team depends upon the level of participation. >
Momentum breaker - critical attitudeMomentum maker - constructive attitude >
Tennis great Chris Evert said it best, "The thing that separates good players from great ones is mental attitude. It might only make a difference of two or three points over an entire match, but how you play those key points often makes the difference between winning and losing." >
Momentum breaker - traditionMomentum maker - creativity >
Don't tear down the fence until you understand why it was built. At the same time, relentlessly question the logic, "that's how we have always done it." What worked in the past may be outdated and could hold you back in the future. >
Momentum breaker - apathyMomentum maker - passion >
Passion energizes your talent and rubs off on those around you. If you have courage, then you will influence people based on your passionate convictions. If you lack courage, then you will only influence people to the extent of your comfort zone. >
Momentum breaker - dishonestyMomentum maker - character >
Character is the sum total of our everyday choices. It cannot be built overnight. A trustworthy leader has a much easier time generating momentum than a leader with a reputation of being manipulative and deceitful. >
Momentum breaker - conformityMomentum maker - change >
As John F. Kennedy said, "Conformity is the jailer of freedom and the enemy of growth." Sticking with the status quo won't create an ounce of momentum. Although it's difficult and may demand sacrifice, change is required to build momentum. >
Momentum breaker - ingratitudeMomentum maker - gratitude >
As a Chinese proverb states, "Those who drink the water must remember those who dug the well." No one can claim to be self-made. Whatever accomplishments we attain in life have connections to the goodwill and support of those around us. When we express thankfulness for the benefits bestowed upon us by friends and colleagues, then those people are more apt to aid us again in the future. >
Momentum breaker - indecisionMomentum maker - action >
I am never overly impressed with idea people. Anyone who takes a long shower can come up with a good idea. I'm impressed with a person who has the tenacity and discipline to make ideas happen. >
I've seen many leaders break the momentum on their team by succumbing to the paralysis of analysis. Leaders have to act with incomplete information. You can never know all of the variables. Momentum and risk go hand in hand. As a leader, if you always play it safe, then you'll never inspire excitement in those you lead. >
Closing AssignmentI'll leave you with a simple assignment. Assess your personal momentum. Are you speeding through the obstacles in your life or struggling to surmount even the smallest problems? What is responsible for your momentum or lack thereof? Do you recognize any of the momentum makers or breakers in your personal leadership? >
AboutJohn C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. EQUIP, the organization he founded has trained more than 2 million leaders worldwide. 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 article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at www.giantimpact.com."
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Happiness, Dissected | Psychology Today
Happiness, Dissected Psychology Today
Insight Is 20/20
Exploring the pervasive, and unperceived, patterns that govern our lives.
by Seth Meyers and Katie Gilbert
July 28, 2009, Happiness
Happiness, Dissected
Can we learn more about happiness from genes or lives?
Excerpts:
What would it mean to be able to genetically engineer happiness? Could it be that with the discovery of the right genetic hot spots, a rosy outlook would be as easily attainable as vitamin-enriched corn?
Yoram Barak, a researcher with Tel Aviv University in Israel, hopes so. He's out to map the genes implicated in controlling how happy we are (or aren't), anticipating that one day scientists will be able to use his findings to "‘manipulate' the systems identified for increasing happiness," as he explained in an email to me.
But is the simplicity elegant or just conveniently reductive? There are so many questions that the genetic approach doesn't seem equipped to address, like, who gets to decide which brand of happiness we're after in the first place? (Potent and staccato or diluted and sustained? Reality-enhancing or distorting? Self-aggrandizing or humbling?) How do we account for the way happiness matures and transforms and takes on new definitions over a lifetime?
With those nuances in mind, Harvard researchers collected 268 students of the university (all men) in the late 1930s for a long-term study (which is the subject of an article called "What Makes Us Happy?" in the June issue of The Atlantic) with one goal in mind: Use every available physical, psychological and social work-related methodology of the day to trace the progression of participants' success or demise and determine the universal ingredients for happiness, once and for all.
The participants were initially selected based on the premise that they were the healthiest and most well adjusted among their collegiate peers. But as the years charged ahead, the men diverged in ways the original researchers never could have guessed. There were drinkers and depressives, CEOs and a U.S. president, conductors and novelists; they ranged from wildly successful by any conventional measure to derelict. It would seem that with such a wide spread of initiative and backgrounds, any guardian of the vast study could at least arrive at a hunch of how to secure admission to the good life.
Enter George Vaillant, who has been tending to these breathing dossiers for over forty years. His perspective on happiness has been shaped by the study's very nature: With over 72 years of data - file after file of entire lives to contend with - events that may loom large on a participant's horizon at a given moment take on pointillistic proportions, emphasizing the difficulty in labeling any one life as categorically happy or clearly not. Marriages come and go, and so do divorces. Diseases, loved ones, jobs and possessions sweep through the participants' lives and the files' notes and then are gone.
These men surely would have described themselves as "happy" at various times and for a multitude of reasons through the years - and at other times as hopelessly undeserving of such a shimmering adjective. Once we start thinking of our happiness as something distending through time-through tribulations and variations-we ask ourselves: Which moments count as ultimately representative? Would a snapshot encapsulating my entire life convey happiness or sadness, and couldn't I make just as compelling a case for either?
So what can we learn from nearly three-quarters of a century spent poking and prodding at hundreds of messy, triumphant, tragic and mundane lives? Haven't we arrived at any take-home answer? Yes, insists Vaillant, and as expected, it's bewilderingly complex in its simplicity: "Happiness equals love--full stop."
Read full post: http://www.psychologytoday.com/blog/insight-is-2020/200907/happiness-dissected
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Insight Is 20/20
Exploring the pervasive, and unperceived, patterns that govern our lives.
by Seth Meyers and Katie Gilbert
July 28, 2009, Happiness
Happiness, Dissected
Can we learn more about happiness from genes or lives?
Excerpts:
What would it mean to be able to genetically engineer happiness? Could it be that with the discovery of the right genetic hot spots, a rosy outlook would be as easily attainable as vitamin-enriched corn?
Yoram Barak, a researcher with Tel Aviv University in Israel, hopes so. He's out to map the genes implicated in controlling how happy we are (or aren't), anticipating that one day scientists will be able to use his findings to "‘manipulate' the systems identified for increasing happiness," as he explained in an email to me.
But is the simplicity elegant or just conveniently reductive? There are so many questions that the genetic approach doesn't seem equipped to address, like, who gets to decide which brand of happiness we're after in the first place? (Potent and staccato or diluted and sustained? Reality-enhancing or distorting? Self-aggrandizing or humbling?) How do we account for the way happiness matures and transforms and takes on new definitions over a lifetime?
With those nuances in mind, Harvard researchers collected 268 students of the university (all men) in the late 1930s for a long-term study (which is the subject of an article called "What Makes Us Happy?" in the June issue of The Atlantic) with one goal in mind: Use every available physical, psychological and social work-related methodology of the day to trace the progression of participants' success or demise and determine the universal ingredients for happiness, once and for all.
The participants were initially selected based on the premise that they were the healthiest and most well adjusted among their collegiate peers. But as the years charged ahead, the men diverged in ways the original researchers never could have guessed. There were drinkers and depressives, CEOs and a U.S. president, conductors and novelists; they ranged from wildly successful by any conventional measure to derelict. It would seem that with such a wide spread of initiative and backgrounds, any guardian of the vast study could at least arrive at a hunch of how to secure admission to the good life.
Enter George Vaillant, who has been tending to these breathing dossiers for over forty years. His perspective on happiness has been shaped by the study's very nature: With over 72 years of data - file after file of entire lives to contend with - events that may loom large on a participant's horizon at a given moment take on pointillistic proportions, emphasizing the difficulty in labeling any one life as categorically happy or clearly not. Marriages come and go, and so do divorces. Diseases, loved ones, jobs and possessions sweep through the participants' lives and the files' notes and then are gone.
These men surely would have described themselves as "happy" at various times and for a multitude of reasons through the years - and at other times as hopelessly undeserving of such a shimmering adjective. Once we start thinking of our happiness as something distending through time-through tribulations and variations-we ask ourselves: Which moments count as ultimately representative? Would a snapshot encapsulating my entire life convey happiness or sadness, and couldn't I make just as compelling a case for either?
So what can we learn from nearly three-quarters of a century spent poking and prodding at hundreds of messy, triumphant, tragic and mundane lives? Haven't we arrived at any take-home answer? Yes, insists Vaillant, and as expected, it's bewilderingly complex in its simplicity: "Happiness equals love--full stop."
Read full post: http://www.psychologytoday.com/blog/insight-is-2020/200907/happiness-dissected
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Friday, July 24, 2009
Gut Almighty | Psychology Today
Gut Almighty Psychology Today
Personality
Gut Almighty
By Carlin Flora, published on May 01, 2007
Intuition really does come from the gut. It's also a kind of matching game based on experience. There are times when trusting your gut is the smartest move—and times you'd better think twice.
Excerpts:
You "know" things. You don't even know how you know them. Yet you have a sense of certainty when driving down a strange street that you really must make a left turn. Or comfort a co-worker who insists she's fine. Or quit your job and move to Paris.
Intuitions, or gut feelings, are sudden, strong judgments whose origin we can't immediately explain. Although they seem to emerge from an obscure inner force, they actually begin with a perception of something outside—a facial expression, a tone of voice, a visual inconsistency so fleeting you're not even aware you noticed.
Think of them as rapid cognition or condensed reasoning that takes advantage of the brain's built-in shortcuts. Or think of intuition as an unconscious associative process. Long dismissed as magical or beneath the dignity of science, intuition turns out to muster some fancy and fast mental operations. The best explanation psychologists now offer is that intuition is a mental matching game. The brain takes in a situation, does a very quick search of its files, and then finds its best analogue among the stored sprawl of memories and knowledge. Based on that analogy, you ascribe meaning to the situation in front of you. A doctor might simply glance at a pallid young woman complaining of fatigue and shortness of breath and immediately intuit she suffers from anemia.
Experience is encoded in our brains as a web of fact and feeling. When a new experience calls up a similar pattern, it doesn't unleash just stored knowledge but also an emotional state of mind and a predisposition to respond in a certain way. Imagine meeting a date who reminds you of loved ones and also of the emotions you've felt toward those people. Suddenly you begin to fall for him or her. "Intuition," says Linhares, "can be described as 'almost immediate situation understanding' as opposed to 'immediate knowledge.' Understanding is filled with emotion. We don't obtain knowledge of love, danger, or joy; we feel them in a meaningful way."
While endless reasoning in the absence of guiding intuitions is unproductive, some people, including President Bush, champion the other extreme—"going with the gut" at all times. Intuition, however, is best used as the first step in solving a problem or deciding what to do. The more experience you have in a particular domain, the more reliable your intuitions, because they arise out of the richest array of collected patterns of experience. But even in your area of expertise, it's wisest to test out your hunches—you could easily have latched on to the wrong detail and pulled up the wrong web of associations in your brain.
Read Full Article: http://www.psychologytoday.com/articles/200704/gut-almighty
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Personality
Gut Almighty
By Carlin Flora, published on May 01, 2007
Intuition really does come from the gut. It's also a kind of matching game based on experience. There are times when trusting your gut is the smartest move—and times you'd better think twice.
Excerpts:
You "know" things. You don't even know how you know them. Yet you have a sense of certainty when driving down a strange street that you really must make a left turn. Or comfort a co-worker who insists she's fine. Or quit your job and move to Paris.
Intuitions, or gut feelings, are sudden, strong judgments whose origin we can't immediately explain. Although they seem to emerge from an obscure inner force, they actually begin with a perception of something outside—a facial expression, a tone of voice, a visual inconsistency so fleeting you're not even aware you noticed.
Think of them as rapid cognition or condensed reasoning that takes advantage of the brain's built-in shortcuts. Or think of intuition as an unconscious associative process. Long dismissed as magical or beneath the dignity of science, intuition turns out to muster some fancy and fast mental operations. The best explanation psychologists now offer is that intuition is a mental matching game. The brain takes in a situation, does a very quick search of its files, and then finds its best analogue among the stored sprawl of memories and knowledge. Based on that analogy, you ascribe meaning to the situation in front of you. A doctor might simply glance at a pallid young woman complaining of fatigue and shortness of breath and immediately intuit she suffers from anemia.
Experience is encoded in our brains as a web of fact and feeling. When a new experience calls up a similar pattern, it doesn't unleash just stored knowledge but also an emotional state of mind and a predisposition to respond in a certain way. Imagine meeting a date who reminds you of loved ones and also of the emotions you've felt toward those people. Suddenly you begin to fall for him or her. "Intuition," says Linhares, "can be described as 'almost immediate situation understanding' as opposed to 'immediate knowledge.' Understanding is filled with emotion. We don't obtain knowledge of love, danger, or joy; we feel them in a meaningful way."
While endless reasoning in the absence of guiding intuitions is unproductive, some people, including President Bush, champion the other extreme—"going with the gut" at all times. Intuition, however, is best used as the first step in solving a problem or deciding what to do. The more experience you have in a particular domain, the more reliable your intuitions, because they arise out of the richest array of collected patterns of experience. But even in your area of expertise, it's wisest to test out your hunches—you could easily have latched on to the wrong detail and pulled up the wrong web of associations in your brain.
Read Full Article: http://www.psychologytoday.com/articles/200704/gut-almighty
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
” Awe and Becoming Larger than Yourself " on Positive Psychology News Daily
” Awe and Becoming Larger than Yourself " on Positive Psychology News Daily
Awe and Becoming Larger than Yourself By Yee-Ming Tan
Positive Psychology News Daily, NY (Yee-Ming Tan) - July 23, 2009, 3:52 am
Yee-Ming Tan, MAPP, provides executive coaching services and leadership development training to senior executives. Recent clients include: Cathay Pacific, Goldman Sachs, and Microsoft. Yee-Ming also publishes a series of tools, RippleCards, for people who choose to cultivate greater well-being in their lives.
Excerpts:
Barbara Fredrickson shared an intervention during the first Positive Psychology World Congress last month in Philadelphia: the positive portfolio. I came home inspired to start my own portfolio. In her book “Positivity,” Fredrickson identifies ten positive emotions (joy, gratitude, serenity, interest, hope, pride, amusement, inspiration, awe and love) and recommended one portfolio for each emotion. (Positivity review here).
I set aside last weekend to embark on this project. Where do I start? Hunt and gather all objects first and sort them based on different emotions later? Focus on only one emotion and complete one portfolio at a time?
What is Awe?
- Awe:
- Elevation:
- Admiration:
- Gratitude:
Read full posting: http://positivepsychologynews.com/news/yee-ming-tan/200907233661
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Awe and Becoming Larger than Yourself By Yee-Ming Tan
Positive Psychology News Daily, NY (Yee-Ming Tan) - July 23, 2009, 3:52 am
Yee-Ming Tan, MAPP, provides executive coaching services and leadership development training to senior executives. Recent clients include: Cathay Pacific, Goldman Sachs, and Microsoft. Yee-Ming also publishes a series of tools, RippleCards, for people who choose to cultivate greater well-being in their lives.
Excerpts:
Barbara Fredrickson shared an intervention during the first Positive Psychology World Congress last month in Philadelphia: the positive portfolio. I came home inspired to start my own portfolio. In her book “Positivity,” Fredrickson identifies ten positive emotions (joy, gratitude, serenity, interest, hope, pride, amusement, inspiration, awe and love) and recommended one portfolio for each emotion. (Positivity review here).
I set aside last weekend to embark on this project. Where do I start? Hunt and gather all objects first and sort them based on different emotions later? Focus on only one emotion and complete one portfolio at a time?
What is Awe?
- Awe:
- Elevation:
- Admiration:
- Gratitude:
Read full posting: http://positivepsychologynews.com/news/yee-ming-tan/200907233661
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Thursday, July 23, 2009
Survey: C-level Insurance Salaries Dropping
Survey: C-level Insurance Salaries Dropping
InsuranceNetworking.Com>
Survey: C-level Insurance Salaries DroppingBy Bill Kenealy>
July 21, 2009 >
The impact of the financial services meltdown is evident all around the insurance industry. A new survey from Charlottesville, Va.-based SNL Financial leaves no doubt about the wounds the crisis has inflicted on the compensation of C-level insurance executives.>
The survey, “Executive Compensation Review for Insurance,” notes that total compensation was down by 11% across all lines of business. Not surprisingly, the most auspicious drop came for executives in the mortgage and financial guarantee sector, where CEOs saw their year-over-year compensation fall by an average of 73% and CFOs saw a 46% reduction. CEOs at multi-line and managed care carriers also took a big hit, recording average reductions of 27% and 24%, respectively. The sole line of business to counter this trend was life and health insurers, whose CEOs recorded a 3% increase. >
These numbers do not come as a surprise to Will Retzer, a lead analyst at SNL. "If you look at the complete picture, compensation is really well linked to performance," Retzer tells Insurance Networking News. "Base salary rose across the board for all insurance companies, but total compensation fell." >
Retzer notes that at a large insurer, base salary can make up as little as 10% of executive pay, with a similar, shrinking percentage coming in the form of a cash bonus, while more than half comes from equity awards. Indeed, the average percentage derived from equity awards rose to 56% for CEOs in 2008, up from 49% in 2007. >
Despite the largely negative tenor of the numbers, Retzer says things could be worse, especially when held up against other sectors. "When I look at insurance, it's not as affected as much as the rest of the financial services industries." >
Read full article: http://www.insurancenetworking.com/news/-12692-1.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
InsuranceNetworking.Com>
Survey: C-level Insurance Salaries DroppingBy Bill Kenealy>
July 21, 2009 >
The impact of the financial services meltdown is evident all around the insurance industry. A new survey from Charlottesville, Va.-based SNL Financial leaves no doubt about the wounds the crisis has inflicted on the compensation of C-level insurance executives.>
The survey, “Executive Compensation Review for Insurance,” notes that total compensation was down by 11% across all lines of business. Not surprisingly, the most auspicious drop came for executives in the mortgage and financial guarantee sector, where CEOs saw their year-over-year compensation fall by an average of 73% and CFOs saw a 46% reduction. CEOs at multi-line and managed care carriers also took a big hit, recording average reductions of 27% and 24%, respectively. The sole line of business to counter this trend was life and health insurers, whose CEOs recorded a 3% increase. >
These numbers do not come as a surprise to Will Retzer, a lead analyst at SNL. "If you look at the complete picture, compensation is really well linked to performance," Retzer tells Insurance Networking News. "Base salary rose across the board for all insurance companies, but total compensation fell." >
Retzer notes that at a large insurer, base salary can make up as little as 10% of executive pay, with a similar, shrinking percentage coming in the form of a cash bonus, while more than half comes from equity awards. Indeed, the average percentage derived from equity awards rose to 56% for CEOs in 2008, up from 49% in 2007. >
Despite the largely negative tenor of the numbers, Retzer says things could be worse, especially when held up against other sectors. "When I look at insurance, it's not as affected as much as the rest of the financial services industries." >
Read full article: http://www.insurancenetworking.com/news/-12692-1.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Holistic Pay Modeling - Getting The COmplete Pay Picture (Pearl Meyer & Partners)
Holistic Pay Modeling - Getting The Complete Pay Picture
Melissa L. Means, CCP, Pearl Meyer & Partners
Published By WORLDatWORK Journal, Second Quarter 2009
Read Full Article:
http://www.pearlmeyer.com/knowledgecenter/articles/pdf/MM-HolisticPay.pdf
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Melissa L. Means, CCP, Pearl Meyer & Partners
Published By WORLDatWORK Journal, Second Quarter 2009
Read Full Article:
http://www.pearlmeyer.com/knowledgecenter/articles/pdf/MM-HolisticPay.pdf
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
10 things you should cover in your social networking policy | 10 Things | TechRepublic.com
TechRepublic
10 things you should cover in your social networking policy 10 Things TechRepublic.com
10 things you should cover in your social networking policy
Date: July 14th, 2009
Author: Debra Littlejohn Shinder
Category: 10 things
Tags: Employee, Network, Policy, Site, Social Networking Policy, Social Networking, Online Communications, Marketing, Advertising & Promotion, Jody Gilbert
As sites like LinkedIn, Twitter, and Facebook become intertwined with business uses, organizations need to establish guidelines for employees on workplace access and appropriate usage. Deb Shinder looks at 10 key considerations that such guidelines should address.
Read full article: http://blogs.techrepublic.com.com/10things/?p=875
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
10 things you should cover in your social networking policy 10 Things TechRepublic.com
10 things you should cover in your social networking policy
Date: July 14th, 2009
Author: Debra Littlejohn Shinder
Category: 10 things
Tags: Employee, Network, Policy, Site, Social Networking Policy, Social Networking, Online Communications, Marketing, Advertising & Promotion, Jody Gilbert
As sites like LinkedIn, Twitter, and Facebook become intertwined with business uses, organizations need to establish guidelines for employees on workplace access and appropriate usage. Deb Shinder looks at 10 key considerations that such guidelines should address.
Read full article: http://blogs.techrepublic.com.com/10things/?p=875
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, July 22, 2009
Four Employee Behaviors To Watch For During a Financial Crisis — And How To Handle Them
Four Employee Behaviors To Watch For During a Financial Crisis — And How To Handle Them
WorldatWork.org Newsline
Four Employee Behaviors To Watch For During a Financial Crisis — And How To Handle Them >
July 10, 2009 — A corporate training and organizational performance firm’s recent study asserts that leaders who hold candid conversations with employees during financial downturns significantly increase the likelihood that their company will survive and find success in the future.>
VitalSmarts identified four employee behaviors that emerge during financial downturns>
1. Denial. This is one of the most common behaviors exhibited, said David Maxfield, vice president of research for VitalSmarts and co-researcher of its study, “Financial Agility: The Four Crucial Conversations for Uncertain Times.” He says denial is often accompanied by “dithering and debating.” Employees tend to question how severe a crisis is and to resist change, according to VitalSmarts. >
2. Silence. “I’ll call this silent collusion because that’s what it feels like,” he said, noting that during financial crises, teammates may not hold one another accountable for their actions. >
3. Protection of pet projects. Fearing repercussions, people tend to steer clear of suggesting cuts to the boss’s pet projects, even if those cuts make the most sense. >
4. Irrational slashing. This “is sort of the response that leaders have to the first three” behaviors, Maxfield said. When there is debate, dithering and denial, and when “sacred cows” are not confronted, and employees don’t hold one another accountable, leaders often give up on their team’s ability to make cuts, he said. Leaders respond by making across-the-board cuts themselves — without input from the team. >
The study found that leaders who address these behaviors through candid, effective conversations are five times more likely to respond within days and are 10 times more likely to respond in a way that positions their company for success in the future, according to VitalSmarts. “Those are pretty big numbers,” Maxfield said.>
The study also found that teams that engage in crucial conversations related to the four behaviors are 250% more likely to survive than those that don’t, and teams who take months or longer to respond to a financial crisis are at least 360% more likely to miss millions in lost opportunities, Maxfield said. >
HR plays a crucial role in these situations, Maxfield said.? >
“Often, HR is managing or observing the process of conversation — more so than trying to steer the product of conversations.” >
He suggests that human resources be on the lookout for the four behaviors and when identified, push top management to confront them. Maxfield also recommends that senior management teams be trained on — and practice — having “crucial conversations” in the event of a financial crisis. >
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.
Read full posting: http://www.worldatwork.org/waw/adimComment?id=33522
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
WorldatWork.org Newsline
Four Employee Behaviors To Watch For During a Financial Crisis — And How To Handle Them >
July 10, 2009 — A corporate training and organizational performance firm’s recent study asserts that leaders who hold candid conversations with employees during financial downturns significantly increase the likelihood that their company will survive and find success in the future.>
VitalSmarts identified four employee behaviors that emerge during financial downturns>
1. Denial. This is one of the most common behaviors exhibited, said David Maxfield, vice president of research for VitalSmarts and co-researcher of its study, “Financial Agility: The Four Crucial Conversations for Uncertain Times.” He says denial is often accompanied by “dithering and debating.” Employees tend to question how severe a crisis is and to resist change, according to VitalSmarts. >
2. Silence. “I’ll call this silent collusion because that’s what it feels like,” he said, noting that during financial crises, teammates may not hold one another accountable for their actions. >
3. Protection of pet projects. Fearing repercussions, people tend to steer clear of suggesting cuts to the boss’s pet projects, even if those cuts make the most sense. >
4. Irrational slashing. This “is sort of the response that leaders have to the first three” behaviors, Maxfield said. When there is debate, dithering and denial, and when “sacred cows” are not confronted, and employees don’t hold one another accountable, leaders often give up on their team’s ability to make cuts, he said. Leaders respond by making across-the-board cuts themselves — without input from the team. >
The study found that leaders who address these behaviors through candid, effective conversations are five times more likely to respond within days and are 10 times more likely to respond in a way that positions their company for success in the future, according to VitalSmarts. “Those are pretty big numbers,” Maxfield said.>
The study also found that teams that engage in crucial conversations related to the four behaviors are 250% more likely to survive than those that don’t, and teams who take months or longer to respond to a financial crisis are at least 360% more likely to miss millions in lost opportunities, Maxfield said. >
HR plays a crucial role in these situations, Maxfield said.? >
“Often, HR is managing or observing the process of conversation — more so than trying to steer the product of conversations.” >
He suggests that human resources be on the lookout for the four behaviors and when identified, push top management to confront them. Maxfield also recommends that senior management teams be trained on — and practice — having “crucial conversations” in the event of a financial crisis. >
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.
Read full posting: http://www.worldatwork.org/waw/adimComment?id=33522
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
How The Mighty Fall: And Why Some Companies Never Give In by Jim Collins - Leadershop @ LeadershipNow.com
http://www.leadershipnow.com/leadershop/9780977326419.html
Book Review
How The Mighty Fall: And Why Some Companies Never Give In
Jim Collins
Excerpts:
Description and Reviews From The Publisher:
Decline can be avoided. Decline can be detected. Decline can be reversed.
Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course?
In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course.
Collin’s research project—more than four years in duration—uncovered five step-wise stages of decline:
Stage 1: Hubris Born of Success
Stage 2: Undisciplined Pursuit of More
Stage 3: Denial of Risk and Peril
Stage 4: Grasping for Salvation
Stage 5: Capitulation to Irrelevance or Death
Read Full Review: http://www.leadershipnow.com/leadershop/9780977326419.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Book Review
How The Mighty Fall: And Why Some Companies Never Give In
Jim Collins
Excerpts:
Description and Reviews From The Publisher:
Decline can be avoided. Decline can be detected. Decline can be reversed.
Amidst the desolate landscape of fallen great companies, Jim Collins began to wonder: How do the mighty fall? Can decline be detected early and avoided? How far can a company fall before the path toward doom becomes inevitable and unshakable? How can companies reverse course?
In How the Mighty Fall, Collins confronts these questions, offering leaders the well-founded hope that they can learn how to stave off decline and, if they find themselves falling, reverse their course.
Collin’s research project—more than four years in duration—uncovered five step-wise stages of decline:
Stage 1: Hubris Born of Success
Stage 2: Undisciplined Pursuit of More
Stage 3: Denial of Risk and Peril
Stage 4: Grasping for Salvation
Stage 5: Capitulation to Irrelevance or Death
Read Full Review: http://www.leadershipnow.com/leadershop/9780977326419.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Leading Out of the Downturn
Leading Out of the Downturn
Strategy+Business
Booz & Co
Excerpts:
Leading Out of the Downturnby Rob Norton 7/21/09The most important task for corporate leaders, says consultant and author Steve Zaffron, is to reorient the minds of their employees toward a positive vision of the future.
The last 18 months have been the most trying in decades for corporate leaders. The conditions that normally make running a company, a business unit, or a team rewarding — market expansion, revenue growth, rising pay, and incentives — have been absent for most, replaced by the unrelenting tasks of survival, retrenchment, and cost cutting.
What should leaders do in this depressed environment? Strategy+business recently put the question to Steve Zaffron, CEO of the Vanto Group, a global consulting firm. In The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (Jossey-Bass, 2009), Zaffron and coauthor Dave Logan, who teaches at the University of Southern California’s Marshall School of Business, offer a set of simple rules to show how leaders and their companies can prosper, even when the odds are stacked against them. The main task, they argue, is to recognize that people normally have an unconscious, gut-level idea of where they — and their company — are at, and where they’re likely to go. Zaffron and Logan call this “the default future” and show how it is deeply rooted in people’s assumptions, hopes, fears, and past experiences. The first task of leadership, they argue, is to identify the default future, discuss it, and analyze it, and then go about reimagining — and, in effect, rewriting — the future. The book examines a series of management cases at companies around the world where rewriting the future has led to real business transformation. And the lessons are just as applicable to individuals.
Read full article: http://www.strategy-business.com/li/leadingideas/li00134
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Strategy+Business
Booz & Co
Excerpts:
Leading Out of the Downturnby Rob Norton 7/21/09The most important task for corporate leaders, says consultant and author Steve Zaffron, is to reorient the minds of their employees toward a positive vision of the future.
The last 18 months have been the most trying in decades for corporate leaders. The conditions that normally make running a company, a business unit, or a team rewarding — market expansion, revenue growth, rising pay, and incentives — have been absent for most, replaced by the unrelenting tasks of survival, retrenchment, and cost cutting.
What should leaders do in this depressed environment? Strategy+business recently put the question to Steve Zaffron, CEO of the Vanto Group, a global consulting firm. In The Three Laws of Performance: Rewriting the Future of Your Organization and Your Life (Jossey-Bass, 2009), Zaffron and coauthor Dave Logan, who teaches at the University of Southern California’s Marshall School of Business, offer a set of simple rules to show how leaders and their companies can prosper, even when the odds are stacked against them. The main task, they argue, is to recognize that people normally have an unconscious, gut-level idea of where they — and their company — are at, and where they’re likely to go. Zaffron and Logan call this “the default future” and show how it is deeply rooted in people’s assumptions, hopes, fears, and past experiences. The first task of leadership, they argue, is to identify the default future, discuss it, and analyze it, and then go about reimagining — and, in effect, rewriting — the future. The book examines a series of management cases at companies around the world where rewriting the future has led to real business transformation. And the lessons are just as applicable to individuals.
Read full article: http://www.strategy-business.com/li/leadingideas/li00134
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Monday, July 20, 2009
How To Be Happier – in Four Easy Lessons. | Psychology Today
How To Be Happier – in Four Easy Lessons. Psychology Today
Happiness
The Happiness Project
A chronicle of my attempts to test-drive every tip, principle and scientific study that promotes happiness.
by Gretchen Rubin
July 17, 2009, Happiness
How To Be Happier – in Four Easy Lessons.
Excerpts:
Each one of these truths sounds fairly obvious and straightforward, but each was the product of tremendous thought. Take the Second Splendid Truth – it’s hard to exaggerate the clarity I gained when I managed to identify it. Here they are:
First Splendid Truth To be happier, you have to think about feeling good, feeling bad, and feeling right, in an atmosphere of growth.
Second Splendid Truth One of the best ways to make yourself happy is to make other people happy; One of the best ways to make other people happy is to be happy yourself.
Third Splendid Truth The days are long, but the years are short. (click the link to see my one-minute movie)
Fourth Splendid Truth You’re not happy unless you think you’re happy. corollary: You’re happy if you think you’re happy.
Read Full Article: http://www.psychologytoday.com/blog/the-happiness-project/200907/how-be-happier-in-four-easy-lessons
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Happiness
The Happiness Project
A chronicle of my attempts to test-drive every tip, principle and scientific study that promotes happiness.
by Gretchen Rubin
July 17, 2009, Happiness
How To Be Happier – in Four Easy Lessons.
Excerpts:
Each one of these truths sounds fairly obvious and straightforward, but each was the product of tremendous thought. Take the Second Splendid Truth – it’s hard to exaggerate the clarity I gained when I managed to identify it. Here they are:
First Splendid Truth To be happier, you have to think about feeling good, feeling bad, and feeling right, in an atmosphere of growth.
Second Splendid Truth One of the best ways to make yourself happy is to make other people happy; One of the best ways to make other people happy is to be happy yourself.
Third Splendid Truth The days are long, but the years are short. (click the link to see my one-minute movie)
Fourth Splendid Truth You’re not happy unless you think you’re happy. corollary: You’re happy if you think you’re happy.
Read Full Article: http://www.psychologytoday.com/blog/the-happiness-project/200907/how-be-happier-in-four-easy-lessons
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, July 19, 2009
Learning from failure not for faint of heart
Learning from failure not for faint of heart
Learning from failure not for faint of heart
By Jennifer Newman and Darryl Grigg,
Vancouver
Sun January 14,
Excerpts:
the measure of any defeated political leader and campaign team is how they handle the defeat, come to terms with it and move on.
And so it goes in the workplace. Recovering from a major professional failure, defeat or setback is no mean feat. But it can be done.
As dire as a professional failure may seem, it can be negotiated successfully. To recover well from a failure is difficult yet surprisingly, can be a rewarding experience. According to researchers Nancy Newton at the Chicago School of Professional Psychology, Charu Khanna at the Human Resources Research Organization and Jennifer Thompson at the Chicago School of Professional Psychology, the worker must recognize his failure and manage the emotional consequences so that the experience can be used as a learning opportunity.
There are three steps to getting through a failure experience with your dignity, self-respect and sense of accomplishment intact:
Stop
Restore
Learn
Read full article: http://www.canada.com/news/Learning+from+failure+faint+heart/1177158/story.htmlada.com/news/Learning+from+failure+faint+heart/1177158/story.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Learning from failure not for faint of heart
By Jennifer Newman and Darryl Grigg,
Vancouver
Sun January 14,
Excerpts:
the measure of any defeated political leader and campaign team is how they handle the defeat, come to terms with it and move on.
And so it goes in the workplace. Recovering from a major professional failure, defeat or setback is no mean feat. But it can be done.
As dire as a professional failure may seem, it can be negotiated successfully. To recover well from a failure is difficult yet surprisingly, can be a rewarding experience. According to researchers Nancy Newton at the Chicago School of Professional Psychology, Charu Khanna at the Human Resources Research Organization and Jennifer Thompson at the Chicago School of Professional Psychology, the worker must recognize his failure and manage the emotional consequences so that the experience can be used as a learning opportunity.
There are three steps to getting through a failure experience with your dignity, self-respect and sense of accomplishment intact:
Stop
Restore
Learn
Read full article: http://www.canada.com/news/Learning+from+failure+faint+heart/1177158/story.htmlada.com/news/Learning+from+failure+faint+heart/1177158/story.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Saturday, July 18, 2009
The Psychology of Groups | World of Psychology
The Psychology of Groups World of Psychology
The Psychology of Groups
By John M Grohol PsyD July 17, 2009
Jeremy Dean over at PsyBlog has a series of articles about the psychology of groups which are the usual great collection of nuggets of insight into how groups work. Why should you care? Because you’re a part of groups throughout different areas in your life — at work, among your friends, even at home. While a lot of the information he discusses applies primarily to groups in a working, school or project environment, there’s still things you can glean from the discussion that can be applied to any group.
Group psychology falls under the purview of social psychology, the study of how individuals within groups interact with one another.
Read full article: http://psychcentral.com/blog/archives/2009/07/17/the-psychology-of-groups/
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Psychology of Groups
By John M Grohol PsyD July 17, 2009
Jeremy Dean over at PsyBlog has a series of articles about the psychology of groups which are the usual great collection of nuggets of insight into how groups work. Why should you care? Because you’re a part of groups throughout different areas in your life — at work, among your friends, even at home. While a lot of the information he discusses applies primarily to groups in a working, school or project environment, there’s still things you can glean from the discussion that can be applied to any group.
Group psychology falls under the purview of social psychology, the study of how individuals within groups interact with one another.
Read full article: http://psychcentral.com/blog/archives/2009/07/17/the-psychology-of-groups/
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Thursday, July 16, 2009
Bill Gates of Microsoft envisions fighting hurricanes by manipulating the sea - NOLA.com
Bill Gates of Microsoft envisions fighting hurricanes by manipulating the sea - NOLA.com
Bill Gates of Microsoft envisions fighting hurricanes by manipulating the sea
by Mark Schleifstein, The Times-Picayune
Wednesday July 15, 2009, 7:11 AM
Excerpts:
If you thought domination of the world's software market was cool, get a load of Bill Gates' next technological vision: giant ocean-going tubs that fight hurricanes by draining warm water from the surface to the depths, through a long tube.
A second tube could simultaneously suck cool water from the depths to the surface.
Microsoft founder Gates and a dozen other scientists and engineers have a patent pending for deploying such vessels, which they say would collect water through waves breaking over the walls of the tub. Some variations have the water moving through turbines on their way down, which would in turn generate electricity to suck up the cooler water.
Read Full Article: http://www.roughnotes.com/rnmagazine/2007/august07/08p094.htm
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Bill Gates of Microsoft envisions fighting hurricanes by manipulating the sea
by Mark Schleifstein, The Times-Picayune
Wednesday July 15, 2009, 7:11 AM
Excerpts:
If you thought domination of the world's software market was cool, get a load of Bill Gates' next technological vision: giant ocean-going tubs that fight hurricanes by draining warm water from the surface to the depths, through a long tube.
A second tube could simultaneously suck cool water from the depths to the surface.
Microsoft founder Gates and a dozen other scientists and engineers have a patent pending for deploying such vessels, which they say would collect water through waves breaking over the walls of the tub. Some variations have the water moving through turbines on their way down, which would in turn generate electricity to suck up the cooler water.
Read Full Article: http://www.roughnotes.com/rnmagazine/2007/august07/08p094.htm
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
When You Can't Bank On It - Capital Markets - CFO.com
When You Can't Bank On It - Capital Markets - CFO.com
When You Can't Bank On It
Knowing how to do PIPEs, rights offerings, and at-the-market deals could prove a valuable alternative to dealing with stingy banks.
Alix Stuart - CFO.com US
July 15, 2009
Excerpts:
Looking for liquidity? Time to think outside the bank. CFOs who are trying to raise capital — or may need to in the next two years — "need to think about sources they may not have looked at before, because they may be better than fighting the banks," says Peter Humphreys, a partner in the structured finance department at law firm McDermott Will & Emery.
Learning how to do various forms of equity offerings may be among the most helpful skills that finance executives at publicly traded companies can learn, if recent deal flow is any indication. Nearly 250 companies issued about $1 billion through secondary offerings in the first half of the year, up 55% over 2008, according to Thomson Reuters.
And since bankers are shying away from traditional deal marketing and underwriting, that equity is increasingly getting placed through some previously unpopular methods, including PIPEs (private investment in public equity), registered direct deals, rights offerings, and at-the-market offerings.
For the most part, such vehicles allow a company to raise money quickly and quietly, often from a select group of investors, without needing to convince a bank to take on the risk of underwriting the amount to be raised. "All these types of deals are happening because the market for underwritten deals may go away," says Joel Rubinstein, also a McDermott Will & Emery partner. "I don't see the traditional equity markets coming back in the near future, based on conversations I'm having with investment bankers, so I think you'll continue to see a lot of use of these other alternatives, particularly as bank debt starts to mature and people need to have the cash [to repay it]."
Read Full Article: http://www.cfo.com/article.cfm/14030386/c_2984367?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.
When You Can't Bank On It
Knowing how to do PIPEs, rights offerings, and at-the-market deals could prove a valuable alternative to dealing with stingy banks.
Alix Stuart - CFO.com US
July 15, 2009
Excerpts:
Looking for liquidity? Time to think outside the bank. CFOs who are trying to raise capital — or may need to in the next two years — "need to think about sources they may not have looked at before, because they may be better than fighting the banks," says Peter Humphreys, a partner in the structured finance department at law firm McDermott Will & Emery.
Learning how to do various forms of equity offerings may be among the most helpful skills that finance executives at publicly traded companies can learn, if recent deal flow is any indication. Nearly 250 companies issued about $1 billion through secondary offerings in the first half of the year, up 55% over 2008, according to Thomson Reuters.
And since bankers are shying away from traditional deal marketing and underwriting, that equity is increasingly getting placed through some previously unpopular methods, including PIPEs (private investment in public equity), registered direct deals, rights offerings, and at-the-market offerings.
For the most part, such vehicles allow a company to raise money quickly and quietly, often from a select group of investors, without needing to convince a bank to take on the risk of underwriting the amount to be raised. "All these types of deals are happening because the market for underwritten deals may go away," says Joel Rubinstein, also a McDermott Will & Emery partner. "I don't see the traditional equity markets coming back in the near future, based on conversations I'm having with investment bankers, so I think you'll continue to see a lot of use of these other alternatives, particularly as bank debt starts to mature and people need to have the cash [to repay it]."
Read Full Article: http://www.cfo.com/article.cfm/14030386/c_2984367?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, July 15, 2009
RW Daily: Do You Swear? Maybe You Should
RW Daily: Do You Swear? Maybe You Should
July 13, 2009
Do You Swear? Maybe You Should
Mark Remy
Excerpts:
According to an article on news.BBC.co.uk,
Uttering expletives when you hurt yourself is a sensible policy, according to scientists who have shown swearing can help reduce pain.
A study by Keele University researchers found volunteers who cursed at will could endure pain nearly 50% longer than civil-tongued peers.
It does note, however, that folks who want to take advantage of swearing's palliative effect should cut back on cursing when they're not in pain.
"Swearing is emotional language," Dr. Stephens said. "But if you overuse it, it loses its emotional attachment."
Great. Now he %&!#& tells me.
Read Full Article: http://dailyviews.runnersworld.com/2009/07/do-you-swear-maybe-you-should.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
July 13, 2009
Do You Swear? Maybe You Should
Mark Remy
Excerpts:
According to an article on news.BBC.co.uk,
Uttering expletives when you hurt yourself is a sensible policy, according to scientists who have shown swearing can help reduce pain.
A study by Keele University researchers found volunteers who cursed at will could endure pain nearly 50% longer than civil-tongued peers.
It does note, however, that folks who want to take advantage of swearing's palliative effect should cut back on cursing when they're not in pain.
"Swearing is emotional language," Dr. Stephens said. "But if you overuse it, it loses its emotional attachment."
Great. Now he %&!#& tells me.
Read Full Article: http://dailyviews.runnersworld.com/2009/07/do-you-swear-maybe-you-should.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Healthiest Foods On Earth - Forbes.com
The Healthiest Foods On Earth - Forbes.com
The Healthiest Foods On Earth Jonny Bowden,
07.07.09, 04:00 PM EDT
Excerpts:
The only thing these diets have in common is that they're all based on whole foods with minimum processing. Nuts, berries, beans, raw milk, grass-fed meat. Whole, real, unprocessed food is almost always healthy, regardless of how many grams of carbs, protein or fat it contains.
All these healthy diets have in common the fact that they are absent foods with bar codes. They are also extremely low in sugar. In fact, the number of modern or ancient societies known for health and longevity that have consumed a diet high in sugar would be ... let's see ... zero.
Read full article: http://www.forbes.com/2009/07/07/healthiest-foods-nutrition-lifestyle-health-healthiest-foods.html?partner=executive_picks_newsletter
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Healthiest Foods On Earth Jonny Bowden,
07.07.09, 04:00 PM EDT
Excerpts:
The only thing these diets have in common is that they're all based on whole foods with minimum processing. Nuts, berries, beans, raw milk, grass-fed meat. Whole, real, unprocessed food is almost always healthy, regardless of how many grams of carbs, protein or fat it contains.
All these healthy diets have in common the fact that they are absent foods with bar codes. They are also extremely low in sugar. In fact, the number of modern or ancient societies known for health and longevity that have consumed a diet high in sugar would be ... let's see ... zero.
Read full article: http://www.forbes.com/2009/07/07/healthiest-foods-nutrition-lifestyle-health-healthiest-foods.html?partner=executive_picks_newsletter
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The key to happiness is living in the micro-moment | Booster Shots | Los Angeles Times
The key to happiness is living in the micro-moment Booster Shots Los Angeles Times:
The key to happiness is living in the micro-moment
11:18 AM, July 9, 2009
People who appreciate small moments of happiness, laughter and joy through the course of each day tend to be happy people who are more likely to be resilient against adversity and more successful in jobs, relationships and health outcomes.
Researchers at the University of North Carolina reached this conclusion after a series of studies that required 86 participants to submit daily 'emotion reports' that gauged their emotional status in detail over the course of the day. The study showed that happy people do not need to be Pollyannas or deny the upsetting parts of life. But these people have the ability to put greater stock in small, happy moments. Savoring these blips of pleasure in everyday life, the study found, elevates one's mood overall and leads to more resilience against negative events.
'This study shows that if happiness is something you want out of life, then focusing daily on the small moments and cultivating positive emotions is the way to go,' said Barbara Fredrickson, the lead author of the study, in a news release. 'Those small moments let positive emotions blossom, and that helps us become more open. That openness then helps us build resources that can help us rebound better from adversity and stress, ward off depression and continue to grow.'
The key to focusing on micro-moments, Fredrickson said, is to set aside worries about the big picture. 'A lot of times we get so wrapped up " in thinking about the future and the past that we are blind to the goodness we are steeped in already, whether it's the beauty outside the window or the kind things that people are doing for you.
The better approach is to be open and flexible, to be appreciative of whatever good you do find in your daily circumstances, rather than focusing on the bigger questions, such as 'Will I be happy if I move to California?' or 'Will I be happy if I get married?' "
The study, published in the current issue of the journal Emotion, was co-authored by researchers at UC San Francisco, the University of Michigan,University of Pittsburgh and Cornell University. Fredrickson has written a book on her research titled, "Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity and Thrive," (Crown Publishing, 2009).
Here's a link to a video of Fredrickson discussing the research.
-- Shari Roan
Photo credit: Los Angeles Times
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The key to happiness is living in the micro-moment
11:18 AM, July 9, 2009
People who appreciate small moments of happiness, laughter and joy through the course of each day tend to be happy people who are more likely to be resilient against adversity and more successful in jobs, relationships and health outcomes.
Researchers at the University of North Carolina reached this conclusion after a series of studies that required 86 participants to submit daily 'emotion reports' that gauged their emotional status in detail over the course of the day. The study showed that happy people do not need to be Pollyannas or deny the upsetting parts of life. But these people have the ability to put greater stock in small, happy moments. Savoring these blips of pleasure in everyday life, the study found, elevates one's mood overall and leads to more resilience against negative events.
'This study shows that if happiness is something you want out of life, then focusing daily on the small moments and cultivating positive emotions is the way to go,' said Barbara Fredrickson, the lead author of the study, in a news release. 'Those small moments let positive emotions blossom, and that helps us become more open. That openness then helps us build resources that can help us rebound better from adversity and stress, ward off depression and continue to grow.'
The key to focusing on micro-moments, Fredrickson said, is to set aside worries about the big picture. 'A lot of times we get so wrapped up " in thinking about the future and the past that we are blind to the goodness we are steeped in already, whether it's the beauty outside the window or the kind things that people are doing for you.
The better approach is to be open and flexible, to be appreciative of whatever good you do find in your daily circumstances, rather than focusing on the bigger questions, such as 'Will I be happy if I move to California?' or 'Will I be happy if I get married?' "
The study, published in the current issue of the journal Emotion, was co-authored by researchers at UC San Francisco, the University of Michigan,University of Pittsburgh and Cornell University. Fredrickson has written a book on her research titled, "Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity and Thrive," (Crown Publishing, 2009).
Here's a link to a video of Fredrickson discussing the research.
-- Shari Roan
Photo credit: Los Angeles Times
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Newsroom: Happiness App
Newsroom: Happiness App:
Happiness Is an iPhone App
UCR psychologist Sonja Lyubomirsky teams up with Signal Patterns to create “Live Happy,” activities to improve your mood.
(July 13, 2009)
Excerpts:
RIVERSIDE, Calif. – Sonja Lyubomirsky, professor of psychology at UC Riverside and author of the book “The How of Happiness,” has teamed up with Signal Patterns, developers of psychology-based Web and mobile applications, to create the new “Live Happy” iPhone application.
Based on key points from Lyubomirsky’s book, the application – the first of its kind – will guide users through a set of daily activities to boost short- and long-term happiness.
Lyubomirsky’s research supports the idea that to become more happy, satisfied and fulfilled, one needs to take deliberate action to promote optimistic and grateful thinking, pursue important goals, invest in relationships, live in the present, and do away with negative thoughts. She studies what makes people happy, how people can continue and increase their happiness, and what kind of benefits are produced from a more positive outlook.
The new application will help people enhance their overall mood by helping them engage in simple activities, including:
• Goal setting/evaluating/tracking
• Expressing gratitude directly
• Keeping a gratitude journal
• Replaying happy days
• Keeping a savoring photo album
• Envisioning your best possible self
• Nurturing relationships
• Remembering acts of kindness
Users may be prompted to express gratitude by sending an e-mail or text message to someone in their contact list, or practice savoring the moment by taking a photo.
Prompts in the application will also allow users to measure their happiness on a regular basis, and will help identify which happiness strategies are right for them.
Lyubomirsky is not benefitting financially from the app, but plans to use it for research.
Lyubomirsky has extensively studied and written about the psychology of enduring emotions – specifically, happiness and depression. She explores how exceptionally happy people view themselves and their worlds, and how that enables them to stay upbeat and, most important, how less happy individuals can learn such happiness-enhancing habits.
The University of California, Riverside is a doctoral research university, a living laboratory for groundbreaking exploration of issues critical to Inland Southern California, the state and communities around the world.
Read full article: http://newsroom.ucr.edu/news_item.html?action=page&id=2139
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Happiness Is an iPhone App
UCR psychologist Sonja Lyubomirsky teams up with Signal Patterns to create “Live Happy,” activities to improve your mood.
(July 13, 2009)
Excerpts:
RIVERSIDE, Calif. – Sonja Lyubomirsky, professor of psychology at UC Riverside and author of the book “The How of Happiness,” has teamed up with Signal Patterns, developers of psychology-based Web and mobile applications, to create the new “Live Happy” iPhone application.
Based on key points from Lyubomirsky’s book, the application – the first of its kind – will guide users through a set of daily activities to boost short- and long-term happiness.
Lyubomirsky’s research supports the idea that to become more happy, satisfied and fulfilled, one needs to take deliberate action to promote optimistic and grateful thinking, pursue important goals, invest in relationships, live in the present, and do away with negative thoughts. She studies what makes people happy, how people can continue and increase their happiness, and what kind of benefits are produced from a more positive outlook.
The new application will help people enhance their overall mood by helping them engage in simple activities, including:
• Goal setting/evaluating/tracking
• Expressing gratitude directly
• Keeping a gratitude journal
• Replaying happy days
• Keeping a savoring photo album
• Envisioning your best possible self
• Nurturing relationships
• Remembering acts of kindness
Users may be prompted to express gratitude by sending an e-mail or text message to someone in their contact list, or practice savoring the moment by taking a photo.
Prompts in the application will also allow users to measure their happiness on a regular basis, and will help identify which happiness strategies are right for them.
Lyubomirsky is not benefitting financially from the app, but plans to use it for research.
Lyubomirsky has extensively studied and written about the psychology of enduring emotions – specifically, happiness and depression. She explores how exceptionally happy people view themselves and their worlds, and how that enables them to stay upbeat and, most important, how less happy individuals can learn such happiness-enhancing habits.
The University of California, Riverside is a doctoral research university, a living laboratory for groundbreaking exploration of issues critical to Inland Southern California, the state and communities around the world.
Read full article: http://newsroom.ucr.edu/news_item.html?action=page&id=2139
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Tuesday, July 14, 2009
Questions That Sustain Your Leadership - Giant Impact/Leadership Wired
Giant Impact>
Questions That Sustain Your Leadership
"Judge a person by their questions, rather than their answers."~ Voltaire >
The willingness to ask questions coupled with the discipline to seek out answers separates leaders from followers. Influencers question assumptions, inquire about the environment around them, and probe into the future. They have an insatiable appetite to learn, and they convert their knowledge to action at light speed.>
The Value of Questions>While leaders constantly investigate their surroundings, the most important questions they ask are the ones they pose to themselves. By routinely questioning their goals, motives, and purpose leaders renew their self-identity along with their sense of perspective. Consider the following benefits of examining yourself as a leader.>
1) Quality Questions Create a Quality Life >
You only get answers to the questions you ask. If you won't dare to wrestle with the tough dilemmas in life, then you'll live small. >
2) Focused Questions Stimulates Creative Thinking >
A well-considered question penetrates to the heart of the matter and triggers new ideas and insights. >
3) Honest Questions Lead to Solid Convictions. >
Inquisitiveness clarifies morals and beliefs. Values are shaped when you force yourself to be truthful in answering tough questions about where you stand on key issues.>
4) Correct Questions Help Us Find Ourselves and Our Mission.>
Tackling life's biggest questions brings direction and meaning to life's journey. Bob Buford captures this thought in his book, The Second Half. >
What is your passion? What have you achieved? What have you done uncommonly well? How are you wired? Where do you belong? What are the ‘shoulds' that have trailed you during the first half? These and other questions like them will direct you toward the self your heart longs for; they will help you discover the task for which you were especially made. Throughout your years in leadership, if you know the right questions then you will ultimately gain the right answers. >
Questions I Ask Myself as a Leader1) Am I Investing in Myself? >
This question probes your commitment to personal growth. An empty glass won't refresh anyone. Before you can influence others, you need to contain something worth offering to others. >
Don't be content to stockpile knowledge. Once you've ascertained a new insight or developed a skill, pass on what you've discovered. A learner builds reservoir of learning, whereas a leader becomes a river of learning for others. >
2) Am I Genuinely Interested In Others? >
This question delves into motives. As J.P. Morgan cynically observed, "A man always has two reasons for doing anything - a good reason and the real reason." Since leaders are inclined to figure out situations before anyone else, they have capacity to take advantage of others. For this reason, it's essential to regularly question your motives. There's a fine line between manipulation and motivation. The former moves people for personal benefit, while the latter moves people for mutual gain. >
3) Am I Doing What I Love and Loving What I Do? >
This question determines passion. You will never find your passion doing work you despise. If you go to work only to fulfill processes and functions then you're in jeopardy of losing your humanity and turning into a machine. "Find your passion and follow it," is all the career advice you'll ever need. Passion gives you the edge by endowing you with more energy than others have. >
4) Am I Taking Others to a Higher Level? >
This question has to do with mission. Regardless of your industry, as a leader, you're in the people development business. Fulfilling your mission depends upon lifting the performance of those you lead. As Zig Ziglar says, "You can get everything in life that you want if you will just help enough other people get what they want." By adding value to those you lead, you're investing in men and women with the potential to multiply your influence exponentially. >
5) Am I Taking Care of Today? >
How you treat today speaks volumes about your likelihood of success. In fact, if I spent one day observing your priorities, behaviors, and interactions with people, then, with about 90% accuracy, I could let you know your leadership potential. Why would I be so certain in my judgment? Because I've learned that the secret of your success is determined by your daily agenda. >
Conclusion>
The great artist, Pablo Picasso, once remarked, "Computers are useless. They can only give you answers." I tend to agree, and I think Picasso's observation carries truth for leaders as well. Regardless of your technical skill or relational charm, you'll be inhibited as a leader until you learn the art of asking questions. Knowing how has merit, but influencers will always be the men and women who understand why. >
"This article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at www.giantimpact.com."
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Questions That Sustain Your Leadership
"Judge a person by their questions, rather than their answers."~ Voltaire >
The willingness to ask questions coupled with the discipline to seek out answers separates leaders from followers. Influencers question assumptions, inquire about the environment around them, and probe into the future. They have an insatiable appetite to learn, and they convert their knowledge to action at light speed.>
The Value of Questions>While leaders constantly investigate their surroundings, the most important questions they ask are the ones they pose to themselves. By routinely questioning their goals, motives, and purpose leaders renew their self-identity along with their sense of perspective. Consider the following benefits of examining yourself as a leader.>
1) Quality Questions Create a Quality Life >
You only get answers to the questions you ask. If you won't dare to wrestle with the tough dilemmas in life, then you'll live small. >
2) Focused Questions Stimulates Creative Thinking >
A well-considered question penetrates to the heart of the matter and triggers new ideas and insights. >
3) Honest Questions Lead to Solid Convictions. >
Inquisitiveness clarifies morals and beliefs. Values are shaped when you force yourself to be truthful in answering tough questions about where you stand on key issues.>
4) Correct Questions Help Us Find Ourselves and Our Mission.>
Tackling life's biggest questions brings direction and meaning to life's journey. Bob Buford captures this thought in his book, The Second Half. >
What is your passion? What have you achieved? What have you done uncommonly well? How are you wired? Where do you belong? What are the ‘shoulds' that have trailed you during the first half? These and other questions like them will direct you toward the self your heart longs for; they will help you discover the task for which you were especially made. Throughout your years in leadership, if you know the right questions then you will ultimately gain the right answers. >
Questions I Ask Myself as a Leader1) Am I Investing in Myself? >
This question probes your commitment to personal growth. An empty glass won't refresh anyone. Before you can influence others, you need to contain something worth offering to others. >
Don't be content to stockpile knowledge. Once you've ascertained a new insight or developed a skill, pass on what you've discovered. A learner builds reservoir of learning, whereas a leader becomes a river of learning for others. >
2) Am I Genuinely Interested In Others? >
This question delves into motives. As J.P. Morgan cynically observed, "A man always has two reasons for doing anything - a good reason and the real reason." Since leaders are inclined to figure out situations before anyone else, they have capacity to take advantage of others. For this reason, it's essential to regularly question your motives. There's a fine line between manipulation and motivation. The former moves people for personal benefit, while the latter moves people for mutual gain. >
3) Am I Doing What I Love and Loving What I Do? >
This question determines passion. You will never find your passion doing work you despise. If you go to work only to fulfill processes and functions then you're in jeopardy of losing your humanity and turning into a machine. "Find your passion and follow it," is all the career advice you'll ever need. Passion gives you the edge by endowing you with more energy than others have. >
4) Am I Taking Others to a Higher Level? >
This question has to do with mission. Regardless of your industry, as a leader, you're in the people development business. Fulfilling your mission depends upon lifting the performance of those you lead. As Zig Ziglar says, "You can get everything in life that you want if you will just help enough other people get what they want." By adding value to those you lead, you're investing in men and women with the potential to multiply your influence exponentially. >
5) Am I Taking Care of Today? >
How you treat today speaks volumes about your likelihood of success. In fact, if I spent one day observing your priorities, behaviors, and interactions with people, then, with about 90% accuracy, I could let you know your leadership potential. Why would I be so certain in my judgment? Because I've learned that the secret of your success is determined by your daily agenda. >
Conclusion>
The great artist, Pablo Picasso, once remarked, "Computers are useless. They can only give you answers." I tend to agree, and I think Picasso's observation carries truth for leaders as well. Regardless of your technical skill or relational charm, you'll be inhibited as a leader until you learn the art of asking questions. Knowing how has merit, but influencers will always be the men and women who understand why. >
"This article is used by permission from Leadership Wired, GiANT Impact's premiere leadership newsletter, available for free subscription at www.giantimpact.com."
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Monday, July 13, 2009
CEOs Getting Confidence Back
CEOs Getting Confidence Back: "July 09, 2009
CEOs Getting Confidence Back
Excerpts:
CEOs are much more optimistic about the economy’s future than six months ago in several key areas, according to a survey of 100 CEOs by the Conference Board Measure. The measure moved to 55 this quarter from 30 last quarter but the measure still shows the economy is weak.
When assessing current economic conditions, their own industries and profits more CEOs were more optimistic in the second quarter. A majority of business leaders expect economic conditions to improve in the next six months. However, CEOs disagree about the main cause of profit growth whether it is cost reductions, increased demand, technology, or price increases.
CEO confidence had been steadily deteriorating since the first quarter of 2007. CEO confidence had plummeted to all time lows by the fourth quarter of 2008. The current survey shows the first overall uptick in all categories since the end of 2006."
Read full post: https://www.directorship.com/ceos-getting-confidence-back
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
CEOs Getting Confidence Back
Excerpts:
CEOs are much more optimistic about the economy’s future than six months ago in several key areas, according to a survey of 100 CEOs by the Conference Board Measure. The measure moved to 55 this quarter from 30 last quarter but the measure still shows the economy is weak.
When assessing current economic conditions, their own industries and profits more CEOs were more optimistic in the second quarter. A majority of business leaders expect economic conditions to improve in the next six months. However, CEOs disagree about the main cause of profit growth whether it is cost reductions, increased demand, technology, or price increases.
CEO confidence had been steadily deteriorating since the first quarter of 2007. CEO confidence had plummeted to all time lows by the fourth quarter of 2008. The current survey shows the first overall uptick in all categories since the end of 2006."
Read full post: https://www.directorship.com/ceos-getting-confidence-back
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Articles About Influence and Persuasion Science and Practice
Articles About Influence and Persuasion Science and Practice
The Costs of Ignoring Opportunity Costs
By Noah Goldstein, Ph.D.
Excerpts:
On the face of things, it sounds obvious that decision-makers would strongly consider factors like the opportunity costs of choosing Option A over the less expensive Option B. In other words, it seems like a no-brainer that decision-makers would realize that spending $500 more on Option A means that they won’t have that $500 to spend on other opportunities. Yet they don’t think much about this, at least not without some gentle prodding. Frederick and his colleagues suggested a simple yet often-overlooked solution to the potential problem: Give decision-makers a little help by making the tradeoff in cost more explicit.
Read full article: http://www.insideinfluence.com/article.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
The Costs of Ignoring Opportunity Costs
By Noah Goldstein, Ph.D.
Excerpts:
On the face of things, it sounds obvious that decision-makers would strongly consider factors like the opportunity costs of choosing Option A over the less expensive Option B. In other words, it seems like a no-brainer that decision-makers would realize that spending $500 more on Option A means that they won’t have that $500 to spend on other opportunities. Yet they don’t think much about this, at least not without some gentle prodding. Frederick and his colleagues suggested a simple yet often-overlooked solution to the potential problem: Give decision-makers a little help by making the tradeoff in cost more explicit.
Read full article: http://www.insideinfluence.com/article.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
One in six of us don't trust our boss | Badenoch & Clark
One in six of us don't trust our boss Badenoch & Clark
One in six of us don't trust our boss
26 May 2009
Excerpts:
According to the latest Employment Study from Badenoch & Clark, British managers are struggling to win the trust of their people – one in six of the UK professional workforce don’t believe a word their employer says.
As British companies continue to struggle under the cloud of the recession, it seems the workforce is becoming increasingly sceptical of the news coming out of the boardroom.
Only 15% of the 1,005 workers that took part in the study were willing to admit that they totally trusted their manager, leaving a startling 85% of us wary of at least some of the information we receive from higher up the organisation.
“The erosion of that trust will result in a disengaged workforce, and one that harbours little loyalty to the organisation. There will be very little willingness to go the extra mile during the working day. Once the economy picks up and job opportunities start becoming more widespread, the employers with the lowest levels of trust could also see many of their most valued people leave.
Read full article: http://www.badenochandclark.com/news/one-in-six-don_t-trust-boss
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
One in six of us don't trust our boss
26 May 2009
Excerpts:
According to the latest Employment Study from Badenoch & Clark, British managers are struggling to win the trust of their people – one in six of the UK professional workforce don’t believe a word their employer says.
As British companies continue to struggle under the cloud of the recession, it seems the workforce is becoming increasingly sceptical of the news coming out of the boardroom.
Only 15% of the 1,005 workers that took part in the study were willing to admit that they totally trusted their manager, leaving a startling 85% of us wary of at least some of the information we receive from higher up the organisation.
“The erosion of that trust will result in a disengaged workforce, and one that harbours little loyalty to the organisation. There will be very little willingness to go the extra mile during the working day. Once the economy picks up and job opportunities start becoming more widespread, the employers with the lowest levels of trust could also see many of their most valued people leave.
Read full article: http://www.badenochandclark.com/news/one-in-six-don_t-trust-boss
***********************************************************************
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 Succeed With Your New Boss — HBS Working Knowledge
How to Succeed With Your New Boss — HBS Working Knowledge
How to Succeed With Your New Boss
Published:
June 3, 2002
Author:
Michael Watkins
Excerpts:
Your new boss will have more impact than anyone else over whether you succeed or fail. Your boss establishes benchmarks for your success, interprets your actions for other key players, and controls resources you need. Building a productive working relationship with him or her while you establish your mandate and negotiate for resources is a clear early priority.
Read full article:
http://hbswk.hbs.edu/item/2957.html#top
***********************************************************************
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 Succeed With Your New Boss
Published:
June 3, 2002
Author:
Michael Watkins
Excerpts:
Your new boss will have more impact than anyone else over whether you succeed or fail. Your boss establishes benchmarks for your success, interprets your actions for other key players, and controls resources you need. Building a productive working relationship with him or her while you establish your mandate and negotiate for resources is a clear early priority.
Read full article:
http://hbswk.hbs.edu/item/2957.html#top
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Friday, July 10, 2009
Self Confidence...Your Most Important Life Skill - Insurance Voice Newsletter
Insurance Voice Newsletter
July 2009 News >
Self Confidence...Your Most Important Life Skill >
Scott Addis >
Excerpts: >
Self confidence is an attitude that is characterized by a positive belief that you can take control of your life and of your plans. It is a belief in your abilities. Confidence is the state of being certain that a chosen course of action is the most effective given the circumstances. People who are self confident are those who acknowledge their capacity to do something and then proceed to do these things. They do not rely on the approval of other people in order to affirm their existence. It is enough that they know they have the capacity and the potential to do something, and the guts to do it no matter what others may say. People who are self confident take advantage of opportunities that come their way. Self confidence can be a self-fulfilling prophecy, as those without it may fail or not try because they lack it and those with it may succeed because they have it. >
Henry Ford once said, “If you think you can, you can. And if you think you can’t, you are right.” Knowing how to be confident is all about believing in yourself. Learning to be confident starts with small challenges and gradually builds up to bigger ones. Confidence is built one step at a time. You must realize that even those people who appear to be very self confident acquired this trait over time. You acquire confidence through key attributes including:>
1. Knowledge. Education, research, analysis, investigation, observation and, most importantly, first hand experience. 2. Skill. Your ability to effectively utilize this knowledge. 3. Attitude. Your belief that you have the ability to control outcomes. >
Self confidence is about balance. There are people with low self confidence. At the other extreme, there are people who are over confident. Over confident people often take too much risk, stretch themselves beyond their capabilities and eventually run into road blocks. Over confidence is having unmerited confidence – believing that something or someone is capable when they are not. Choking refers to losing confidence, especially self confidence, just at the moment when it is needed most and doing poorly as a result. >
The confident person risks security and comfort to achieve higher levels of growth and independence. They have the ability to see obstacles as opportunities. Each day begins and ends with a sense of clarity, simplicity and a purpose. >
Highly self confident people feel in control. They have the ability to shut out distractions, establish priorities, make sound judgments, create strategies and carry them out effectively. They make good use of their strengths and resources. Most importantly, self confident individuals possess an ability to create value for themselves and those around them. >
Knowing how to be confident is a matter of strategy. Start by acknowledging your abilities and talents, avoid situations that discourage you from gaining confidence and seek opportunities to enhance your self-esteem. Success breeds confidence. Confidence breeds success. Confidence… Your Most Important Life Skill. >
The author, Scott Addis, is the President and CEO of The Addis Group and Addis Intellectual Capital, LLC (AIC). AIC is a coaching and consulting company whose purpose is to transform the process that insurance agents, brokers and carriers use when working with clients. Scott is recognized as an industry leader having been awarded the Inc. Magazine's "Entrepreneur of the Year" Award as well as "25 Most Innovative Agents in America". Scott can be reached at saddis@beyondinsurance.com or 610-945-1019.
Read Full Article: http://www.marketscout.com/voice/july09/addis_7_09.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
July 2009 News >
Self Confidence...Your Most Important Life Skill >
Scott Addis >
Excerpts: >
Self confidence is an attitude that is characterized by a positive belief that you can take control of your life and of your plans. It is a belief in your abilities. Confidence is the state of being certain that a chosen course of action is the most effective given the circumstances. People who are self confident are those who acknowledge their capacity to do something and then proceed to do these things. They do not rely on the approval of other people in order to affirm their existence. It is enough that they know they have the capacity and the potential to do something, and the guts to do it no matter what others may say. People who are self confident take advantage of opportunities that come their way. Self confidence can be a self-fulfilling prophecy, as those without it may fail or not try because they lack it and those with it may succeed because they have it. >
Henry Ford once said, “If you think you can, you can. And if you think you can’t, you are right.” Knowing how to be confident is all about believing in yourself. Learning to be confident starts with small challenges and gradually builds up to bigger ones. Confidence is built one step at a time. You must realize that even those people who appear to be very self confident acquired this trait over time. You acquire confidence through key attributes including:>
1. Knowledge. Education, research, analysis, investigation, observation and, most importantly, first hand experience. 2. Skill. Your ability to effectively utilize this knowledge. 3. Attitude. Your belief that you have the ability to control outcomes. >
Self confidence is about balance. There are people with low self confidence. At the other extreme, there are people who are over confident. Over confident people often take too much risk, stretch themselves beyond their capabilities and eventually run into road blocks. Over confidence is having unmerited confidence – believing that something or someone is capable when they are not. Choking refers to losing confidence, especially self confidence, just at the moment when it is needed most and doing poorly as a result. >
The confident person risks security and comfort to achieve higher levels of growth and independence. They have the ability to see obstacles as opportunities. Each day begins and ends with a sense of clarity, simplicity and a purpose. >
Highly self confident people feel in control. They have the ability to shut out distractions, establish priorities, make sound judgments, create strategies and carry them out effectively. They make good use of their strengths and resources. Most importantly, self confident individuals possess an ability to create value for themselves and those around them. >
Knowing how to be confident is a matter of strategy. Start by acknowledging your abilities and talents, avoid situations that discourage you from gaining confidence and seek opportunities to enhance your self-esteem. Success breeds confidence. Confidence breeds success. Confidence… Your Most Important Life Skill. >
The author, Scott Addis, is the President and CEO of The Addis Group and Addis Intellectual Capital, LLC (AIC). AIC is a coaching and consulting company whose purpose is to transform the process that insurance agents, brokers and carriers use when working with clients. Scott is recognized as an industry leader having been awarded the Inc. Magazine's "Entrepreneur of the Year" Award as well as "25 Most Innovative Agents in America". Scott can be reached at saddis@beyondinsurance.com or 610-945-1019.
Read Full Article: http://www.marketscout.com/voice/july09/addis_7_09.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, July 8, 2009
Benefit From Behavioral Finance - Forbes.com
Benefit From Behavioral Finance - Forbes.com
Intelligent Investing
Benefit From Behavioral Finance Michael Ervolini, 07.07.09, 02:30 PM EDT
There is more going into your investment decisions than you think. Behavioral finance can help you know your unconscious brain.
Excerpts:
Investment decisions aren't really about deliberating risk and return. Surprisingly often, they are swayed by subconscious decisions that produce knee-jerk reactions. Research suggests that emotions are essential to decision making, however, not just a weakness that needs to be overcome. Emotions are, it turns out, especially useful in helping us make decisions when we face lots of choices. Yet unguided emotions can overwhelm investment thinking and push us to financial mistakes. Professional investors increasingly are investing in their own self-awareness to contain emotional missteps. At their own level, so can individual investors. And that brings us to three basic building blocks for self-aware investing: the role of the unconscious, emotional thinking and the value of a plan.
As much as 95% of all thinking occurs in the unconscious brain where we store beliefs, rules-of-thumb, biases and emotions. Unlike the ploddingly sequential processing that happens in the conscious brain, the unconscious is lightening fast and can work on multiple elements of a problem at once. If the conscious brain is an abacus, the unconscious brain as a super computer. The abacus does as you instruct it within its limitations. The computer offers much more potential, but will only do exactly what is commanded, which can be very different from what you want. That's how we get in trouble. Since we can't probe and review the beliefs, fears, heuristics and other instructions within the unconscious, it often makes decisions that are not in line with our purpose. Bad habits affect investing the same way they cause trouble in sports.
Two forces within the unconscious battle for supremacy--logic and emotion. Logical thinking involves making the most reasonable use of, or explanation for, the information available. What scientists call achieving the best fit for the data or what you and I might term "connecting the dots to draw the clearest picture." In contrast, emotional thinking is about making us feel good and avoiding discomfort. The unconscious does this by interpreting information to support existing beliefs and to stay clear of fears or conclusions that might challenge our beliefs. This interplay between logical and emotional thinking is called Motivated Reasoning. Remember the image from the freshman psychology book that can be interpreted as a vase or an old woman. The data or image never changes, but different people are motivated to see one resolution or the other. This dual interpretation of facts helps explain why the same drop in the Dow is, for some, a buy signal, and for others it triggers a sell.
Experience alone will not guarantee that you make effective financial decisions. To the contrary, experience is often how we learn to make poor judgments. It turns out that we learn much of what we know unintentionally or unconsciously. That makes it all too easy to make wrong associations and learn that A, B, C are usually followed by K. A common form of such faulty learning is termed Self Attribution. We ascribe the positive outcomes in our past to our good choices, while dismissing poor outcomes as the fault of others--a fickle market perhaps or decisions we really did not want to make anyhow. Such skewed thinking generally results in over-confidence in our abilities and under appreciation of risk. This kind of thinking can reek havoc on your portfolio.
Read full article: http://www.forbes.com/2009/07/07/ervolini-behavioral-finance-intelligent-investing-commentary.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Intelligent Investing
Benefit From Behavioral Finance Michael Ervolini, 07.07.09, 02:30 PM EDT
There is more going into your investment decisions than you think. Behavioral finance can help you know your unconscious brain.
Excerpts:
Investment decisions aren't really about deliberating risk and return. Surprisingly often, they are swayed by subconscious decisions that produce knee-jerk reactions. Research suggests that emotions are essential to decision making, however, not just a weakness that needs to be overcome. Emotions are, it turns out, especially useful in helping us make decisions when we face lots of choices. Yet unguided emotions can overwhelm investment thinking and push us to financial mistakes. Professional investors increasingly are investing in their own self-awareness to contain emotional missteps. At their own level, so can individual investors. And that brings us to three basic building blocks for self-aware investing: the role of the unconscious, emotional thinking and the value of a plan.
As much as 95% of all thinking occurs in the unconscious brain where we store beliefs, rules-of-thumb, biases and emotions. Unlike the ploddingly sequential processing that happens in the conscious brain, the unconscious is lightening fast and can work on multiple elements of a problem at once. If the conscious brain is an abacus, the unconscious brain as a super computer. The abacus does as you instruct it within its limitations. The computer offers much more potential, but will only do exactly what is commanded, which can be very different from what you want. That's how we get in trouble. Since we can't probe and review the beliefs, fears, heuristics and other instructions within the unconscious, it often makes decisions that are not in line with our purpose. Bad habits affect investing the same way they cause trouble in sports.
Two forces within the unconscious battle for supremacy--logic and emotion. Logical thinking involves making the most reasonable use of, or explanation for, the information available. What scientists call achieving the best fit for the data or what you and I might term "connecting the dots to draw the clearest picture." In contrast, emotional thinking is about making us feel good and avoiding discomfort. The unconscious does this by interpreting information to support existing beliefs and to stay clear of fears or conclusions that might challenge our beliefs. This interplay between logical and emotional thinking is called Motivated Reasoning. Remember the image from the freshman psychology book that can be interpreted as a vase or an old woman. The data or image never changes, but different people are motivated to see one resolution or the other. This dual interpretation of facts helps explain why the same drop in the Dow is, for some, a buy signal, and for others it triggers a sell.
Experience alone will not guarantee that you make effective financial decisions. To the contrary, experience is often how we learn to make poor judgments. It turns out that we learn much of what we know unintentionally or unconsciously. That makes it all too easy to make wrong associations and learn that A, B, C are usually followed by K. A common form of such faulty learning is termed Self Attribution. We ascribe the positive outcomes in our past to our good choices, while dismissing poor outcomes as the fault of others--a fickle market perhaps or decisions we really did not want to make anyhow. Such skewed thinking generally results in over-confidence in our abilities and under appreciation of risk. This kind of thinking can reek havoc on your portfolio.
Read full article: http://www.forbes.com/2009/07/07/ervolini-behavioral-finance-intelligent-investing-commentary.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
10 ways to stay out of trouble when you post to social networking sites | 10 Things | TechRepublic.com
10 ways to stay out of trouble when you post to social networking sites 10 Things TechRepublic.com
Date: July 6th, 2009
Author: Debra Littlejohn Shinder
Category: 10 things, Career
Tags: Facebook, Network, Site, Post, Friend, Social Networking Site, Deb Shinder, Family Member, Social Networking, Online Communications
The new head of British foreign intelligence recently demonstrated that anyone can suffer potentially embarrassing or damaging revelations through social networking activity - and even the most mundane and seemingly benign tweets and status updates can have far-reaching consequences. Deb Shinder explains why you should watch your step.
Read full post: http://blogs.techrepublic.com.com/10things/?p=851
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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.
Date: July 6th, 2009
Author: Debra Littlejohn Shinder
Category: 10 things, Career
Tags: Facebook, Network, Site, Post, Friend, Social Networking Site, Deb Shinder, Family Member, Social Networking, Online Communications
The new head of British foreign intelligence recently demonstrated that anyone can suffer potentially embarrassing or damaging revelations through social networking activity - and even the most mundane and seemingly benign tweets and status updates can have far-reaching consequences. Deb Shinder explains why you should watch your step.
Read full post: http://blogs.techrepublic.com.com/10things/?p=851
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Tuesday, July 7, 2009
P&C Industry Doesn’t Need Systemic Regulator
P&C Industry Doesn’t Need Systemic Regulator
By DAVID A. SAMPSON
Published 7/6/2009
Excerpts:
The Obama administration’s initial comprehensive white paper on financial services regulatory reform explicitly acknowledged that traditional property and casualty insurers did not cause the current fiscal crisis.
In the midst of the current meltdown, the p&c industry has performed well, which underscores that overall it is not systemically risky.
An analysis of the recent and historical impairment activity over the last 30 years for major sectors of the financial services industry demonstrates clearly that the p&c industry has a consistent and low historic impairment rate that is uncorrelated with larger economic downturns.
Other financial sectors have shown tremendous variance, with spikes in impairments going hand-in-hand with recessions.
The life and health insurance business registered nearly 4 percent in impairments during the 1990-91 recession, while banks approached 10 percent in 2008.
But the most marked spikes, historically, have been among thrifts, which hit 4 percent by the end of the 1980-82 recession, shot past 12 percent in 1991, and zoomed off the chart in 2008 to 31.2 percent.
Conversely, the percentage of industry impairments since 1980 in the p&c insurance sector has never risen above 1.5 percent, and has been consistently close to zero since 2004—even during the current down cycle.
Read full article: http://www.property-casualty.com/Issues/2009/July%206%202009/Pages/PC-Industry-Doesnt-Need-Systemic-Regulator.aspx
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
By DAVID A. SAMPSON
Published 7/6/2009
Excerpts:
The Obama administration’s initial comprehensive white paper on financial services regulatory reform explicitly acknowledged that traditional property and casualty insurers did not cause the current fiscal crisis.
In the midst of the current meltdown, the p&c industry has performed well, which underscores that overall it is not systemically risky.
An analysis of the recent and historical impairment activity over the last 30 years for major sectors of the financial services industry demonstrates clearly that the p&c industry has a consistent and low historic impairment rate that is uncorrelated with larger economic downturns.
Other financial sectors have shown tremendous variance, with spikes in impairments going hand-in-hand with recessions.
The life and health insurance business registered nearly 4 percent in impairments during the 1990-91 recession, while banks approached 10 percent in 2008.
But the most marked spikes, historically, have been among thrifts, which hit 4 percent by the end of the 1980-82 recession, shot past 12 percent in 1991, and zoomed off the chart in 2008 to 31.2 percent.
Conversely, the percentage of industry impairments since 1980 in the p&c insurance sector has never risen above 1.5 percent, and has been consistently close to zero since 2004—even during the current down cycle.
Read full article: http://www.property-casualty.com/Issues/2009/July%206%202009/Pages/PC-Industry-Doesnt-Need-Systemic-Regulator.aspx
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Brain Quickly Detects Happiness in Others - Forbes.com
Brain Quickly Detects Happiness in Others - Forbes.com
07.06.09, 02:00 PM EDT
Study finds people perceive positive expressions more accurately than sad ones
Excerpts:
MONDAY, July 6 (HealthDay News) -- When it comes to picking up emotional signals from others, the brain responds to happiness faster than sadness, a new study has found.
Researchers at the University of Barcelona in Spain zeroed in on the right cerebral hemisphere as the brain's center for processing emotional signals from other people. Not only does the right hemisphere process emotions faster than the left hemisphere, it's particularly eager when it comes to happy vibes, they found.
"Positive expressions, or expressions of approach, are perceived more quickly and more precisely than negative or withdrawal ones," study author J. Antonio Aznar-Casanova told a Spanish science news service. "So, happiness and surprise are processed faster than sadness and fear."
Read full article: http://www.forbes.com/feeds/hscout/2009/07/06/hscout628335.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
07.06.09, 02:00 PM EDT
Study finds people perceive positive expressions more accurately than sad ones
Excerpts:
MONDAY, July 6 (HealthDay News) -- When it comes to picking up emotional signals from others, the brain responds to happiness faster than sadness, a new study has found.
Researchers at the University of Barcelona in Spain zeroed in on the right cerebral hemisphere as the brain's center for processing emotional signals from other people. Not only does the right hemisphere process emotions faster than the left hemisphere, it's particularly eager when it comes to happy vibes, they found.
"Positive expressions, or expressions of approach, are perceived more quickly and more precisely than negative or withdrawal ones," study author J. Antonio Aznar-Casanova told a Spanish science news service. "So, happiness and surprise are processed faster than sadness and fear."
Read full article: http://www.forbes.com/feeds/hscout/2009/07/06/hscout628335.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Friday, July 3, 2009
Video: Dr. Brad Smart & Topgrading - Topgrade Your Organization In Order To Achieve Success (7:50 Minutes)
Video: Dr. Brad Smart & Topgrading - Topgrade Your Organization In Order To Achieve Success (7:50 Minutes)
See Video: http://www.youtube.com/watch?v=oIn8RGbg7OA
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
See Video: http://www.youtube.com/watch?v=oIn8RGbg7OA
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
UPDATE 2-US SEC moves to shake up corporate governance | Industries | Financial Services & Real Estate | Reuters
UPDATE 2-US SEC moves to shake up corporate governance Industries Financial Services & Real Estate Reuters
Wed Jul 1, 2009 3:53pm EDT
By Rachelle Younglai
Excerpts:
* SEC limits broker-dealer votes on corporate directors
* SEC proposes disclosing directors' qualifications
* Proposal would detail fees for exec pay consultants
* Advisory vote on executive pay at TARP recipients (Recasts; adds broker-dealer vote, say on pay, industry comment, detail on director disclosures)
WASHINGTON, July 1 (Reuters) - U.S. securities regulators moved to change how companies elect board members and govern themselves, tilting the corporate playing field toward investors who have complained of weak boards and lavish pay for top executives.
The Securities and Exchange Commission on Wednesday proposed requiring companies to tell shareholders more about pay policies, board members' qualifications and why they chose a certain leadership structure.
The SEC also voted, 3-2, to adopt a long-standing proposal that would bar broker-dealers from voting for corporate directors on behalf of their clients unless told to do so.
Read Full Article: http://www.reuters.com/article/rbssFinancialServicesAndRealEstateNews/idUSN0150814920090701
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wed Jul 1, 2009 3:53pm EDT
By Rachelle Younglai
Excerpts:
* SEC limits broker-dealer votes on corporate directors
* SEC proposes disclosing directors' qualifications
* Proposal would detail fees for exec pay consultants
* Advisory vote on executive pay at TARP recipients (Recasts; adds broker-dealer vote, say on pay, industry comment, detail on director disclosures)
WASHINGTON, July 1 (Reuters) - U.S. securities regulators moved to change how companies elect board members and govern themselves, tilting the corporate playing field toward investors who have complained of weak boards and lavish pay for top executives.
The Securities and Exchange Commission on Wednesday proposed requiring companies to tell shareholders more about pay policies, board members' qualifications and why they chose a certain leadership structure.
The SEC also voted, 3-2, to adopt a long-standing proposal that would bar broker-dealers from voting for corporate directors on behalf of their clients unless told to do so.
Read Full Article: http://www.reuters.com/article/rbssFinancialServicesAndRealEstateNews/idUSN0150814920090701
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Ricci v. DeStefano: U.S. Supreme Court Rules for White Employees in Race Discrimination Case- The Law Firm of Faegre & Benson LLP
Ricci v. DeStefano: U.S. Supreme Court Rules for White Employees in Race Discrimination Case- The Law Firm of Faegre & Benson LLP
02-July-2009>
AuthorsSarah Benjes John W. Polley >
Excerpts:
On June 29, the U.S. Supreme Court issued a controversial 5-4 decision in Ricci v. DeStefano, holding that the city of New Haven, Connecticut engaged in intentional race discrimination when it decided not to use test results because doing so would have negatively impacted black firefighter candidates applying for promotions.>
- Factual Background >
- Case Holding >
- Practical Implications for Employers >
Read Full Article: http://www.faegre.com/showarticle.aspx?mailingId=1935&Email=jjacobs@jacobsadvisors.com&Show=9926 >
About Faegre & Benson With more than 500 lawyers worldwide, Faegre & Benson handles the complex and challenging transactions and litigation facing businesses today.>
Our lawyers collaborate with one another and with our clients to address the full range of business issues and to deliver timely, cost-effective business and legal solutions. We serve businesses throughout the United States, Europe and Asia. Established in Minneapolis, Minnesota in 1886, our firm has evolved into one of the 100 largest law firms headquartered in the United States. Our firm has served clients in nearly every U.S. state, and in nearly 100 countries.>
We are recognized by independent third-parties for our expertise and excellence in client service, technology, culture and corporate citizenship. We are ranked among the leading U.S. law firms in serving the needs of multinational clients.>
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
02-July-2009>
AuthorsSarah Benjes John W. Polley >
Excerpts:
On June 29, the U.S. Supreme Court issued a controversial 5-4 decision in Ricci v. DeStefano, holding that the city of New Haven, Connecticut engaged in intentional race discrimination when it decided not to use test results because doing so would have negatively impacted black firefighter candidates applying for promotions.>
- Factual Background >
- Case Holding >
- Practical Implications for Employers >
Read Full Article: http://www.faegre.com/showarticle.aspx?mailingId=1935&Email=jjacobs@jacobsadvisors.com&Show=9926 >
About Faegre & Benson With more than 500 lawyers worldwide, Faegre & Benson handles the complex and challenging transactions and litigation facing businesses today.>
Our lawyers collaborate with one another and with our clients to address the full range of business issues and to deliver timely, cost-effective business and legal solutions. We serve businesses throughout the United States, Europe and Asia. Established in Minneapolis, Minnesota in 1886, our firm has evolved into one of the 100 largest law firms headquartered in the United States. Our firm has served clients in nearly every U.S. state, and in nearly 100 countries.>
We are recognized by independent third-parties for our expertise and excellence in client service, technology, culture and corporate citizenship. We are ranked among the leading U.S. law firms in serving the needs of multinational clients.>
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, July 1, 2009
Body Language Decoded - Forbes.com
Body Language Decoded - Forbes.com
Leadership
Body Language Decoded
Raquel Laneri, 06.23.09, 04:40 PM EDT
In Pictures: Seven Common Body Language Mistakes >
Excerpts
In Pictures: Seven Common Body Language Mistakes
Jeannine Fallon, executive director of corporate communications at Edmunds.com, learned this at a training course called "Women Unlimited," which she attended when she worked at Volvo 10 years ago. >
"I distinctly remember one insight," she says of the session. "At a boardroom table, women tend to pile all their materials neatly and sit tucked into the table, while men tend to sprawl out, push away from the table, cross his ankle over a knee and lock arms behind his head. It was impressed upon us that the concept of taking up space correlates to the concept of dominance." The result? "I've never sat tucked into a table since." >
An image is worth 1,000 words: No matter how illustrious our resumes, how brilliant our ideas, how Calvinist our work ethic, we are judged by how we present ourselves. Research shows that it takes four minutes to make a first impression, and, according to a widely cited study by UCLA professor Albert Mehrabian, body language accounts for 55% of that impression (38% comes from tone of voice; the remaining 7% from our actual words). >
Unfortunately, says Carey O'Donnell, president of Carey O'Donnell Public Relations Group, based in West Palm Beach, Fla., "many of us have no idea that our non-verbal cues are making an impact. There are thousands of micro-expressions, and people are reading these, even if they are only subconsciously translating these cues." >
Some of the visual ticks common to women: >
--Tilting your head--a sign of listening that can be misinterpreted as one of submission or even flirting.>
--Folding your hands on your lap--hiding your hands under a conference table or desk, for example, signals untrustworthiness; a cue from ancient times, when men would reveal their palms to show they were unarmed. >
--Crossing your legs--a sign of resistance. >
--Excessive smiling--an indication that you lack gravitas and seriousness. >
--Folding your arms in front of you--translates to insecurity or defensiveness. >
--Playing with or tugging at your hair, jewelry or clothes--can signal distress or, again, be misinterpreted as flirting. >
Many of these habits are deeply engrained and, even when we think we have expunged them, tend to flare up when we are in stressful or nervous situations. >
"For example, when there are only men at a meeting and one woman, the woman tends to get nervous," says Carol Kinsey Goman, executive coach and author of The Nonverbal Advantage. "Because they are larger and take up space, men have an imposing, assertive demeanor. And that can be intimidating." >
"Women are much more expressive than men," she adds. "Men have more of a poker face, and it drives us nuts because we can't read what's happening--we don't know where we stand. … And when we keep explaining a point and see no reaction, we tend to panic and overdo it to make case." >
So, how do we mitigate these ticks if we aren't even aware we are doing them? >
Read Full Article: http://www.forbes.com/2009/06/23/body-language-first-impression-forbes-woman-leadership-communication.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Leadership
Body Language Decoded
Raquel Laneri, 06.23.09, 04:40 PM EDT
In Pictures: Seven Common Body Language Mistakes >
Excerpts
In Pictures: Seven Common Body Language Mistakes
Jeannine Fallon, executive director of corporate communications at Edmunds.com, learned this at a training course called "Women Unlimited," which she attended when she worked at Volvo 10 years ago. >
"I distinctly remember one insight," she says of the session. "At a boardroom table, women tend to pile all their materials neatly and sit tucked into the table, while men tend to sprawl out, push away from the table, cross his ankle over a knee and lock arms behind his head. It was impressed upon us that the concept of taking up space correlates to the concept of dominance." The result? "I've never sat tucked into a table since." >
An image is worth 1,000 words: No matter how illustrious our resumes, how brilliant our ideas, how Calvinist our work ethic, we are judged by how we present ourselves. Research shows that it takes four minutes to make a first impression, and, according to a widely cited study by UCLA professor Albert Mehrabian, body language accounts for 55% of that impression (38% comes from tone of voice; the remaining 7% from our actual words). >
Unfortunately, says Carey O'Donnell, president of Carey O'Donnell Public Relations Group, based in West Palm Beach, Fla., "many of us have no idea that our non-verbal cues are making an impact. There are thousands of micro-expressions, and people are reading these, even if they are only subconsciously translating these cues." >
Some of the visual ticks common to women: >
--Tilting your head--a sign of listening that can be misinterpreted as one of submission or even flirting.>
--Folding your hands on your lap--hiding your hands under a conference table or desk, for example, signals untrustworthiness; a cue from ancient times, when men would reveal their palms to show they were unarmed. >
--Crossing your legs--a sign of resistance. >
--Excessive smiling--an indication that you lack gravitas and seriousness. >
--Folding your arms in front of you--translates to insecurity or defensiveness. >
--Playing with or tugging at your hair, jewelry or clothes--can signal distress or, again, be misinterpreted as flirting. >
Many of these habits are deeply engrained and, even when we think we have expunged them, tend to flare up when we are in stressful or nervous situations. >
"For example, when there are only men at a meeting and one woman, the woman tends to get nervous," says Carol Kinsey Goman, executive coach and author of The Nonverbal Advantage. "Because they are larger and take up space, men have an imposing, assertive demeanor. And that can be intimidating." >
"Women are much more expressive than men," she adds. "Men have more of a poker face, and it drives us nuts because we can't read what's happening--we don't know where we stand. … And when we keep explaining a point and see no reaction, we tend to panic and overdo it to make case." >
So, how do we mitigate these ticks if we aren't even aware we are doing them? >
Read Full Article: http://www.forbes.com/2009/06/23/body-language-first-impression-forbes-woman-leadership-communication.html
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Top-Paying Jobs For Women - Forbes.com
Top-Paying Jobs For Women - Forbes.com
Jenna Goudreau, 06.25.09, 02:30 PM EDT
Excerpts:
Move over CEO, there's a new job in town.
Women are flocking to the labor force in record numbers. Nearly 60% sought or occupied employment in 2008, the latest year for which statistics are available, representing 46.5% of the total U.S. labor force. More than one-third of these women worked in management, professional and related occupations, accounting for 51% of all workers in this top-paying sector.
Though a pay gap persists--women's earnings remain stalled at around 80% of men's--women are finding the jobs that pay them the most, and some may surprise you. Based on a U.S. Department of Labor Women's Bureau 2008 analysis, we ranked women's median weekly earnings as full-time wage and salary workers to uncover the highest-paying jobs for women.
Read Full Article: http://www.forbes.com/2009/06/25/top-paying-jobs-forbes-woman-careers-salary-employment.html?partner=executive_picks_newsletter
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Jenna Goudreau, 06.25.09, 02:30 PM EDT
Excerpts:
Move over CEO, there's a new job in town.
Women are flocking to the labor force in record numbers. Nearly 60% sought or occupied employment in 2008, the latest year for which statistics are available, representing 46.5% of the total U.S. labor force. More than one-third of these women worked in management, professional and related occupations, accounting for 51% of all workers in this top-paying sector.
Though a pay gap persists--women's earnings remain stalled at around 80% of men's--women are finding the jobs that pay them the most, and some may surprise you. Based on a U.S. Department of Labor Women's Bureau 2008 analysis, we ranked women's median weekly earnings as full-time wage and salary workers to uncover the highest-paying jobs for women.
Read Full Article: http://www.forbes.com/2009/06/25/top-paying-jobs-forbes-woman-careers-salary-employment.html?partner=executive_picks_newsletter
***********************************************************************
This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Insurance industry consolidation likely to rise: Report | Business Insurance
Insurance industry consolidation likely to rise: Report Business Insurance
Posted On: Jun. 22, 2009 2:32 PM CST
Judy Greenwald
Excerpts:
Printed from BusinessInsurance.com
Insurance industry consolidation likely to rise: Report
Posted On: Jun. 22, 2009 2:32 PM CST
Judy Greenwald
Consolidation in the insurance industry is likely to increase this year should companies resolve their financial problems, Deloitte L.L.P. said Monday in a report.
“For both life and (property/casualty) companies, mergers and divestitures can serve as a potentially effective means to increase capital and maintain ratings,” said the report on the insurance industry's merger and acquisition outlook.
“Moreover, it appears many large financial institutions and insurers are looking to shed noncore insurance businesses in order to raise capital. This could fuel a new wave of acquisitions as more insurance companies may be available at attractive valuations,” the report said.
The report said the likely acquirers, “other than Chinese or Japanese companies flush with foreign currency, may well be those Bermuda and European insurers that have avoided major investment losses.”
A major challenge facing buyers, though, will be to structure deals without increasing exposure to investment losses, which means some strategic buyers are seeking to acquire underwriting teams instead of companies, the report said.
The Deloitte report analyzed key factors likely to affect insurance M&A activity. Factors having a near-term effect are evolving M&A strategic objectives, investment valuations and subprime exposures, capital challenges, low valuations and integration challenges.
Under the category of regulatory and financial reporting, factors include changes in insurance company regulation, a push for a globally accepted insurance accounting standard, tax issues and legislation, according to the consulting firm's report.
Copies of the report, “The 2009 Insurance M&A Outlook, Opportunity in an Uncertain Environment,” are available at Deloitte's Web site at: www.deloitte.com/us/insurance.
Read Full Article: http://www.businessinsurance.com/article/20090622/NEWS/906229987
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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.
Posted On: Jun. 22, 2009 2:32 PM CST
Judy Greenwald
Excerpts:
Printed from BusinessInsurance.com
Insurance industry consolidation likely to rise: Report
Posted On: Jun. 22, 2009 2:32 PM CST
Judy Greenwald
Consolidation in the insurance industry is likely to increase this year should companies resolve their financial problems, Deloitte L.L.P. said Monday in a report.
“For both life and (property/casualty) companies, mergers and divestitures can serve as a potentially effective means to increase capital and maintain ratings,” said the report on the insurance industry's merger and acquisition outlook.
“Moreover, it appears many large financial institutions and insurers are looking to shed noncore insurance businesses in order to raise capital. This could fuel a new wave of acquisitions as more insurance companies may be available at attractive valuations,” the report said.
The report said the likely acquirers, “other than Chinese or Japanese companies flush with foreign currency, may well be those Bermuda and European insurers that have avoided major investment losses.”
A major challenge facing buyers, though, will be to structure deals without increasing exposure to investment losses, which means some strategic buyers are seeking to acquire underwriting teams instead of companies, the report said.
The Deloitte report analyzed key factors likely to affect insurance M&A activity. Factors having a near-term effect are evolving M&A strategic objectives, investment valuations and subprime exposures, capital challenges, low valuations and integration challenges.
Under the category of regulatory and financial reporting, factors include changes in insurance company regulation, a push for a globally accepted insurance accounting standard, tax issues and legislation, according to the consulting firm's report.
Copies of the report, “The 2009 Insurance M&A Outlook, Opportunity in an Uncertain Environment,” are available at Deloitte's Web site at: www.deloitte.com/us/insurance.
Read Full Article: http://www.businessinsurance.com/article/20090622/NEWS/906229987
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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.
Bermuda market could take years to recover losses: Survey | Business Insurance
Bermuda market could take years to recover losses: Survey Business Insurance
Posted On: Jun. 30, 2009 5:34 PM CST
Colleen McCarthy
Posted On: Jun. 30, 2009 5:34 PM CST
Colleen McCarthy >
Excerpts:
It could take several years for Bermuda-based insurers and reinsurers to recover from the record investment losses suffered in 2008, an industry report said Tuesday.>
According to a survey by New York-based Deloitte L.L.P., which compiled financial data from 24 of the island’s largest insurers and reinsurers, participants reported $13 billion in aggregate realized and unrealized investment losses in 2008. The declines led to a 15% contraction in aggregate capital and surplus for the group at year-end 2008 compared with the prior year, the report said. >
And although the market experienced higher-than-expected catastrophe losses from Hurricanes Ike and Gustav, survey participants reported an average combined ratio of 90%, representing relatively good underwriting performance, the report said.>
While significant economic pressures persist for 2009, Bermuda-based insurers are well-positioned and are likely to benefit from several positive factors, including hardening reinsurance prices and an ongoing focus on enterprise risk management, the report said.>
In addition, the market still enjoys strong levels of capital adequacy and strong liquidity, and the conservative investment strategy exercised by most Bermuda-based firms should help mitigate potential further investment losses, the report said. Strong results in 2006 and 2007 helped build substantial levels of excess capital for companies entering 2008, the report added. >
Deloitte said it expects the market to recover from 2008 investment losses in the next two years, assuming it experiences normal levels of catastrophe exposures during that time, the report said. >
However, the report said a large catastrophe event—defined as losses of greater than $40 billion—is the greatest risk to the Bermuda market in the short term.>
Also, due to financial turmoil, it’s not certain that all companies would be successful in replenishing their capital bases, the report said. >
The full report, "15th Annual Deloitte Bermuda Insurance Survey 2009," can be read online at www.deloitte.com.>
Read Full Article: http://blogs.techrepublic.com.com/msoffice/?p=1532&tag=nl.e056
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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.
Posted On: Jun. 30, 2009 5:34 PM CST
Colleen McCarthy
Posted On: Jun. 30, 2009 5:34 PM CST
Colleen McCarthy >
Excerpts:
It could take several years for Bermuda-based insurers and reinsurers to recover from the record investment losses suffered in 2008, an industry report said Tuesday.>
According to a survey by New York-based Deloitte L.L.P., which compiled financial data from 24 of the island’s largest insurers and reinsurers, participants reported $13 billion in aggregate realized and unrealized investment losses in 2008. The declines led to a 15% contraction in aggregate capital and surplus for the group at year-end 2008 compared with the prior year, the report said. >
And although the market experienced higher-than-expected catastrophe losses from Hurricanes Ike and Gustav, survey participants reported an average combined ratio of 90%, representing relatively good underwriting performance, the report said.>
While significant economic pressures persist for 2009, Bermuda-based insurers are well-positioned and are likely to benefit from several positive factors, including hardening reinsurance prices and an ongoing focus on enterprise risk management, the report said.>
In addition, the market still enjoys strong levels of capital adequacy and strong liquidity, and the conservative investment strategy exercised by most Bermuda-based firms should help mitigate potential further investment losses, the report said. Strong results in 2006 and 2007 helped build substantial levels of excess capital for companies entering 2008, the report added. >
Deloitte said it expects the market to recover from 2008 investment losses in the next two years, assuming it experiences normal levels of catastrophe exposures during that time, the report said. >
However, the report said a large catastrophe event—defined as losses of greater than $40 billion—is the greatest risk to the Bermuda market in the short term.>
Also, due to financial turmoil, it’s not certain that all companies would be successful in replenishing their capital bases, the report said. >
The full report, "15th Annual Deloitte Bermuda Insurance Survey 2009," can be read online at www.deloitte.com.>
Read Full Article: http://blogs.techrepublic.com.com/msoffice/?p=1532&tag=nl.e056
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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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