How Not to Be a Jerk During Your Next Fight - Oprah.com
How Not to Be a Jerk During Your Next Fight>
By Karen Salmansohn >
If you want to live happily ever after in love, you have to learn how to be good during bad times and not act like a jerk during a fight. Here's how… >
I can sum up in three "acts" the breakdowns and breakups of most relationships since the beginning of time: >
Act 1: You hurt me.>
Act 2: Because you hurt me, I now hurt you.>
Act 3: Because you hurt me, I now hurt you and so you hurt me again and so I hurt you—and downward spiraling we shall go.>
John Gottman, the famed founder of The Love Lab (a family research laboratory where where couples are studied), says he can consistently predict how long a relationship will last, not based on how well a couple gets along, but by how well a couple doesn't get along. A relationship is only as strong as how well the two can deal with their weakest moments and how well they handle conflict. >
3 ways couples deal with conflict >
Gottman's 3 Conflict Strategies: >
- Avoidance/stonewalling (the worst) >
- Fighting (better than avoidance, but still not healthful or helpful) >
- Validation (the winning method—which means really trying to see things from the other person's point of view, and sharing all views with kindness, and the goal of finding a win-win compromise!) >
Gottman believes avoidance/stonewalling is the numero uno contributor to the end of love because it says to your partner: "Yo! I've checked out of this discussion because I don't find you important enough to continue to talk to anymore." >
Ouch. Basically, stonewalling conveys a lack of respect. Interestingly, studies show that most men are physiologically unaffected by their wives' stonewalling. However, stonewalling has quite the opposite affect on women. Wives' heart rates increase dramatically when their husbands stonewall. To add to this, about 85 percent of stonewallers are men! Admittedly, handling the inevitable stresses of a relationship is not an easy task.>
As my favorite philosopher buddy Aristotle says: "Anybody can become angry—that is easy, but to be angry with the right person and to the right degree and at the right time and for the right purpose, and in the right way—that is not within everybody's power and is not easy.">
Translation? When problems arise, it takes what Aristotle calls "the virtue of discipline" to resist lapsing into avoidance/stonewalling or outright fighting. And it takes "the virtue of discipline" to self-examine with "conscious insight" to assess your self-responsibility. Finally, it takes "the virtue of discipline" to do the right thing and to be a good person when the going gets rough. >
Translation to this translation? For the most part, human beings aren't bad. Human beings are simply weak. Human beings just don't want to put in the "virtue of discipline" to be good and behave with high integrity. >
Believe me, I know how hard it is to be good during bad times. Unfortunately, being a good person isn't just something that happens naturally—like growing taller or hairier. However, high-integrity values like being good, considerate, empathetic and self-responsible are worth the "virtue of discipline," because every low-integrity, knee-jerk-be-a-jerk action sways you—then swerves you—farther away from your most important aim in life, becoming your highest potential, which is what brings the deepest happiness. >
How to make better choices during your next fight >
It's Your Choice >
As Aristotle said, "Virtue is a character concerned with choice." And so it's always your choice: >
1. You can be cold, hurtful and stonewall in the immediate gratification moment—and cash in on the low-level pleasure this brings. >
2. Or, you can tap into the "virtue of discipline" and speak up warmly because you recognize soul-nurturing love is everyone's main source for true happiness—not the satisfaction of being right in the moment! >
To sum it up: If you want to live happily ever after in love, it is absolutely essential you put in the "virtue of discipline." >
Here are the top two essential traits for true love from my book Prince Harming Syndrome: >
- You and your partner must want to grow. >
- You and your partner must understand that a relationship is not simply a den of pleasure. It is also a laboratory for growth a place where you learn to harness the "virtue of discipline" to become highest potential. >
5 things to do during your next fight >
5 Ways to Not Be a Jerk during Your Next Fight >
If you've been fighting with your sweetie lately, here are some "high-integrity" methods for conflict resolution: >
1. Pick the right time and the right place. Do you have at least 30 minutes of uninterrupted time? Can you talk openly, not self-consciously? In general, the best place to talk is alone in your home, where you can sit facing each other, with good, strong eye contact. >
2. Avoid harsh start-ups. Gottman says he can predict 96 percent of the time how a conversation will end based on its first three minutes. Do not start out blaming or calling your partner bad names. Your partner will spend more time defending himself than attending to your needs and feelings. Try beginning with a compliment about what you appreciate about your partner. Also, include a reminder about how you really want to work on your relationship, so it succeeds and you both can grow together. Begin by calmly explaining how the conflict affects you—your feelings, values, dreams and goals. Recognize that eventually most fights do not stay about the fight's topic, but rather the "way" people choose to fight. >
3. Instead of trying to win arguments, try to have a winning relationship! How? Try talking in "I" sentences instead of "you" sentences—speak more about how you feel. (And "I feel you are a jerk!" is not an example of an "I" statement!) Your goal is to get your partner to empathize, so forget about details and facts. Keep staying with your feelings, values, dreams and goals. From this place of empathy, your partner will better hear you and, therefore, want to find a way to take care of your needs and feelings. If the conversation escalates, be sure to tell your partner that you recognize your truth is not necessarily the whole truth and nothing but the truth. Be ready to be convinced out of your anger and misery. As Stephen Covey brilliantly stated in his fabulous book The 7 Habits of Highly Effective People, "Seek first to understand—then to be understood!" >
4. Put in the "virtue of discipline" to calm yourself before you begin talking. Although studies show that yelling is better than stonewalling, yelling has its share of problems. When people yell, they get themselves even angrier. Interesting factoid: If you and/or your partner's heartbeat gets higher than 100 beats per minute during an argument, you will not be able to fully understand or process what the other person is saying. When you're angry, your brain's processing becomes blocked, and it's literally more difficult to solve problems and express yourself clearly. Plus—duh—you're more likely to foolishly inflame the situation with insults and petty meanness. As Marcus Aurelius said, "How much more grievous are the consequences of anger, than the causes of it?" >
5. Close a difficult conversation by sharing memories of good times and/or your partner's good qualities. Jump-start loving memories, and defuse bad ones. If it's been a while since you've felt that lusty feeling, you can jump-start this phase anew by going back to those first few romantic courtship places. Chances are you'll experience déjà romance all over again. >
Karen Salmansohn is a best-selling author known for creating self-help for people who wouldn't be caught dead reading self-help. Get more information on finding a loving happier-ever-after relationship in her book Prince Harming Syndrome. >
Read Original Post: http://www.oprah.com/article/spirit/knowyourself/pkgtewsk/20090922-orig-not-be-jerk-next-fight#print
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, September 30, 2009
How To Deliver Really Bad News - Forbes.com
How To Deliver Really Bad News - Forbes.com
Entrepreneurs
How To Deliver Really Bad News
Miriam Marcus and Melanie Lindner,
09.25.09, 04:14 PM EDT
Well-honed scripts for the thorniest occasions.
Read Full Article: http://www.forbes.com/2009/09/25/deliver-bad-news-entrepreneurs-management-scripts.html?partner=smallbusiness_newsletter
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Entrepreneurs
How To Deliver Really Bad News
Miriam Marcus and Melanie Lindner,
09.25.09, 04:14 PM EDT
Well-honed scripts for the thorniest occasions.
Read Full Article: http://www.forbes.com/2009/09/25/deliver-bad-news-entrepreneurs-management-scripts.html?partner=smallbusiness_newsletter
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Business Travel Blunders - BusinessWeek
Business Travel Blunders - BusinessWeek
Career and Work September 25, 2009, 12:06PM EST
Business Travel Blunders
All it takes is one thing, whether it's a wardrobe malfunction, a spate of bad weather, or calling someone by the wrong name, to turn a business trip into a business blunder
By Patricia O'Connell
Read article and watch very funny slide show: http://www.businessweek.com/managing/content/sep2009/ca20090925_841452.htm
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Career and Work September 25, 2009, 12:06PM EST
Business Travel Blunders
All it takes is one thing, whether it's a wardrobe malfunction, a spate of bad weather, or calling someone by the wrong name, to turn a business trip into a business blunder
By Patricia O'Connell
Read article and watch very funny slide show: http://www.businessweek.com/managing/content/sep2009/ca20090925_841452.htm
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Repairing Your Company's Risk Management - Forbes.com
Repairing Your Company's Risk Management - Forbes.com
Leadership
Repairing Your Company's Risk Management
William Spinard,
09.28.09, 03:10 PM EDT
An Accenture survey shows how widespread the need for fixing is, and suggests ways to go about it too.
Excerpts:
A snapshot of the results of the survey of 260 chief financial officers, chief risk officers and others responsible for corporate risk in 21 countries suggests just how much surgery may be needed to repair risk management. By huge margins, the respondents identified the following major problems:
--Ineffective integration of risk, return and capital issues in decision making: 85%.
--Lack of alignment between a company's strategy and its risk appetite: 85%.
--Insufficient management understanding of risk exposure types, and lack of agreement on how to mitigate such risks: 82%.
--Inadequate availability of timely risk, finance and business data: 80%.
--Lack of company-wide processes that could provide a complete picture of the impact of risk exposure: 78%.
--Ambiguous divisions of responsibility concerning risk between corporate and business units: 78%
Read full article: http://www.forbes.com/2009/09/28/risk-management-accenture-leadership-governance-strategy.html
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Leadership
Repairing Your Company's Risk Management
William Spinard,
09.28.09, 03:10 PM EDT
An Accenture survey shows how widespread the need for fixing is, and suggests ways to go about it too.
Excerpts:
A snapshot of the results of the survey of 260 chief financial officers, chief risk officers and others responsible for corporate risk in 21 countries suggests just how much surgery may be needed to repair risk management. By huge margins, the respondents identified the following major problems:
--Ineffective integration of risk, return and capital issues in decision making: 85%.
--Lack of alignment between a company's strategy and its risk appetite: 85%.
--Insufficient management understanding of risk exposure types, and lack of agreement on how to mitigate such risks: 82%.
--Inadequate availability of timely risk, finance and business data: 80%.
--Lack of company-wide processes that could provide a complete picture of the impact of risk exposure: 78%.
--Ambiguous divisions of responsibility concerning risk between corporate and business units: 78%
Read full article: http://www.forbes.com/2009/09/28/risk-management-accenture-leadership-governance-strategy.html
***********************************************************************
http://dreamlearndobecome.blogspot.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, September 29, 2009
Barron's sees property-and-casualty insurers rising | Markets | Hot Stocks | Reuters
Barron's sees property-and-casualty insurers rising Markets Hot Stocks Reuters
Barron's sees property-and-casualty insurers rising
Sun Sep 27, 2009 1:43pm EDT
Excerpts:
These stocks are the safest major part of the financial sector, Barron's said, due to their strong balance sheets and ample earnings. Still, the business paper said they are trailing the market this year, after outpacing it last year, as Wall Street has favored riskier bets such as life insurers, securities firms and banks.
Read full Article: http://www.reuters.com/article/hotStocksNews/idUSTRE58Q1UN20090927
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Barron's sees property-and-casualty insurers rising
Sun Sep 27, 2009 1:43pm EDT
Excerpts:
These stocks are the safest major part of the financial sector, Barron's said, due to their strong balance sheets and ample earnings. Still, the business paper said they are trailing the market this year, after outpacing it last year, as Wall Street has favored riskier bets such as life insurers, securities firms and banks.
Read full Article: http://www.reuters.com/article/hotStocksNews/idUSTRE58Q1UN20090927
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Sunday, September 27, 2009
Quirks of the brain: Procrastination's perfect storm | Psychology Today
Goals & Goal Achievement - Quirks of the brain: Procrastination's perfect storm Psychology Today
Goals & Goal Achievement - Note From Jim: If you're interested in leaning more about maximizing goal acheivement, I encourage you to read this article and to follow it's links.
Important: Read Original Post To Acccess Additional Explainations & Supporting Information: http://www.psychologytoday.com/blog/dont-delay/200909/quirks-the-brain-procrastinations-perfect-storm
Psychology Today
September 1, 2009, Procrastination
Quirks of the brain: Procrastination's perfect storm
by Timothy A. Pychyl
I enjoyed reading David Rock's blog posting about why all self-help books are the same. I think he clearly identified some of the "quirks" of our brains. His short list paints a picture of the perfect storm for procrastination.>
Below are David's "top five" (or at least, 5 "bigger quirks" as he put it). With each, I comment on the relation to procrastination and provide links to some of my previous posts where I discuss these in more depth. If you're new to this "Don't Delay" blog, you'll find this post a good introduction to major themes and previous posts.>
1. The brain is built to firstly minimize danger, before maximizing rewards.>
Any threat to self is minimized, any handy reward is tempting. This alone accounts for a great deal of our procrastination as we avoid tasks that threaten the self, and we discount future rewards in favor of immediate gratification. A little more focus on emotional intelligence can help here. Too often, feelings trump reasons, and we give in to feel good. >
2. Too much uncertainty feels dangerous. It feels like possible pain so we avoid it.>
Task uncertainty is a major correlate of procrastination. As David put it, "it feels dangerous." We want to avoid this feeling, and we do. We procrastinate. The things is, we can strategically reduce uncertainty rather than just run away. The uncertainty in our modern world isn't a predator lurking, but our stone-age brain doesn't know this, we simply feel the potential for disaster.
3. Our conscious processing capacity is small, which makes us terrible at a lot of things, including predicting what might make us happy.>
The planning fallacy and our poor ability at affective forecasting creates a very difficult situation for accurately setting realistic goals and sticking to them. We can enhance skills like "time traveling" to improve our predictions, but this takes practice and conscious work.>
4. Our capacity to regulate emotions is limited, depletes fast and needs to be used quickly to be effective.>
Willpower, that sadly limited resource, is a key issue in our self-regulation. Fortunately, it can also be bolstered, restored and used strategically to serve our intentions and goals. Speaking of intentions and goals . . . >
5. Our intentions and goals alter the information that the brain pays attention to.>
Yes, but there is often a big gap between our intentions and our actions, and this is a defining aspect of procrastination. Understanding the first four of these "quirks of our brain" helps us explain just how our intentions and goals alter our attentional processes, for better or worse. Supplementing goal intentions with implementation intentions can help too >
Individual differences matter>
Although our brains may be biased in these ways, one of the other key points that David made was that "All our brains, on one level, are very different." So, even with these major biases in the way we think, there are important individual differences. This means we each have to evaluate which subset of these factors are contributing to our own breakdown in self-regulation. We each also have to create an individualized strategic plan based on this "psychological fingerprint" within the context of our own lives.>
In the end, David has it right. So many self-help books have common themes, as each is working on a common set of human frailties that create a variety of self-regulation failures that trouble us. These defining characteristics of our humanity are set into a wide variety of contexts, and I think this context is something that must be taken into account as each of our lives is defined by the dance of nature via nurture.>
Wisdom is defined by how we translate basic principles into executable strategies in the context of our own life. Wisdom is in realizing how these principles play out in our own thinking. Realizing - making "real" in our lives. This is what the self needs help with, making things we know, things we understand conceptually, real in our day-to-day lives. The costs of delay are mounting for our health and relationships. Just get started. >
Read Original Post To Access Additional Related Articles: http://www.psychologytoday.com/blog/dont-delay/200909/quirks-the-brain-procrastinations-perfect-storm
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Goals & Goal Achievement - Note From Jim: If you're interested in leaning more about maximizing goal acheivement, I encourage you to read this article and to follow it's links.
Important: Read Original Post To Acccess Additional Explainations & Supporting Information: http://www.psychologytoday.com/blog/dont-delay/200909/quirks-the-brain-procrastinations-perfect-storm
Psychology Today
September 1, 2009, Procrastination
Quirks of the brain: Procrastination's perfect storm
by Timothy A. Pychyl
I enjoyed reading David Rock's blog posting about why all self-help books are the same. I think he clearly identified some of the "quirks" of our brains. His short list paints a picture of the perfect storm for procrastination.>
Below are David's "top five" (or at least, 5 "bigger quirks" as he put it). With each, I comment on the relation to procrastination and provide links to some of my previous posts where I discuss these in more depth. If you're new to this "Don't Delay" blog, you'll find this post a good introduction to major themes and previous posts.>
1. The brain is built to firstly minimize danger, before maximizing rewards.>
Any threat to self is minimized, any handy reward is tempting. This alone accounts for a great deal of our procrastination as we avoid tasks that threaten the self, and we discount future rewards in favor of immediate gratification. A little more focus on emotional intelligence can help here. Too often, feelings trump reasons, and we give in to feel good. >
2. Too much uncertainty feels dangerous. It feels like possible pain so we avoid it.>
Task uncertainty is a major correlate of procrastination. As David put it, "it feels dangerous." We want to avoid this feeling, and we do. We procrastinate. The things is, we can strategically reduce uncertainty rather than just run away. The uncertainty in our modern world isn't a predator lurking, but our stone-age brain doesn't know this, we simply feel the potential for disaster.
3. Our conscious processing capacity is small, which makes us terrible at a lot of things, including predicting what might make us happy.>
The planning fallacy and our poor ability at affective forecasting creates a very difficult situation for accurately setting realistic goals and sticking to them. We can enhance skills like "time traveling" to improve our predictions, but this takes practice and conscious work.>
4. Our capacity to regulate emotions is limited, depletes fast and needs to be used quickly to be effective.>
Willpower, that sadly limited resource, is a key issue in our self-regulation. Fortunately, it can also be bolstered, restored and used strategically to serve our intentions and goals. Speaking of intentions and goals . . . >
5. Our intentions and goals alter the information that the brain pays attention to.>
Yes, but there is often a big gap between our intentions and our actions, and this is a defining aspect of procrastination. Understanding the first four of these "quirks of our brain" helps us explain just how our intentions and goals alter our attentional processes, for better or worse. Supplementing goal intentions with implementation intentions can help too >
Individual differences matter>
Although our brains may be biased in these ways, one of the other key points that David made was that "All our brains, on one level, are very different." So, even with these major biases in the way we think, there are important individual differences. This means we each have to evaluate which subset of these factors are contributing to our own breakdown in self-regulation. We each also have to create an individualized strategic plan based on this "psychological fingerprint" within the context of our own lives.>
In the end, David has it right. So many self-help books have common themes, as each is working on a common set of human frailties that create a variety of self-regulation failures that trouble us. These defining characteristics of our humanity are set into a wide variety of contexts, and I think this context is something that must be taken into account as each of our lives is defined by the dance of nature via nurture.>
Wisdom is defined by how we translate basic principles into executable strategies in the context of our own life. Wisdom is in realizing how these principles play out in our own thinking. Realizing - making "real" in our lives. This is what the self needs help with, making things we know, things we understand conceptually, real in our day-to-day lives. The costs of delay are mounting for our health and relationships. Just get started. >
Read Original Post To Access Additional Related Articles: http://www.psychologytoday.com/blog/dont-delay/200909/quirks-the-brain-procrastinations-perfect-storm
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Saturday, September 26, 2009
MU researchers find planning, positivism influence employment success at different stages | Eureka! Science News
MU researchers find planning, positivism influence employment success at different stages Eureka! Science News
e! Science News>
MU researchers find planning, positivism >
influence employment success at different stages >
Published: Thursday, September 24, 2009 - 10:58 in Psychology & Sociology >
With America's unemployment rate higher than it has been in decades, many people find themselves looking for jobs. The process can be tiring and, in such a competitive climate, receiving that final job offer is challenging. In a new study, researchers at the University of Missouri focus on what job seekers need to get ahead of the competition. The Mizzou scientists found that certain planning activities and positive emotions have a large impact on success in finding a job. "We found it most interesting that metacognitive activities¬– thinking about a plan, acting on a plan and reflecting upon that a plan¬– were important early in the job search while having positive emotions were important later in the job search," said Daniel Turban, professor and chair of the Department of Management in the MU Robert J. Trulaske, Sr. College of Business. >
The study found that metacognitive activities, including goal setting and plan development, affect resume submission and success in first interviews, while the ability to maintain positive emotions plays a larger role during second interviews and receiving a final job offer. The researchers also examined how the personality traits of extraversion and conscientiousness affect metacognitive activities and positive emotions. Extraversion, how energetic and outgoing a person is, influenced both metacognitive activities and positive emotions. Conscientiousness, a person's self discipline and dependability, affected metacognitive activities and directly influenced the number of final job offers received. >
"Perhaps, conscientious job seekers conducted better quality job searches by scrutinizing their fit with prospective employers more carefully or more effectively following up with employers," Turban said. >
The researchers administered three surveys to 327 job seekers. The first survey measured personality and demographic information, while the second survey measured positive emotions, metacognitive activities and employment outcomes. A third survey, measuring tapped employment outcomes, was sent to those still job hunting four to five months after the second survey. >
Based on the study findings, Turban suggests job seekers make a plan and continuously assess their progress. It also is important to expect rejections and develop a coping strategy ahead of time. This should help maintain positive emotions throughout the process to improve those chances of getting a job, Turban said.>
"Some of these recommendations seem like they are common sense, but they are just not that common. People don't have strategies, they don't assess their plans, and they don't think about their strategies and reflect on whether it's working or how to make them work better. They just don't do it," Turban said. >
Source: University of Missouri-Columbia >
Read Original Post:
http://esciencenews.com/articles/2009/09/24/mu.researchers.find.planning.positivism.influence.employment.success.different.stages
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
e! Science News>
MU researchers find planning, positivism >
influence employment success at different stages >
Published: Thursday, September 24, 2009 - 10:58 in Psychology & Sociology >
With America's unemployment rate higher than it has been in decades, many people find themselves looking for jobs. The process can be tiring and, in such a competitive climate, receiving that final job offer is challenging. In a new study, researchers at the University of Missouri focus on what job seekers need to get ahead of the competition. The Mizzou scientists found that certain planning activities and positive emotions have a large impact on success in finding a job. "We found it most interesting that metacognitive activities¬– thinking about a plan, acting on a plan and reflecting upon that a plan¬– were important early in the job search while having positive emotions were important later in the job search," said Daniel Turban, professor and chair of the Department of Management in the MU Robert J. Trulaske, Sr. College of Business. >
The study found that metacognitive activities, including goal setting and plan development, affect resume submission and success in first interviews, while the ability to maintain positive emotions plays a larger role during second interviews and receiving a final job offer. The researchers also examined how the personality traits of extraversion and conscientiousness affect metacognitive activities and positive emotions. Extraversion, how energetic and outgoing a person is, influenced both metacognitive activities and positive emotions. Conscientiousness, a person's self discipline and dependability, affected metacognitive activities and directly influenced the number of final job offers received. >
"Perhaps, conscientious job seekers conducted better quality job searches by scrutinizing their fit with prospective employers more carefully or more effectively following up with employers," Turban said. >
The researchers administered three surveys to 327 job seekers. The first survey measured personality and demographic information, while the second survey measured positive emotions, metacognitive activities and employment outcomes. A third survey, measuring tapped employment outcomes, was sent to those still job hunting four to five months after the second survey. >
Based on the study findings, Turban suggests job seekers make a plan and continuously assess their progress. It also is important to expect rejections and develop a coping strategy ahead of time. This should help maintain positive emotions throughout the process to improve those chances of getting a job, Turban said.>
"Some of these recommendations seem like they are common sense, but they are just not that common. People don't have strategies, they don't assess their plans, and they don't think about their strategies and reflect on whether it's working or how to make them work better. They just don't do it," Turban said. >
Source: University of Missouri-Columbia >
Read Original Post:
http://esciencenews.com/articles/2009/09/24/mu.researchers.find.planning.positivism.influence.employment.success.different.stages
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Rough day at work? You won't feel like exercising | Eureka! Science News
Rough day at work? You won't feel like exercising Eureka! Science News
e! Science News
Rough day at work? You won't feel like exercising >
Published: Thursday, September 24, 2009 - 13:17 >in Psychology & Sociology >
Have you ever sat down to work on a crossword puzzle only to find that afterwards you haven't the energy to exercise? Or have you come home from a rough day at the office with no energy to go for a run? A new study, published today in Psychology and Health, reveals that if you use your willpower to do one task, it depletes you of the willpower to do an entirely different task. >
"Cognitive tasks, as well as emotional tasks such as regulating your emotions, can deplete your self-regulatory capacity to exercise," says Kathleen Martin Ginis, associate professor of kinesiology at McMaster University, and lead author of the study. >
Martin Ginis and her colleague Steven Bray used a Stroop test to deplete the self-regulatory capacity of volunteers in the study. (A Stroop test consists of words associated with colours but printed in a different colour. For example, "red" is printed in blue ink.) Subjects were asked to say the colour on the screen, trying to resist the temptation to blurt out the printed word instead of the colour itself. >
"After we used this cognitive task to deplete participants' self-regulatory capacity, they didn't exercise as hard as participants who had not performed the task. The more people "dogged it" after the cognitive task, the more likely they were to skip their exercise sessions over the next 8 weeks. "You only have so much willpower." >
Still, she doesn't see that as an excuse to let people loaf on the sofa. >
"There are strategies to help people rejuvenate after their self-regulation is depleted," she says. "Listening to music can help; and we also found that if you make specific plans to exercise—in other words, making a commitment to go for a walk at 7 p.m. every evening—then that had a high rate of success." >
She says that by constantly challenging yourself to resist a piece of chocolate cake, or to force yourself to study an extra half-hour each night, then you can actually increase your self-regulatory capacity. >
"Willpower is like a muscle: it needs to be challenged to build itself," she says. >
The study was made possible through funding by the Social Sciences and Humanities Research Council of Canada. >
Source: McMaster University
See Original Post: http://esciencenews.com/articles/2009/09/24/rough.day.work.you.wont.feel.exercising
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
e! Science News
Rough day at work? You won't feel like exercising >
Published: Thursday, September 24, 2009 - 13:17 >in Psychology & Sociology >
Have you ever sat down to work on a crossword puzzle only to find that afterwards you haven't the energy to exercise? Or have you come home from a rough day at the office with no energy to go for a run? A new study, published today in Psychology and Health, reveals that if you use your willpower to do one task, it depletes you of the willpower to do an entirely different task. >
"Cognitive tasks, as well as emotional tasks such as regulating your emotions, can deplete your self-regulatory capacity to exercise," says Kathleen Martin Ginis, associate professor of kinesiology at McMaster University, and lead author of the study. >
Martin Ginis and her colleague Steven Bray used a Stroop test to deplete the self-regulatory capacity of volunteers in the study. (A Stroop test consists of words associated with colours but printed in a different colour. For example, "red" is printed in blue ink.) Subjects were asked to say the colour on the screen, trying to resist the temptation to blurt out the printed word instead of the colour itself. >
"After we used this cognitive task to deplete participants' self-regulatory capacity, they didn't exercise as hard as participants who had not performed the task. The more people "dogged it" after the cognitive task, the more likely they were to skip their exercise sessions over the next 8 weeks. "You only have so much willpower." >
Still, she doesn't see that as an excuse to let people loaf on the sofa. >
"There are strategies to help people rejuvenate after their self-regulation is depleted," she says. "Listening to music can help; and we also found that if you make specific plans to exercise—in other words, making a commitment to go for a walk at 7 p.m. every evening—then that had a high rate of success." >
She says that by constantly challenging yourself to resist a piece of chocolate cake, or to force yourself to study an extra half-hour each night, then you can actually increase your self-regulatory capacity. >
"Willpower is like a muscle: it needs to be challenged to build itself," she says. >
The study was made possible through funding by the Social Sciences and Humanities Research Council of Canada. >
Source: McMaster University
See Original Post: http://esciencenews.com/articles/2009/09/24/rough.day.work.you.wont.feel.exercising
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Friday, September 25, 2009
Executive compensation held up in 2008 - Sep. 24, 2009
Executive compensation held up in 2008 - Sep. 24, 2009
Overall executive compensation was little changed last year, despite generally poor stock performance, research firm says.
By Ben Rooney, CNNMoney.com staff reporter
Last Updated: September 24, 2009: 5:55 PM ET
Excerpts:
NEW YORK (CNNMoney.com) -- Compensation for top executives at many of the nation's largest publicly traded firms was essentially unchanged last year, even as the stock market plummeted, according to a study released Thursday.
The Corporate Library, a corporate governance research firm that focuses on executive compensation, said the median change in total compensation for chief executives was a decline of less than 0.1%.
Nevertheless, it was the first time CEO pay declined since the group began tracking such data in 2002, and came after a 4% increase in 2007.
Executive compensation has been in the spotlight recently after a number of big financial firms gave employees huge bonuses last year despite spectacular losses on Wall Street.
Stephen Schwarzman, chief executive of Blackstone Group (BX), was the highest paid CEO in 2008, taking home $702.4 million in salary and stock options. The report notes that the figure was affected by a large stock award Schwarzman received when Blackstone went public in 2007.
A Blackstone spokesman said Schwarzman's compensation was only $350,000 last year and called the report "totally misleading."
Schwarzman was the only CEO from a financial services company to make the top 10 highest paid executives after Wall Street executives dominated the list in previous years.
Oracle Chief Executive Lawrence Ellison, 2007's highest paid CEO, was second on the list, pocketing nearly $557 million.
The bulk of Ellison's compensation came from exercised stock options, which totaled $543 million from a whopping 36 million options. That's despite a 21% drop in Oracle's (ORCL, Fortune 500) share price over 2008.
The next seven CEOs on the list all oversee energy companies, with a median payday of $114 million.
Meanwhile, the Federal Reserve is said to be preparing a proposal that would give the central bank the power to oversee pay practices at some of the biggest financial institutions.
Read full artice: http://money.cnn.com/2009/09/24/news/economy/corporate_library_executive_compensation/?postversion=2009092417
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Overall executive compensation was little changed last year, despite generally poor stock performance, research firm says.
By Ben Rooney, CNNMoney.com staff reporter
Last Updated: September 24, 2009: 5:55 PM ET
Excerpts:
NEW YORK (CNNMoney.com) -- Compensation for top executives at many of the nation's largest publicly traded firms was essentially unchanged last year, even as the stock market plummeted, according to a study released Thursday.
The Corporate Library, a corporate governance research firm that focuses on executive compensation, said the median change in total compensation for chief executives was a decline of less than 0.1%.
Nevertheless, it was the first time CEO pay declined since the group began tracking such data in 2002, and came after a 4% increase in 2007.
Executive compensation has been in the spotlight recently after a number of big financial firms gave employees huge bonuses last year despite spectacular losses on Wall Street.
Stephen Schwarzman, chief executive of Blackstone Group (BX), was the highest paid CEO in 2008, taking home $702.4 million in salary and stock options. The report notes that the figure was affected by a large stock award Schwarzman received when Blackstone went public in 2007.
A Blackstone spokesman said Schwarzman's compensation was only $350,000 last year and called the report "totally misleading."
Schwarzman was the only CEO from a financial services company to make the top 10 highest paid executives after Wall Street executives dominated the list in previous years.
Oracle Chief Executive Lawrence Ellison, 2007's highest paid CEO, was second on the list, pocketing nearly $557 million.
The bulk of Ellison's compensation came from exercised stock options, which totaled $543 million from a whopping 36 million options. That's despite a 21% drop in Oracle's (ORCL, Fortune 500) share price over 2008.
The next seven CEOs on the list all oversee energy companies, with a median payday of $114 million.
Meanwhile, the Federal Reserve is said to be preparing a proposal that would give the central bank the power to oversee pay practices at some of the biggest financial institutions.
Read full artice: http://money.cnn.com/2009/09/24/news/economy/corporate_library_executive_compensation/?postversion=2009092417
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
What Your Suit Says About You - David Silverman - HarvardBusiness.org
What Your Suit Says About You - David Silverman - HarvardBusiness.org
Harvard Business Publishing >
http://blogs.harvardbusiness.org/silverman/2009/09/what-does-a-suit-say-about-you.html >
What Your Suit Says About You >
David Silverman >
Words At Work>
9:52 AM Thursday September 24, 2009 >
There is no surer sign that I've crossed the invisible line into curmudgeon than this: I wear a suit to work every day and want everyone else to also. It's the second half of that statement that's clearly crotchety, but I ask you to hear me out.>
Twenty years ago I started my first job at IBM. I wore grey slacks with plenty of pleats (it was the late 80s), a button down shirt, and a tie — my favorite was a red woven "sock" tie, may it rest in peace. On occasion, I would add to the mix either my father's 1940s three-piece grey suit or paisley suspenders causing me to appear to be a very young old man. (I have photos of this, but they are too terrifying to share.) >
Later, I moved to New York City and got a job as a salesman. Sartorially, I visited a now-defunct temple of woolens called Moe Ginsburg's. An entire floor was devoted to American-style suits. Another to British. A third to the rakishly curved and vented Italian style. Bald men with tape measures who smelled of excelsior, cotton fluff and gin directed me to the wall of suits in my size. >
I left that job for a position in England where I was going to be a techie. I therefore traveled to the Gap and, with the help of some remonstrative friends, selected khakis, blue linen shirts, and a blue blazer with gold-like buttons. My mother almost fainted. I appeared, she said, "awfully American." >
When I arrived in London my boss' first remark was, "While you're waiting for your real clothes, go buy some suits." And so, off to Oxford Street, more old men, a copious amount of ale, and I was in 4-button black and grey suits and, once again, a vest. >
When I returned to America, the suits came off. Freedom! I thought as I went into business for myself. Black T-shirts. Ripped jeans. The suits were stuffed far back in the closet, and I recreated myself as Steve Jobs-meets-Johnny Cash. >
But what that freedom really meant was: I had no idea what to wear. My man-in-black ensemble ruined an account at McGraw Hill — the customer was appalled that I had worn a sweater. So I rode the aesthetic pendulum back the other way — to the point of giving a presentation in Armani to an audience of 300 California buyers in Polo shirts (and a few sweaters). >
Without the guiding principle of a "uniform" I was spending more and more time worrying if I was wearing the right clothes for the people I was meeting. This led to keeping a suit and tie on the back of the door, many hours (and dollars) spent shopping, and time every morning puzzling over what goes with what. >
So I've returned to the fold. The old men and their yellow tape measures have forever vanished, so I am left on my own as I browse the five styles of suit at Charles Tyrwhitt--three British, two Italian, no American. I buy them. I wear them. And I question myself no longer. >
When I teach my class of college students, themselves arrayed in garb ranging from gaudy to grunge to garbage I say, "Why do I wear a suit? Because it's easy, yes. Because it makes me feel professional, yes. But also because it shows respect. Putting on a suit tells the person I meet with that I value them enough to dress up for them." >
I ask the students to keep that in mind they're looking for work and even when they come to class — and maybe, if nothing else, to at least stop showing up in pajamas. >
What do you think? Is the suit a sign of freedom or oppression? Is it a complete anachronism of Mad Men machismo and discrimination? Or is a suit a uniform men and women should both wear? >
Go To Original Post: http://blogs.harvardbusiness.org/silverman/2009/09/what-does-a-suit-say-about-you.html
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Harvard Business Publishing >
http://blogs.harvardbusiness.org/silverman/2009/09/what-does-a-suit-say-about-you.html >
What Your Suit Says About You >
David Silverman >
Words At Work>
9:52 AM Thursday September 24, 2009 >
There is no surer sign that I've crossed the invisible line into curmudgeon than this: I wear a suit to work every day and want everyone else to also. It's the second half of that statement that's clearly crotchety, but I ask you to hear me out.>
Twenty years ago I started my first job at IBM. I wore grey slacks with plenty of pleats (it was the late 80s), a button down shirt, and a tie — my favorite was a red woven "sock" tie, may it rest in peace. On occasion, I would add to the mix either my father's 1940s three-piece grey suit or paisley suspenders causing me to appear to be a very young old man. (I have photos of this, but they are too terrifying to share.) >
Later, I moved to New York City and got a job as a salesman. Sartorially, I visited a now-defunct temple of woolens called Moe Ginsburg's. An entire floor was devoted to American-style suits. Another to British. A third to the rakishly curved and vented Italian style. Bald men with tape measures who smelled of excelsior, cotton fluff and gin directed me to the wall of suits in my size. >
I left that job for a position in England where I was going to be a techie. I therefore traveled to the Gap and, with the help of some remonstrative friends, selected khakis, blue linen shirts, and a blue blazer with gold-like buttons. My mother almost fainted. I appeared, she said, "awfully American." >
When I arrived in London my boss' first remark was, "While you're waiting for your real clothes, go buy some suits." And so, off to Oxford Street, more old men, a copious amount of ale, and I was in 4-button black and grey suits and, once again, a vest. >
When I returned to America, the suits came off. Freedom! I thought as I went into business for myself. Black T-shirts. Ripped jeans. The suits were stuffed far back in the closet, and I recreated myself as Steve Jobs-meets-Johnny Cash. >
But what that freedom really meant was: I had no idea what to wear. My man-in-black ensemble ruined an account at McGraw Hill — the customer was appalled that I had worn a sweater. So I rode the aesthetic pendulum back the other way — to the point of giving a presentation in Armani to an audience of 300 California buyers in Polo shirts (and a few sweaters). >
Without the guiding principle of a "uniform" I was spending more and more time worrying if I was wearing the right clothes for the people I was meeting. This led to keeping a suit and tie on the back of the door, many hours (and dollars) spent shopping, and time every morning puzzling over what goes with what. >
So I've returned to the fold. The old men and their yellow tape measures have forever vanished, so I am left on my own as I browse the five styles of suit at Charles Tyrwhitt--three British, two Italian, no American. I buy them. I wear them. And I question myself no longer. >
When I teach my class of college students, themselves arrayed in garb ranging from gaudy to grunge to garbage I say, "Why do I wear a suit? Because it's easy, yes. Because it makes me feel professional, yes. But also because it shows respect. Putting on a suit tells the person I meet with that I value them enough to dress up for them." >
I ask the students to keep that in mind they're looking for work and even when they come to class — and maybe, if nothing else, to at least stop showing up in pajamas. >
What do you think? Is the suit a sign of freedom or oppression? Is it a complete anachronism of Mad Men machismo and discrimination? Or is a suit a uniform men and women should both wear? >
Go To Original Post: http://blogs.harvardbusiness.org/silverman/2009/09/what-does-a-suit-say-about-you.html
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Thursday, September 24, 2009
Discriminatory Twist in Networking Sites Puts Recruiters in Peril | workforce.com
Discriminatory Twist in Networking Sites Puts Recruiters in Peril workforce.com
Note From Jim: An important read for HR and Risk Managers... "Discrimination" and "Disparate Impact" Risk from Candidate Sourcing From Social Networking Sites.
Read full article: http://www.workforce.com/section/06/feature/26/68/67/#comments
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Note From Jim: An important read for HR and Risk Managers... "Discrimination" and "Disparate Impact" Risk from Candidate Sourcing From Social Networking Sites.
Read full article: http://www.workforce.com/section/06/feature/26/68/67/#comments
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Risk Assessment Data Significantly Contributes to Strategic Planning
Risk Assessment Data Significantly Contributes to Strategic Planning
WorldatWork.com>
Newsline>
Risk Assessment Data Significantly Contributes to Strategic Planning >
Sept. 16, 2009 — The integration of risk assessment data into performance management adds significantly to strategic and operations planning, but few companies have integrated their Enterprise Risk Management (ERM) and performance management processes, according to a new report.>
“This integration provides decision makers with a dynamic analytical framework for evaluating operational strategies, acquisitions and divestitures, and capital investments across business units, asset types and risk profiles,” said Ellen S. Hexter, co-author of the report by The Conference Board. “The combination of ERM and performance management is very valuable for strategic and operating plans that have long-term business consequences. A risk-adjusted performance framework offers organizations the ability to explicitly link personal and performance objectives.” >
According to The Conference Board, ERM and performance management are two complimentary processes essential for the management of an organization. Both disciplines are designed to support organizations’ efforts in making decisions and meeting their goals — ERM through the identification and management of those risks that could affect business objectives, and performance management through the identification and measurement of the drivers needed to achieve results, according to The Conference Board. >
The report states: Risk-adjusted performance metrics offer managers tools that strike the appropriate balance between meeting performance goals and achieving appropriate returns for the risks being taken. The application of risk-based performance management may also lead to incentives that are more aligned with an organization’s long-term success. >
Despite all of these benefits, few companies have integrated these processes, according to The Conference Board. In a recent survey by The Conference Board of 97 senior executives, only 57% of the responding organizations had both a formal ERM program and a performance management program. Of this group, only 43% said that integration of the programs would be extremely or very valuable. When asked if their companies would increase their use of risk assessment data in planning during the next 12 months, just slightly more than half of respondents from companies with both programs (53%) said that was extremely or very likely. >
The report concludes that there are three major reasons why organizations are reluctant to include risk assessment data in their planning processes: >
1. The ERM program is not considered effective — Only 52% of the executives surveyed with both an ERM and a performance management program considered their ERM programs to be extremely or very effective at the corporate level and just 30% rated their programs that highly at the business unit level. >
2. A lack of commitment from the top — Executives cited a lack of management focus as one of the greatest challenges to the integration of ERM and performance management. >
3. A need for more sophisticated performance metrics — Only 34% said that their companies use risk-adjusted return on capital at the corporate level, and even fewer (21%) do so at the business unit level. Seventy-three percent said that their risk measures were not compatible with their planning metrics. >
“Given the dramatic losses suffered by some major companies in recent years, including during the recent financial crisis, boards of directors and senior management will become increasingly interested in ensuring that planning processes throughout their organizations incorporate an explicit assessment of risk,” Hexter said. >
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.>
Access Original Post: http://www.worldatwork.org/waw/adimComment?id=34511
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
WorldatWork.com>
Newsline>
Risk Assessment Data Significantly Contributes to Strategic Planning >
Sept. 16, 2009 — The integration of risk assessment data into performance management adds significantly to strategic and operations planning, but few companies have integrated their Enterprise Risk Management (ERM) and performance management processes, according to a new report.>
“This integration provides decision makers with a dynamic analytical framework for evaluating operational strategies, acquisitions and divestitures, and capital investments across business units, asset types and risk profiles,” said Ellen S. Hexter, co-author of the report by The Conference Board. “The combination of ERM and performance management is very valuable for strategic and operating plans that have long-term business consequences. A risk-adjusted performance framework offers organizations the ability to explicitly link personal and performance objectives.” >
According to The Conference Board, ERM and performance management are two complimentary processes essential for the management of an organization. Both disciplines are designed to support organizations’ efforts in making decisions and meeting their goals — ERM through the identification and management of those risks that could affect business objectives, and performance management through the identification and measurement of the drivers needed to achieve results, according to The Conference Board. >
The report states: Risk-adjusted performance metrics offer managers tools that strike the appropriate balance between meeting performance goals and achieving appropriate returns for the risks being taken. The application of risk-based performance management may also lead to incentives that are more aligned with an organization’s long-term success. >
Despite all of these benefits, few companies have integrated these processes, according to The Conference Board. In a recent survey by The Conference Board of 97 senior executives, only 57% of the responding organizations had both a formal ERM program and a performance management program. Of this group, only 43% said that integration of the programs would be extremely or very valuable. When asked if their companies would increase their use of risk assessment data in planning during the next 12 months, just slightly more than half of respondents from companies with both programs (53%) said that was extremely or very likely. >
The report concludes that there are three major reasons why organizations are reluctant to include risk assessment data in their planning processes: >
1. The ERM program is not considered effective — Only 52% of the executives surveyed with both an ERM and a performance management program considered their ERM programs to be extremely or very effective at the corporate level and just 30% rated their programs that highly at the business unit level. >
2. A lack of commitment from the top — Executives cited a lack of management focus as one of the greatest challenges to the integration of ERM and performance management. >
3. A need for more sophisticated performance metrics — Only 34% said that their companies use risk-adjusted return on capital at the corporate level, and even fewer (21%) do so at the business unit level. Seventy-three percent said that their risk measures were not compatible with their planning metrics. >
“Given the dramatic losses suffered by some major companies in recent years, including during the recent financial crisis, boards of directors and senior management will become increasingly interested in ensuring that planning processes throughout their organizations incorporate an explicit assessment of risk,” Hexter said. >
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.>
Access Original Post: http://www.worldatwork.org/waw/adimComment?id=34511
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Do You Have a Toxic Job?
Do You Have a Toxic Job?
Careerbuilder.com
Do You Have a Toxic Job? >
How to know and what you can do >
Anthony Balderrama, CareerBuilder.com writer >
Last Updated: 28/08/2009>
Toxic chemicals are dangerous stuff -- hence the label toxic. Bad workplaces aren't all that different. You might not grow a third arm from a toxic job, but you will slowly realize that your mental -- and even physical -- health is suffering from undesirable work conditions.>
Sure, you could quit, but how many of us are eager to leave our jobs in this economy? Until you find a better opportunity, you need to work with what you've got, and what you've got is a toxic workplace.>
Caution: You're entering a hazardous work zone >
If you enter a toxic workplace, it's not easy to detect immediately; you have to look for the clues. Job seekers can start when they arrive for the first interview, says Roberta Chinsky Matuson, president of Human Resource Solutions.>
"When interviewing, be aware of your surroundings," she says. "Do you hear the sounds of laughter, or does it feel like people are going through the motions until it's quitting time?" >
Matuson also warns of an interviewer who couldn't be less interested in you or the interview. "Clearly this is a sign that this person has checked out. Is this really someone you want to work for?" >
Similarly, if you're given a tour of the space, look at how employees are behaving. Even if they're not laughing, they shouldn't look like work zombies who are afraid to look up from their tasks. Do they seem intimidated by, or even scared of, the boss? If you get the job, you'll be one of those people. At this stage, you can walk away and look elsewhere. If you're employed and already one of those zombies, you have a little more work to do. >
Unearthing the toxic elements >
Not all toxic situations announce themselves. When your workplace is toxic, you have to recognize the signs. >
First, assess your own state of mind. If anything associated with your job gives you a bad feeling, things might not be so great. A gut check is a good gauge, says consultant Joni Daniels of Daniels & Associates. >
"If there is a knot in your stomach as you go to work, it could be a sign that the workplace is a toxic one for you," Daniels says. "If you or the office is walking on eggshells until 'someone' leaves the building [or] room, they are toxic. If work is taking up a lot of emotional energy, and you can't mentally, intellectually or emotionally 'let it go' -- it's toxic." >
Dulin Clark, who is a career coach for the MBA program at Penn State University's business school, agrees with Daniels. He suggests looking at your own emotions and behaviors, then working outward to understand workplace toxicity. >
"Primarily, [workers] need to pay attention to how they feel when they are in the work environment," Clark says. "Feelings of chronic stress, building frustration, lethargy, low motivation and problems sleeping are just of the few the signs of being in a toxic workplace environment." Clark says that some of the most recognizable causes are excessive criticism, poor treatment and lack of appreciation -- things that bug you and of which you're constantly aware. >
Excessive gossip, extreme competition and duplicitous co-workers indirectly pollute your work culture and may therefore be more difficult to recognize. Competition can have an especially negative impact on you because it's often mistaken for healthy workplace motivation. >
"Certainly doing your best and achieving excellence are highly admirable career strategies," Clark says. "However, the best co-workers and leaders look out for the well-being of the team and unit." >
If you recognize too many of these elements in your work situation, you probably have a toxic workplace. Now you have to do something about it.
Find your hazmat suit >
Hazardous materials workers get to wear protective layers to keep the dangerous substances away at a safe distance. Your average employee has no such defense. You have to choose between three options: Leave, work through it or sit tight until something better comes along. >
1. Leave >
Removing yourself from the situation makes the most sense when you know things won't likely improve. If the move feels right and you can handle it financially, then maybe it is the best option. But many employees don't have the luxury of leaving a job in this economy.>
2. Work through it >
Finding a way to solve the problem is the ideal solution if you like your job or can't quit. Clark suggests addressing the issue with the person responsible for the toxicity. >
"If the toxicity is the result of one person's actions or behaviors, then often the situation can be made more tolerable by an honest and direct conversation with the person," he says. "It is also often helpful to confide in a trusted colleague, both to relieve the tension of the toxic feelings and also to get advice and feedback about how to handle difficult situations.">
3. Make do >
Sometimes the best temporary solution is just to get by, like many people do in imperfect work situations. That doesn't mean you shouldn't try to improve your circumstances. Far from it. Follow the above steps for handling troublesome bosses or co-workers. Vent to a friend. Do whatever you can to ease the knot in your stomach and that sense of dread. While you're doing that, also look for a new job. This way you have the security of a paycheck and the comfort of knowing you won't be there forever. >
Whatever you choose to do, make sure it's in your best interest. Now that you know you're in a toxic workplace, you have the tools to keep yourself out of harm's way.>
Anthony Balderrama is a writer and blogger for CareerBuilder.com and its job blog, The Work Buzz. He researches and writes about job search strategy, career management, hiring trends and workplace issues. Follow him on Twitter at twitter.com/abalderrama. >
Read Original Post: http://www.careerbuilder.com/Article/CB-1319-The-Workplace-Do-You-Have-a-Toxic-Job/?ArticleID=1319&cbRecursionCnt=1&cbsid=8e3fcf8eb5844e3bbdefe7ea04a1c0be-307094873-JM-5&ns_siteid=ns_us_g_Do_You_Have_a_Toxic_J_
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Careerbuilder.com
Do You Have a Toxic Job? >
How to know and what you can do >
Anthony Balderrama, CareerBuilder.com writer >
Last Updated: 28/08/2009>
Toxic chemicals are dangerous stuff -- hence the label toxic. Bad workplaces aren't all that different. You might not grow a third arm from a toxic job, but you will slowly realize that your mental -- and even physical -- health is suffering from undesirable work conditions.>
Sure, you could quit, but how many of us are eager to leave our jobs in this economy? Until you find a better opportunity, you need to work with what you've got, and what you've got is a toxic workplace.>
Caution: You're entering a hazardous work zone >
If you enter a toxic workplace, it's not easy to detect immediately; you have to look for the clues. Job seekers can start when they arrive for the first interview, says Roberta Chinsky Matuson, president of Human Resource Solutions.>
"When interviewing, be aware of your surroundings," she says. "Do you hear the sounds of laughter, or does it feel like people are going through the motions until it's quitting time?" >
Matuson also warns of an interviewer who couldn't be less interested in you or the interview. "Clearly this is a sign that this person has checked out. Is this really someone you want to work for?" >
Similarly, if you're given a tour of the space, look at how employees are behaving. Even if they're not laughing, they shouldn't look like work zombies who are afraid to look up from their tasks. Do they seem intimidated by, or even scared of, the boss? If you get the job, you'll be one of those people. At this stage, you can walk away and look elsewhere. If you're employed and already one of those zombies, you have a little more work to do. >
Unearthing the toxic elements >
Not all toxic situations announce themselves. When your workplace is toxic, you have to recognize the signs. >
First, assess your own state of mind. If anything associated with your job gives you a bad feeling, things might not be so great. A gut check is a good gauge, says consultant Joni Daniels of Daniels & Associates. >
"If there is a knot in your stomach as you go to work, it could be a sign that the workplace is a toxic one for you," Daniels says. "If you or the office is walking on eggshells until 'someone' leaves the building [or] room, they are toxic. If work is taking up a lot of emotional energy, and you can't mentally, intellectually or emotionally 'let it go' -- it's toxic." >
Dulin Clark, who is a career coach for the MBA program at Penn State University's business school, agrees with Daniels. He suggests looking at your own emotions and behaviors, then working outward to understand workplace toxicity. >
"Primarily, [workers] need to pay attention to how they feel when they are in the work environment," Clark says. "Feelings of chronic stress, building frustration, lethargy, low motivation and problems sleeping are just of the few the signs of being in a toxic workplace environment." Clark says that some of the most recognizable causes are excessive criticism, poor treatment and lack of appreciation -- things that bug you and of which you're constantly aware. >
Excessive gossip, extreme competition and duplicitous co-workers indirectly pollute your work culture and may therefore be more difficult to recognize. Competition can have an especially negative impact on you because it's often mistaken for healthy workplace motivation. >
"Certainly doing your best and achieving excellence are highly admirable career strategies," Clark says. "However, the best co-workers and leaders look out for the well-being of the team and unit." >
If you recognize too many of these elements in your work situation, you probably have a toxic workplace. Now you have to do something about it.
Find your hazmat suit >
Hazardous materials workers get to wear protective layers to keep the dangerous substances away at a safe distance. Your average employee has no such defense. You have to choose between three options: Leave, work through it or sit tight until something better comes along. >
1. Leave >
Removing yourself from the situation makes the most sense when you know things won't likely improve. If the move feels right and you can handle it financially, then maybe it is the best option. But many employees don't have the luxury of leaving a job in this economy.>
2. Work through it >
Finding a way to solve the problem is the ideal solution if you like your job or can't quit. Clark suggests addressing the issue with the person responsible for the toxicity. >
"If the toxicity is the result of one person's actions or behaviors, then often the situation can be made more tolerable by an honest and direct conversation with the person," he says. "It is also often helpful to confide in a trusted colleague, both to relieve the tension of the toxic feelings and also to get advice and feedback about how to handle difficult situations.">
3. Make do >
Sometimes the best temporary solution is just to get by, like many people do in imperfect work situations. That doesn't mean you shouldn't try to improve your circumstances. Far from it. Follow the above steps for handling troublesome bosses or co-workers. Vent to a friend. Do whatever you can to ease the knot in your stomach and that sense of dread. While you're doing that, also look for a new job. This way you have the security of a paycheck and the comfort of knowing you won't be there forever. >
Whatever you choose to do, make sure it's in your best interest. Now that you know you're in a toxic workplace, you have the tools to keep yourself out of harm's way.>
Anthony Balderrama is a writer and blogger for CareerBuilder.com and its job blog, The Work Buzz. He researches and writes about job search strategy, career management, hiring trends and workplace issues. Follow him on Twitter at twitter.com/abalderrama. >
Read Original Post: http://www.careerbuilder.com/Article/CB-1319-The-Workplace-Do-You-Have-a-Toxic-Job/?ArticleID=1319&cbRecursionCnt=1&cbsid=8e3fcf8eb5844e3bbdefe7ea04a1c0be-307094873-JM-5&ns_siteid=ns_us_g_Do_You_Have_a_Toxic_J_
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Wednesday, September 23, 2009
Job Titles May Help Attract, Retain, Reward in Down Economy
Job Titles May Help Attract, Retain, Reward in Down Economy
WorldatWork.com >
Newsline >
Job Titles May Help Attract, Retain, Reward in Down Economy >
Sept. 10, 2009 — Sometimes it really is the small things that matter: A new survey shows that job titles can play a key role in corporate efforts to attract, retain and reward valued employees. >
The Pearl Meyer & Partners survey found that 95% of the 388 respondents said job titles are important, with the survey indicating a variety of uses from conveying corporate hierarchy to recognizing valued employees when funds are limited. >
“Flexibility is widely embraced by companies when assigning job titles,” said Beth Florin, managing director and president of Pearl Meyer & Partners’ survey practice. “Managers typically have the autonomy to customize job titles in order to reflect different divisions, regions and employee preferences.” >
According to survey results, most respondents said they assign formal job titles to employees but also allow the use of a second title that is more specific to an individual’s responsibilities. However, the survey revealed less flexibility in job titling practices at senior levels of management, where consistency is considered more critical, Florin noted. Nearly half of companies maintain specific criteria for assigning key executive titles like president, executive vice president and senior vice president. >
The survey also found that sought-after management titles like manager, director and vice president may be given to employees who lack direct supervisory responsibilities but who do have significant organizational responsibility. According to survey results, among senior management, the most prevalent among 21 titles used for direct reports to the CEO are executive vice president, senior vice president, and president (group/business unit/function). The most common titles for employees two levels below the CEO are vice president, senior vice president and director. There are some differences in industries, Florin said. For example, financial services companies generally use the executive vice president title more, while firms in the industrials and materials sector have more group or business unit presidents. >
Regarding the communication of promotions, the survey found that generally the higher an employee in the organizational hierarchy, the more broadly promotions are communicated within the company. At the executive level, 90% of respondents make organization-wide announcements of executive promotions, and 60% said they communicate non-supervisory promotions only to the employee, according to survey results.>
In the current economy, with budgets tight, organizations might consider maximizing the reward value of new titles for non-managers by extending announcements beyond just the individual to include the related department, Florin said.>
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.>
Read original Post: http://www.worldatwork.org/waw/adimComment?id=34410
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
WorldatWork.com >
Newsline >
Job Titles May Help Attract, Retain, Reward in Down Economy >
Sept. 10, 2009 — Sometimes it really is the small things that matter: A new survey shows that job titles can play a key role in corporate efforts to attract, retain and reward valued employees. >
The Pearl Meyer & Partners survey found that 95% of the 388 respondents said job titles are important, with the survey indicating a variety of uses from conveying corporate hierarchy to recognizing valued employees when funds are limited. >
“Flexibility is widely embraced by companies when assigning job titles,” said Beth Florin, managing director and president of Pearl Meyer & Partners’ survey practice. “Managers typically have the autonomy to customize job titles in order to reflect different divisions, regions and employee preferences.” >
According to survey results, most respondents said they assign formal job titles to employees but also allow the use of a second title that is more specific to an individual’s responsibilities. However, the survey revealed less flexibility in job titling practices at senior levels of management, where consistency is considered more critical, Florin noted. Nearly half of companies maintain specific criteria for assigning key executive titles like president, executive vice president and senior vice president. >
The survey also found that sought-after management titles like manager, director and vice president may be given to employees who lack direct supervisory responsibilities but who do have significant organizational responsibility. According to survey results, among senior management, the most prevalent among 21 titles used for direct reports to the CEO are executive vice president, senior vice president, and president (group/business unit/function). The most common titles for employees two levels below the CEO are vice president, senior vice president and director. There are some differences in industries, Florin said. For example, financial services companies generally use the executive vice president title more, while firms in the industrials and materials sector have more group or business unit presidents. >
Regarding the communication of promotions, the survey found that generally the higher an employee in the organizational hierarchy, the more broadly promotions are communicated within the company. At the executive level, 90% of respondents make organization-wide announcements of executive promotions, and 60% said they communicate non-supervisory promotions only to the employee, according to survey results.>
In the current economy, with budgets tight, organizations might consider maximizing the reward value of new titles for non-managers by extending announcements beyond just the individual to include the related department, Florin said.>
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.>
Read original Post: http://www.worldatwork.org/waw/adimComment?id=34410
***********************************************************************
http://dreamlearndobecome.blogspot.com 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 Executives Expect Stronger 2010, But Remain Subdued on Underwriting... | Reuters
Insurance Industry Executives Expect Stronger 2010, But Remain Subdued on Underwriting... Reuters
Reuters >
Insurance Industry Executives Expect Stronger 2010, But Remain Subdued on Underwriting...
Wed Sep 23, 2009 7:50am EDT >
Insurance Industry Executives Expect Stronger 2010, But Remain Subdued on Underwriting Profit: KPMG Survey >
Unemployment, regulatory intervention seen as largest barriers to economic recovery; M&A seen increasing despite capital issues >
NEW YORK, Sept. 23 /PRNewswire/ -- Insurance executives see their companies performing above general market expectations in 2010, but their outlook on the industry's ability to generate underwriting profit in the next one to threeyears remains restrained, according to an annual survey conducted by KPMG, theaudit, tax and advisory firm. >
At KPMG's 21st annual Insurance Industry Conference held in Brooklyn, NY, nearly half (48 percent) of the 271 executives surveyed expect their company to perform ahead of expectations in the year ahead. This represents a much more bullish outlook than the results of KPMG's 2008 survey, when only 22 percent saw performance being better than expected. Another 36 percent of thisyear's attendees thought their companies would perform at a level similar to 2009; just 16 percent said they see company performance being below expectations. >
Despite the optimism around their company's performance, executives continueto indicate that underwriting profit may be elusive in the next three years. In fact, 64 percent see only a moderate ability to increase underwriting profit, while more than a quarter (27 percent) characterized the chance ofincreased profit as "weak." >
"The period of the past 18-24 months has been very challenging for many insurers in terms of financial performance," said Scott Marcello, partner, Insurance Industry Leader at KPMG LLP. "While our survey shows some optimism related to future performance, executives have clearly indicated that the industry still faces many risks and the uncertain economic and regulatory environment poses many obstacles to growth and recovery." >
Barriers and Challenges >
According to the KPMG survey, insurance executives most frequently cited continued unemployment rates and increasing regulatory intervention asbarriers to economic recovery. And while nearly a third (31 percent) of executives indicate they don't anticipate their company will need to accessadditional capital over the next 18 months, the scarcity and high cost of capital was cited as the third largest barrier to overall economic recovery. In the event their company did decide to access additional capital over thenext 18 months, 22 percent said the most likely source would be equity while17 percent said it would be debt. >
Interestingly, despite the challenges surrounding access to capital, 73 percent of executives say they expect an increase in mergers and acquisitions when compared to the last 12 months.>
When asked to identify the most significant challenges they face in the nextthree to five years, 30 percent of respondents cited the risk associated with adequately pricing insurance products (referred to as pricing risk) to be the most significant challenge over the next three to five years, followed closely by credit risk, identified by 23 percent of the respondents.>
"As expected, there are clear concerns surrounding access to capital and the proposed regulatory changes," added Marcello. "However, there appears to be a multitude of opinions on exactly what the best regulatory solution might befor the industry." >
Financial Regulations >
When asked about their organization's view around the ongoing debate of financial regulation, executives offered mixed opinions as to the best plan. Twenty-eight percent of executives support an optional change to a federal regulator, 25 percent opt to maintain the current state regulatory system but say some increase in regulation will be necessary, and 17 percent support a mandatory change to a federal insurance regulator. Twenty-five percent do not support any change, and say increased regulation is not needed in the insurance industry. >
Other key findings:>
-- Product innovation (17%), customer focus (15%) and redeploying capital (14%) seen as most important for fueling future growth. >
-- 45 percent of execs say their company has made changes to both their risk management processes and their risk appetite/tolerance as aresult of the global financial crisis.>
KPMG LLP, the audit, tax and advisory firm, conducted the real-time survey of 271 senior executives at its 21st Annual Insurance Industry Conference held at the Marriott at Brooklyn Bridge in Brooklyn, NY, on September 22nd and 23rd. >
About KPMG LLPKPMG LLP, the audit, tax, and advisory firm (http://www.us.kpmg.com/), is the U.S.member firm of KPMG International. KPMG International's member firms have137,000 professionals, including more than 7,600 partners, in 144 countries. >
The views and opinions expressed in the survey results are based on theresponses of the survey participants and do not necessarily represent the views or professional advice of KPMG LLP.
Contact: Manuel Goncalves KPMG LLP 201.307.7735 mdgoncalves@kpmg.com
SOURCE KPMG LLP
Manuel Goncalves, KPMG LLP, +1-201-307-7735, mdgoncalves@kpmg.com
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Reuters >
Insurance Industry Executives Expect Stronger 2010, But Remain Subdued on Underwriting...
Wed Sep 23, 2009 7:50am EDT >
Insurance Industry Executives Expect Stronger 2010, But Remain Subdued on Underwriting Profit: KPMG Survey >
Unemployment, regulatory intervention seen as largest barriers to economic recovery; M&A seen increasing despite capital issues >
NEW YORK, Sept. 23 /PRNewswire/ -- Insurance executives see their companies performing above general market expectations in 2010, but their outlook on the industry's ability to generate underwriting profit in the next one to threeyears remains restrained, according to an annual survey conducted by KPMG, theaudit, tax and advisory firm. >
At KPMG's 21st annual Insurance Industry Conference held in Brooklyn, NY, nearly half (48 percent) of the 271 executives surveyed expect their company to perform ahead of expectations in the year ahead. This represents a much more bullish outlook than the results of KPMG's 2008 survey, when only 22 percent saw performance being better than expected. Another 36 percent of thisyear's attendees thought their companies would perform at a level similar to 2009; just 16 percent said they see company performance being below expectations. >
Despite the optimism around their company's performance, executives continueto indicate that underwriting profit may be elusive in the next three years. In fact, 64 percent see only a moderate ability to increase underwriting profit, while more than a quarter (27 percent) characterized the chance ofincreased profit as "weak." >
"The period of the past 18-24 months has been very challenging for many insurers in terms of financial performance," said Scott Marcello, partner, Insurance Industry Leader at KPMG LLP. "While our survey shows some optimism related to future performance, executives have clearly indicated that the industry still faces many risks and the uncertain economic and regulatory environment poses many obstacles to growth and recovery." >
Barriers and Challenges >
According to the KPMG survey, insurance executives most frequently cited continued unemployment rates and increasing regulatory intervention asbarriers to economic recovery. And while nearly a third (31 percent) of executives indicate they don't anticipate their company will need to accessadditional capital over the next 18 months, the scarcity and high cost of capital was cited as the third largest barrier to overall economic recovery. In the event their company did decide to access additional capital over thenext 18 months, 22 percent said the most likely source would be equity while17 percent said it would be debt. >
Interestingly, despite the challenges surrounding access to capital, 73 percent of executives say they expect an increase in mergers and acquisitions when compared to the last 12 months.>
When asked to identify the most significant challenges they face in the nextthree to five years, 30 percent of respondents cited the risk associated with adequately pricing insurance products (referred to as pricing risk) to be the most significant challenge over the next three to five years, followed closely by credit risk, identified by 23 percent of the respondents.>
"As expected, there are clear concerns surrounding access to capital and the proposed regulatory changes," added Marcello. "However, there appears to be a multitude of opinions on exactly what the best regulatory solution might befor the industry." >
Financial Regulations >
When asked about their organization's view around the ongoing debate of financial regulation, executives offered mixed opinions as to the best plan. Twenty-eight percent of executives support an optional change to a federal regulator, 25 percent opt to maintain the current state regulatory system but say some increase in regulation will be necessary, and 17 percent support a mandatory change to a federal insurance regulator. Twenty-five percent do not support any change, and say increased regulation is not needed in the insurance industry. >
Other key findings:>
-- Product innovation (17%), customer focus (15%) and redeploying capital (14%) seen as most important for fueling future growth. >
-- 45 percent of execs say their company has made changes to both their risk management processes and their risk appetite/tolerance as aresult of the global financial crisis.>
KPMG LLP, the audit, tax and advisory firm, conducted the real-time survey of 271 senior executives at its 21st Annual Insurance Industry Conference held at the Marriott at Brooklyn Bridge in Brooklyn, NY, on September 22nd and 23rd. >
About KPMG LLPKPMG LLP, the audit, tax, and advisory firm (http://www.us.kpmg.com/), is the U.S.member firm of KPMG International. KPMG International's member firms have137,000 professionals, including more than 7,600 partners, in 144 countries. >
The views and opinions expressed in the survey results are based on theresponses of the survey participants and do not necessarily represent the views or professional advice of KPMG LLP.
Contact: Manuel Goncalves KPMG LLP 201.307.7735 mdgoncalves@kpmg.com
SOURCE KPMG LLP
Manuel Goncalves, KPMG LLP, +1-201-307-7735, mdgoncalves@kpmg.com
***********************************************************************
http://dreamlearndobecome.blogspot.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, September 22, 2009
10 Ways to Make Your Boss Love You at SmartMoney.com
10 Ways to Make Your Boss Love You at SmartMoney.com
Note From Jim: A very good article, one of value to superior and subordinate alike... Great insight and good research contained herein. Bosses will likely forward this article on to their subordinates. >
10 Ways to Make Your Boss Love You >
Published September 21, 2009 >
SmartMoney Magazine by Anne Kadet >
Excerpts: >
Career consultants say the current office environment offers outstanding opportunities for employees who—far from lying low—are increasing their role at work by actively supporting their boss. There’s a term for this, of course: It’s called “managing up.” What does this mean in practical terms? To come up with a surefire plan for job retention, we talked to a slew of management gurus and, to keep it real, to corporate leaders who are bosses themselves (boy, did they give us an earful). Here, 10 strategies that employees in almost any job can use to help keep their bosses happy—and keep themselves off the street. >
1. Put in the Hours -- When It Counts
2. Empathize
3. Defuse a Bad Situation
4. Be a Conduit
5. Ask for Help
6. Connect the Boss's Way
7. Show Initiative
8. Be Positive
9. Make Like Mini-Me
10. Get Your Face Time
Read Article:
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Note From Jim: A very good article, one of value to superior and subordinate alike... Great insight and good research contained herein. Bosses will likely forward this article on to their subordinates. >
10 Ways to Make Your Boss Love You >
Published September 21, 2009 >
SmartMoney Magazine by Anne Kadet >
Excerpts: >
Career consultants say the current office environment offers outstanding opportunities for employees who—far from lying low—are increasing their role at work by actively supporting their boss. There’s a term for this, of course: It’s called “managing up.” What does this mean in practical terms? To come up with a surefire plan for job retention, we talked to a slew of management gurus and, to keep it real, to corporate leaders who are bosses themselves (boy, did they give us an earful). Here, 10 strategies that employees in almost any job can use to help keep their bosses happy—and keep themselves off the street. >
1. Put in the Hours -- When It Counts
2. Empathize
3. Defuse a Bad Situation
4. Be a Conduit
5. Ask for Help
6. Connect the Boss's Way
7. Show Initiative
8. Be Positive
9. Make Like Mini-Me
10. Get Your Face Time
Read Article:
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Need almost free expert advice? Run a public contest - "$1 Million Research Bargain for Netflix, and Maybe a Model for Others" - NYTimes.com
A $1 Million Research Bargain for Netflix, and Maybe a Model for Others - NYTimes.com
Need almost free expert advice? Run a public contest on the internet.
By STEVE LOHR
Published: September 21, 2009
Excerpts:
Netflix, the movie rental company, announced on Monday that a seven-man team was the winner of its closely watched three-year contest to improve its Web site’s movie recommendation system. That was expected, but the surprise was in the nail-biter finish.
Yet the scientists and engineers on the second-place team, and the employers who gave many of them the time and freedom to compete in the contest, were hardly despairing.
Arnab Gupta, chief executive of Opera Solutions, a data analytics company based in New York, took a small group of his leading researchers off other work for two years. “We’ve already had a $10 million payoff internally from what we’ve learned,” Mr. Gupta said.
Working on the contest helped the researchers come up with improved statistical analysis and predictive modeling techniques that his firm has used with clients in fields like marketing, retailing and finance, he said. “So for us, the $1 million prize was secondary, almost trivial.”
Indeed, since it began in October 2006, the Netflix contest was significant less for the prize money than as a test case for new ideas about how to efficiently foster innovation in the Internet era — notably, offering prizes as an incentive and encouraging online collaboration to tap minds worldwide.
The lessons of the Netflix contest could extend well beyond improving movie picks. The researchers from around the world were grappling with a huge data set — 100 million movie ratings — and the challenges of large-scale modeling, which can be applied across the fields of science, commerce and politics.
Thousands of teams from more than 100 nations competed in the Netflix prize contest. And it was a good deal for Netflix. “You look at the cumulative hours and you’re getting Ph.D.’s for a dollar an hour,” Mr. Hastings said in an interview.
The prize winner was a team of statisticians, machine-learning experts and computer engineers from the United States, Austria, Canada and Israel, calling itself BellKor’s Pragmatic Chaos. The group was actually a merger of teams that came together late in the contest.
Read Full Article: http://www.nytimes.com/2009/09/22/technology/internet/22netflix.html?_r=1&ref=business
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Need almost free expert advice? Run a public contest on the internet.
By STEVE LOHR
Published: September 21, 2009
Excerpts:
Netflix, the movie rental company, announced on Monday that a seven-man team was the winner of its closely watched three-year contest to improve its Web site’s movie recommendation system. That was expected, but the surprise was in the nail-biter finish.
Yet the scientists and engineers on the second-place team, and the employers who gave many of them the time and freedom to compete in the contest, were hardly despairing.
Arnab Gupta, chief executive of Opera Solutions, a data analytics company based in New York, took a small group of his leading researchers off other work for two years. “We’ve already had a $10 million payoff internally from what we’ve learned,” Mr. Gupta said.
Working on the contest helped the researchers come up with improved statistical analysis and predictive modeling techniques that his firm has used with clients in fields like marketing, retailing and finance, he said. “So for us, the $1 million prize was secondary, almost trivial.”
Indeed, since it began in October 2006, the Netflix contest was significant less for the prize money than as a test case for new ideas about how to efficiently foster innovation in the Internet era — notably, offering prizes as an incentive and encouraging online collaboration to tap minds worldwide.
The lessons of the Netflix contest could extend well beyond improving movie picks. The researchers from around the world were grappling with a huge data set — 100 million movie ratings — and the challenges of large-scale modeling, which can be applied across the fields of science, commerce and politics.
Thousands of teams from more than 100 nations competed in the Netflix prize contest. And it was a good deal for Netflix. “You look at the cumulative hours and you’re getting Ph.D.’s for a dollar an hour,” Mr. Hastings said in an interview.
The prize winner was a team of statisticians, machine-learning experts and computer engineers from the United States, Austria, Canada and Israel, calling itself BellKor’s Pragmatic Chaos. The group was actually a merger of teams that came together late in the contest.
Read Full Article: http://www.nytimes.com/2009/09/22/technology/internet/22netflix.html?_r=1&ref=business
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Management by Flying Around - Rosabeth Moss Kanter - HarvardBusiness.org
Management by Flying Around - Rosabeth Moss Kanter - HarvardBusiness.org
Harvard Business Publishing >
Rosabeth Moss Kanter The Change Master RSS >
Management by Flying Around. >
10:30 AM Monday September 21, 2009 >
As I start boarding too many airplanes for a long book tour for my newest baby (book), I ask myself that mother of all questions, "Why?" >
This is the digital age. Anyone can blog (here you go), social network, tweet, chat in real time, appear on national TV by satellite, tape radio at a telephone, webinar up the wazoo, post and exchange videos. Cisco's TelePresence makes virtual meetings seem real. Ray Kurzweil swears that he lectures by hologram. (Note that he told me this face-to-face when we were both speaking live in Barcelona.) My Kindle readers don't care about autographs. So why undergo the torture of domestic flights where legs must fit under the seat in front or you or in the overhead bin? Why go at all? >
Because showing up in person still matters. >
Good leaders have always practiced "MBWA" -- management by walking around. This catchphrase was borrowed from Hewlett-Packard and enshrined by Tom Peters and Bob Waterman in the first business bestseller, In Search of Excellence. But when a company has multiple locations and dispersed customers, what is an enlightened leader to do? Walking around is a good form of exercise, but hopping a plane is a leadership necessity. "MBFA" - management by flying around - should be the new slogan. (You heard it here first.) >
"Face time" remains a status symbol - who gets to see and be seen in person signifies importance. It is also pragmatic. Viewing the full context aids customization; that's why Procter & Gamble innovators live in consumers' homes. In person, people use their built-in multi-sensory zooming functions. Perhaps eyes are indeed windows into the soul. Eye contact enhances credibility and precedes intimacy. Eyeballs roaming rooms for reactions get an instant "feel" for others' values and choices. Even the best video cameras are restrictive and selective. >
MBFA is another facet of mobility, and mobility is the new fact of business life. Mobile technology is replacing fixed bases. For example, about 40% of IBM employees do not work in an IBM office on any given day. Convening them becomes more important. Marcelo Spaziani, a Brazilian IBMer, persuaded people from sales, hardware, software, services, and consulting to move out of their function to be on his integrated financial services industry team floor, increasing the odds of contact when they did work in the office. When his responsibilities grew to cross countries, he made a point of flying people to each other's main bases to get those same benefits. He attributes business growth of about 120% over four years to MBFA. >
Distributing leadership responsibilities to many people and dispersing activities to many centers of excellence makes travel a continuing necessity for managers and professionals. But instead of summoning everyone to headquarters in the old imperial way, CEOs now go out to the people. Maurice Levy of Publicis Groupe, whose home is in Paris, makes regular tours to major cities worldwide to connect people from agency networks within each country and call on clients. >
After the September 11, 2001, terrorist attacks in New York, MBFA declined, as many people feared flying. David Kenny, CEO of Digitas (now head of the digital wing of Publicis Groupe), had to restore confidence in employees working on global accounts. As a pioneering digital marketing company, Digitas offices were linked through state-of-the-art electronic communication. But he took to the air, not cyberspace. He instituted a weekly radio broadcast with the sounds of wherever he was. His most powerful program was recorded on a flight to London before takeoff from Boston, with the flight announcements as background. Many staff replayed David's on-board-cast to their families to reassure them that if David could fly safely, they could too. (He described this during research for the book taking me on tour, to remind me to show up in person.) >
Connecting by air can mean connecting in the air. With only his ThinkPad for an entourage, IBM CEO Palmisano circumnavigates the globe six or seven times a year, inviting key regional executives for particular legs to meet in the air. Project teams whose members work virtually from dispersed locations - for instance, a technical expert in Chicago working on an Atlanta-based project for a client in Egypt - travel to exchange periodic visits. Learning on the ground is considered essential. A regional IBM executive commented, "To achieve delivery excellence, we must have a team, not a group of people, and draw on best strengths working virtually. But client knowledge and cultural fit comes from the geographies, so we must make sure to be there." That's flying to get grounded. >
MBFA would not be noteworthy except for the fact that the vanguard companies I've studied are big users of technology. But they still fly around. Cement company Cemex grew its own software company before spinning it out, and uses abundant online tools and templates to support communication and ensure consistency, but the company sends many hundreds of people to newly acquired sites to apply the tools, face-to-face. IBM can support remote problem-solving through technology (for example, a test engineering system that can diagnose and solve problems from any location). Yet in a crisis or natural disaster, many people grab their passports out and head for airports. Trouble-shooting requires MBFA. An executive said, "If there's a critical situation, we fill the skies." >
Showing up is still the number one key to success. In a world where anyone can have superficial contact with anyone anytime, face-time is the new status symbol. You can watch it on YouTube, but being there gets the juices flowing. You can follow my book talks on Facebook and my tweets on Twitter, but I'd rather shake your hand, look you in the eye, and create a face-to-face happening where we share reactions in rooms that reflect the uniqueness of each city. That's why I'm taking to the skies. That's why the best leaders still do, too. >
See Original Post: http://blogs.harvardbusiness.org/kanter/2009/09/mbfa-management-by-flying-arou.html
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Harvard Business Publishing >
Rosabeth Moss Kanter The Change Master RSS >
Management by Flying Around. >
10:30 AM Monday September 21, 2009 >
As I start boarding too many airplanes for a long book tour for my newest baby (book), I ask myself that mother of all questions, "Why?" >
This is the digital age. Anyone can blog (here you go), social network, tweet, chat in real time, appear on national TV by satellite, tape radio at a telephone, webinar up the wazoo, post and exchange videos. Cisco's TelePresence makes virtual meetings seem real. Ray Kurzweil swears that he lectures by hologram. (Note that he told me this face-to-face when we were both speaking live in Barcelona.) My Kindle readers don't care about autographs. So why undergo the torture of domestic flights where legs must fit under the seat in front or you or in the overhead bin? Why go at all? >
Because showing up in person still matters. >
Good leaders have always practiced "MBWA" -- management by walking around. This catchphrase was borrowed from Hewlett-Packard and enshrined by Tom Peters and Bob Waterman in the first business bestseller, In Search of Excellence. But when a company has multiple locations and dispersed customers, what is an enlightened leader to do? Walking around is a good form of exercise, but hopping a plane is a leadership necessity. "MBFA" - management by flying around - should be the new slogan. (You heard it here first.) >
"Face time" remains a status symbol - who gets to see and be seen in person signifies importance. It is also pragmatic. Viewing the full context aids customization; that's why Procter & Gamble innovators live in consumers' homes. In person, people use their built-in multi-sensory zooming functions. Perhaps eyes are indeed windows into the soul. Eye contact enhances credibility and precedes intimacy. Eyeballs roaming rooms for reactions get an instant "feel" for others' values and choices. Even the best video cameras are restrictive and selective. >
MBFA is another facet of mobility, and mobility is the new fact of business life. Mobile technology is replacing fixed bases. For example, about 40% of IBM employees do not work in an IBM office on any given day. Convening them becomes more important. Marcelo Spaziani, a Brazilian IBMer, persuaded people from sales, hardware, software, services, and consulting to move out of their function to be on his integrated financial services industry team floor, increasing the odds of contact when they did work in the office. When his responsibilities grew to cross countries, he made a point of flying people to each other's main bases to get those same benefits. He attributes business growth of about 120% over four years to MBFA. >
Distributing leadership responsibilities to many people and dispersing activities to many centers of excellence makes travel a continuing necessity for managers and professionals. But instead of summoning everyone to headquarters in the old imperial way, CEOs now go out to the people. Maurice Levy of Publicis Groupe, whose home is in Paris, makes regular tours to major cities worldwide to connect people from agency networks within each country and call on clients. >
After the September 11, 2001, terrorist attacks in New York, MBFA declined, as many people feared flying. David Kenny, CEO of Digitas (now head of the digital wing of Publicis Groupe), had to restore confidence in employees working on global accounts. As a pioneering digital marketing company, Digitas offices were linked through state-of-the-art electronic communication. But he took to the air, not cyberspace. He instituted a weekly radio broadcast with the sounds of wherever he was. His most powerful program was recorded on a flight to London before takeoff from Boston, with the flight announcements as background. Many staff replayed David's on-board-cast to their families to reassure them that if David could fly safely, they could too. (He described this during research for the book taking me on tour, to remind me to show up in person.) >
Connecting by air can mean connecting in the air. With only his ThinkPad for an entourage, IBM CEO Palmisano circumnavigates the globe six or seven times a year, inviting key regional executives for particular legs to meet in the air. Project teams whose members work virtually from dispersed locations - for instance, a technical expert in Chicago working on an Atlanta-based project for a client in Egypt - travel to exchange periodic visits. Learning on the ground is considered essential. A regional IBM executive commented, "To achieve delivery excellence, we must have a team, not a group of people, and draw on best strengths working virtually. But client knowledge and cultural fit comes from the geographies, so we must make sure to be there." That's flying to get grounded. >
MBFA would not be noteworthy except for the fact that the vanguard companies I've studied are big users of technology. But they still fly around. Cement company Cemex grew its own software company before spinning it out, and uses abundant online tools and templates to support communication and ensure consistency, but the company sends many hundreds of people to newly acquired sites to apply the tools, face-to-face. IBM can support remote problem-solving through technology (for example, a test engineering system that can diagnose and solve problems from any location). Yet in a crisis or natural disaster, many people grab their passports out and head for airports. Trouble-shooting requires MBFA. An executive said, "If there's a critical situation, we fill the skies." >
Showing up is still the number one key to success. In a world where anyone can have superficial contact with anyone anytime, face-time is the new status symbol. You can watch it on YouTube, but being there gets the juices flowing. You can follow my book talks on Facebook and my tweets on Twitter, but I'd rather shake your hand, look you in the eye, and create a face-to-face happening where we share reactions in rooms that reflect the uniqueness of each city. That's why I'm taking to the skies. That's why the best leaders still do, too. >
See Original Post: http://blogs.harvardbusiness.org/kanter/2009/09/mbfa-management-by-flying-arou.html
***********************************************************************
http://dreamlearndobecome.blogspot.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, September 21, 2009
5 Steps to Create Solid, Powerful Goals | 5 Things You Must Know About Sudden Success | Fast Company
5 Steps to Create Solid, Powerful Goals 5 Things You Must Know About Sudden Success Fast Company
5 Steps to Create Solid, Powerful Goals BY Stephanie Frank
Fri Sep 18, 2009 at 11:47 AM
Excerpts:
The Five-Step Goal-Setting Process
1. What do you want, specifically —This is the first thing to ask yourself in your goal planning process.What is your vision? Your dream? Without being clear as to yourexplicit desires, no other steps can be taken, and no progress made.
2. Why do you want it (what value doesit serve) — The pivotal question in your goal-setting process and aprime motivator. You must reflect on your values list in order toanswer it. Does your desire reflect your values? If so, you’veaccomplished the second step and are on your way to goal settingsuccess.
3. When do you want it – Determiningspecific dates for completion of tasks is a crucial part of your goalsetting procedure. Knowing that you have committed yourself toachieving a certain thing by a certain date will enable you to planyour time and thus maximize your efforts.
4. What will you give up or overcome to get it – Confusion? Fear? Procrastination? Insecurity? Make sure you keep in mind why you want your goal. It will give you all the courage you need to push through your fears and move forward.
5. Create a detailed plan to get there— We are not born knowing how to do anything, really, except eat, sleepand breathe. The rest we learn as we go along, and creating a detailedplan to achieve your goals is no different. Brainstorm things you cando, actions you can take. Bounce ideas off of friends, relatives. Throwout ideas (none are too insignificant or crazy). After you get thefirst few implausible or facetious ideas out of the way, more creative,clever and valuable ideas will surface. Brainstorm until you are ableto get your ideas down to very specific, measurable tasks that you canthen cross off a list when you’ve finished them.
Read full post: http://www.fastcompany.com/blog/stephanie-frank/5-things-you-must-know-about-sudden-success/5-steps-create-solid-powerful-goals
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
5 Steps to Create Solid, Powerful Goals BY Stephanie Frank
Fri Sep 18, 2009 at 11:47 AM
Excerpts:
The Five-Step Goal-Setting Process
1. What do you want, specifically —This is the first thing to ask yourself in your goal planning process.What is your vision? Your dream? Without being clear as to yourexplicit desires, no other steps can be taken, and no progress made.
2. Why do you want it (what value doesit serve) — The pivotal question in your goal-setting process and aprime motivator. You must reflect on your values list in order toanswer it. Does your desire reflect your values? If so, you’veaccomplished the second step and are on your way to goal settingsuccess.
3. When do you want it – Determiningspecific dates for completion of tasks is a crucial part of your goalsetting procedure. Knowing that you have committed yourself toachieving a certain thing by a certain date will enable you to planyour time and thus maximize your efforts.
4. What will you give up or overcome to get it – Confusion? Fear? Procrastination? Insecurity? Make sure you keep in mind why you want your goal. It will give you all the courage you need to push through your fears and move forward.
5. Create a detailed plan to get there— We are not born knowing how to do anything, really, except eat, sleepand breathe. The rest we learn as we go along, and creating a detailedplan to achieve your goals is no different. Brainstorm things you cando, actions you can take. Bounce ideas off of friends, relatives. Throwout ideas (none are too insignificant or crazy). After you get thefirst few implausible or facetious ideas out of the way, more creative,clever and valuable ideas will surface. Brainstorm until you are ableto get your ideas down to very specific, measurable tasks that you canthen cross off a list when you’ve finished them.
Read full post: http://www.fastcompany.com/blog/stephanie-frank/5-things-you-must-know-about-sudden-success/5-steps-create-solid-powerful-goals
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Management Rewired: What Can Brain Science Tell Us About Leadership Behavior? - FP Posted
Management Rewired: What Can Brain Science Tell Us About Leadership Behavior? - FP Posted
Financial Post (Canada) >
Management Rewired: What Can Brain Science Tell Us About Leadership Behavior? >
Posted: September 19, 2009, 4:03 PM by Ray Williams >
By Ray B. Williams >
Research on how the human brain can affect behaviors--called neuroscience, or the popular term, brain science--has yet to be fully appreciated by leaders of organizations. That knowledge could have a significant impact on how leaders are trained and what they do. In the past few decades, scientists have gained new and more accurate scientific views of human behavior, studying the human brain. Organizational change that takes into account the physiological nature of the brain and ways that predisposes people to resist or cooperate with leaders can be extremely useful for leaders. >
Some valuable insights come from John Medina, a molecular biologist, published in the Harvard Business Review in May 2008. Medina is an author of Brain Rules: 12 Principles For Surviving and Thriving at Work, Home and School. Medina says "the brain is so sensitive to external experiences that you can literally rewire it through exposure to environmental influences." For example, we know that stress hurts the brain and that has a huge impact on productivity. Medina says that enduring continuing stress is like trying to fly an airplane under water. >
Some people have brains that are wired in a way that can overcome huge amounts of stress, but we're not able to predict this. Slowly, brain science is beginning to inform us about the genetic components of why some people are more resilient than others. For example, a gene called 5-HTT helps regulate our moods. People with a mutation of this gene are more likely to become depressed under stress.We're also learning a lot about how our brain remembers. Medina says there is no such thing as a perfect memory because the brain's prime purpose is survival. So it will change the perception of reality to survive. The brain is not a perfect recording device. This finding supports Neuro-Linguistic Programming (NLP), which proposes that no one really knows what reality is, but only his or her perception of reality. >
Brain research shows that long-term memory doesn't happen instantly, but occurs over a long time. So to develop long-term memory you have to be consistently re-exposed to certain information, a process called, "elaborative retrieval." Advertisers understand this concept, which is reflected in message repetition. Brain research has also pointed us to the knowledge that our brains are very elastic and capable of change regardless of age. The physical changes neurons undergo when learning something happens to anyone’s brain at any age. The brain remains plastic until we die, which means we can remain lifelong learners. >
Business school professors at the Arizona State Univesity and Emory University are working with neuroscientists to study the brains of executives. At Emory, researchers asked a group of executives to respond to PowerPoint slides presenting moral dilemmas associated with early memories, to establish whether brain patterns that determine moral thinking are formed early in life. The results so far show that moral thinking is formed early in life which brings into question whether it could be taught later in life. The Leadership Neuroscience Project, headed by Arizona State University professors Pierre Balthazar and David Waltham initiated a study of a group of business leaders while they discussed various scenarios such as layoffs, to determine if there were any distinctive brain wave patterns. >
"Neuroleadership,” is a term coined by David Rock, a leadership consultant and author of Quiet Leadership: Six Steps to Transforming Leadership At Work. Rock and Jeffrey Schwartz, a research scientist at UCLA, are applying neuroscience concepts to leadership. For example, by emphasizing mindful, focused attention on new management practices, rather than fixing old habits that don't work, leaders can actually rewire their brains. McKinsey and Company is now incorporating their ideas into client workshops. An article by Rock and Schwartz published in Strategy and Business Journal, was the publication’s most downloaded article in 2006. >
Improvements in brain analysis technology has allowed researchers to track the energy of a thought coursing through the brain in the same way they can track blood flowing through the circulatory system. Change lights up the prefrontalal cortex, which is fast and agile. Overloading the prefrontal cortex can generate fatigue, fear and anger, because of the cortex's connection to the emotion center of the brain, the amygdala. >
Rock and Schwartz state that "the traditional command-and-control style of management doesn't lead to permanent changes in behavior. Ordering people to change and them telling them how to do it fires the prefrontal cortex’s hair trigger connection to the amygdala. The more you try to convince people that you’re right and they're wrong, the more they push back. The brain will try to defend itself from threats. Our brains are so complex that it is rare for us to be able to see any situation in exactly the same way as someone else. The way to get past the prefrontal cortex’s defenses is to help people come to their own resolution regarding the concepts causing through their prefrontal cortex to bristle." >
Dr. Robert Cooper, of Stanford Business School writing in Strategy and Leadership Journal, points out that we actually have three brains--the one in our head, the one in our gut and the one in our heart, all of which have massive number of neurons. He claims that the highest reasoning involves all three brains working together. >
Traditional change in management tactics in organizations are based more on animal training than on human psychology and neuroscience. Leaders promise bonuses and promotions (the carrot) for those who go along with the changes, and punish those (the stick) who don't with less important jobs or even job loss. This kind of managerial behavior flies in the face of evidence that shows that people's primary motivation in the workplace is neither money or advancement but rather a personal interest in their jobs, a good environment to work in and fulfilling relationships with their boss and colleagues. >
Charles Jacobs, author of Management Rewired: Why Feedback Doesn't Work and Other Supervisory Lessons From The Latest Brain Science, says the brain is wired to resist what is commonly termed constructive feedback, but is usually negative. When people encounter information that is in conflict with their self-image, their tendency is to change he information, rather than changing themselves. So when mangers give critical feedback to employees, the employees’ brain defense mechanism is activated because that information conflicts with what the brain remembers and knows. >
Jacobs' views are supported by management guru Aubrey C. Daniels, writing in his book, Oops! 13 Management Practices That Waste Time and Money. He cites a study by the Society for Human Resource Management (SHRM) which found that 90% of performance appraisals are both painful and don't work and further, produce an extremely low percentage of top performers. Modern brain research questions the validly of psychological testing, such as the Myers-Briggs test, used for employment decisions. These tests were developed long before we knew very much about how the brain processes anything. >
So if critical feedback or so called constructive criticism is not effective, what is? Jacobs recommends that leaders engage in a Socratic dialogue with employees, asking questions so that the employees set their own goals and self-evaluate. Leaders have to understand that learning in our brains is not the same for all people. When new ideas and concepts are embraced by people, the brain changes physically. So changing the way we think can alter the brain's physical characteristics. >
Brain science also tells us that people make decisions based on emotions, not logic. When someone experiences something that gets attached to an emotion, it leaves a strong record in the brain. When that person encounters a similar set of circumstances, it brings up the memory along with the associating emotions, which could be positive or negative. It is the emotional memory that will affect the decisions, not logic. We use our analytical thinking processes to validate the emotional decision we have already made. That's why people can ignore evidence to the contrary to their emotional decision. >
Brain science has huge implications for the way we manage organizations, and equally significant implications for HR practices. Compensation, benefits, rewards and other current methods of employee motivation are much the same as they were three generations ago, ignoring all the research evidence from psychology and brain science. So too is the evidence about how psychological states and their brain characteristics---for example, happiness--have a direct impact on employee engagement, creativity and productivity. >
In my April 26, 2009 article in Psychology Today, I said, " Leaders can change their own behavior or influence that of other people by focusing on creating new behaviors rather than trying to fix old ones. In a world with so many distractions, one of the biggest challenges is being able to focus enough attention on any one idea. Leaders can make a difference by eliciting attention on only the most important things and focusing their feedback to employees on things that work well. Focusing on solutions and not problems, and allowing employees to generate solutions and developing new positive behaviors become a critical management strategy to increase success." >
With the demands of a new economy the old leadership practices just won't work. It's time we learned from brain science. >
Ray B. Williams is Co-Founder of Success IQ University and President of Ray Williams Associates, companies located in Vancouver and Phoenix, providing leadership training, personal grwoth and executive coaching services. http://www.successiqu.com/
See Original Post: http://network.nationalpost.com/np/blogs/fpposted/archive/2009/09/19/management-rewired-what-can-brain-science-tell-us-about-leadership-behavior.aspx
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Financial Post (Canada) >
Management Rewired: What Can Brain Science Tell Us About Leadership Behavior? >
Posted: September 19, 2009, 4:03 PM by Ray Williams >
By Ray B. Williams >
Research on how the human brain can affect behaviors--called neuroscience, or the popular term, brain science--has yet to be fully appreciated by leaders of organizations. That knowledge could have a significant impact on how leaders are trained and what they do. In the past few decades, scientists have gained new and more accurate scientific views of human behavior, studying the human brain. Organizational change that takes into account the physiological nature of the brain and ways that predisposes people to resist or cooperate with leaders can be extremely useful for leaders. >
Some valuable insights come from John Medina, a molecular biologist, published in the Harvard Business Review in May 2008. Medina is an author of Brain Rules: 12 Principles For Surviving and Thriving at Work, Home and School. Medina says "the brain is so sensitive to external experiences that you can literally rewire it through exposure to environmental influences." For example, we know that stress hurts the brain and that has a huge impact on productivity. Medina says that enduring continuing stress is like trying to fly an airplane under water. >
Some people have brains that are wired in a way that can overcome huge amounts of stress, but we're not able to predict this. Slowly, brain science is beginning to inform us about the genetic components of why some people are more resilient than others. For example, a gene called 5-HTT helps regulate our moods. People with a mutation of this gene are more likely to become depressed under stress.We're also learning a lot about how our brain remembers. Medina says there is no such thing as a perfect memory because the brain's prime purpose is survival. So it will change the perception of reality to survive. The brain is not a perfect recording device. This finding supports Neuro-Linguistic Programming (NLP), which proposes that no one really knows what reality is, but only his or her perception of reality. >
Brain research shows that long-term memory doesn't happen instantly, but occurs over a long time. So to develop long-term memory you have to be consistently re-exposed to certain information, a process called, "elaborative retrieval." Advertisers understand this concept, which is reflected in message repetition. Brain research has also pointed us to the knowledge that our brains are very elastic and capable of change regardless of age. The physical changes neurons undergo when learning something happens to anyone’s brain at any age. The brain remains plastic until we die, which means we can remain lifelong learners. >
Business school professors at the Arizona State Univesity and Emory University are working with neuroscientists to study the brains of executives. At Emory, researchers asked a group of executives to respond to PowerPoint slides presenting moral dilemmas associated with early memories, to establish whether brain patterns that determine moral thinking are formed early in life. The results so far show that moral thinking is formed early in life which brings into question whether it could be taught later in life. The Leadership Neuroscience Project, headed by Arizona State University professors Pierre Balthazar and David Waltham initiated a study of a group of business leaders while they discussed various scenarios such as layoffs, to determine if there were any distinctive brain wave patterns. >
"Neuroleadership,” is a term coined by David Rock, a leadership consultant and author of Quiet Leadership: Six Steps to Transforming Leadership At Work. Rock and Jeffrey Schwartz, a research scientist at UCLA, are applying neuroscience concepts to leadership. For example, by emphasizing mindful, focused attention on new management practices, rather than fixing old habits that don't work, leaders can actually rewire their brains. McKinsey and Company is now incorporating their ideas into client workshops. An article by Rock and Schwartz published in Strategy and Business Journal, was the publication’s most downloaded article in 2006. >
Improvements in brain analysis technology has allowed researchers to track the energy of a thought coursing through the brain in the same way they can track blood flowing through the circulatory system. Change lights up the prefrontalal cortex, which is fast and agile. Overloading the prefrontal cortex can generate fatigue, fear and anger, because of the cortex's connection to the emotion center of the brain, the amygdala. >
Rock and Schwartz state that "the traditional command-and-control style of management doesn't lead to permanent changes in behavior. Ordering people to change and them telling them how to do it fires the prefrontal cortex’s hair trigger connection to the amygdala. The more you try to convince people that you’re right and they're wrong, the more they push back. The brain will try to defend itself from threats. Our brains are so complex that it is rare for us to be able to see any situation in exactly the same way as someone else. The way to get past the prefrontal cortex’s defenses is to help people come to their own resolution regarding the concepts causing through their prefrontal cortex to bristle." >
Dr. Robert Cooper, of Stanford Business School writing in Strategy and Leadership Journal, points out that we actually have three brains--the one in our head, the one in our gut and the one in our heart, all of which have massive number of neurons. He claims that the highest reasoning involves all three brains working together. >
Traditional change in management tactics in organizations are based more on animal training than on human psychology and neuroscience. Leaders promise bonuses and promotions (the carrot) for those who go along with the changes, and punish those (the stick) who don't with less important jobs or even job loss. This kind of managerial behavior flies in the face of evidence that shows that people's primary motivation in the workplace is neither money or advancement but rather a personal interest in their jobs, a good environment to work in and fulfilling relationships with their boss and colleagues. >
Charles Jacobs, author of Management Rewired: Why Feedback Doesn't Work and Other Supervisory Lessons From The Latest Brain Science, says the brain is wired to resist what is commonly termed constructive feedback, but is usually negative. When people encounter information that is in conflict with their self-image, their tendency is to change he information, rather than changing themselves. So when mangers give critical feedback to employees, the employees’ brain defense mechanism is activated because that information conflicts with what the brain remembers and knows. >
Jacobs' views are supported by management guru Aubrey C. Daniels, writing in his book, Oops! 13 Management Practices That Waste Time and Money. He cites a study by the Society for Human Resource Management (SHRM) which found that 90% of performance appraisals are both painful and don't work and further, produce an extremely low percentage of top performers. Modern brain research questions the validly of psychological testing, such as the Myers-Briggs test, used for employment decisions. These tests were developed long before we knew very much about how the brain processes anything. >
So if critical feedback or so called constructive criticism is not effective, what is? Jacobs recommends that leaders engage in a Socratic dialogue with employees, asking questions so that the employees set their own goals and self-evaluate. Leaders have to understand that learning in our brains is not the same for all people. When new ideas and concepts are embraced by people, the brain changes physically. So changing the way we think can alter the brain's physical characteristics. >
Brain science also tells us that people make decisions based on emotions, not logic. When someone experiences something that gets attached to an emotion, it leaves a strong record in the brain. When that person encounters a similar set of circumstances, it brings up the memory along with the associating emotions, which could be positive or negative. It is the emotional memory that will affect the decisions, not logic. We use our analytical thinking processes to validate the emotional decision we have already made. That's why people can ignore evidence to the contrary to their emotional decision. >
Brain science has huge implications for the way we manage organizations, and equally significant implications for HR practices. Compensation, benefits, rewards and other current methods of employee motivation are much the same as they were three generations ago, ignoring all the research evidence from psychology and brain science. So too is the evidence about how psychological states and their brain characteristics---for example, happiness--have a direct impact on employee engagement, creativity and productivity. >
In my April 26, 2009 article in Psychology Today, I said, " Leaders can change their own behavior or influence that of other people by focusing on creating new behaviors rather than trying to fix old ones. In a world with so many distractions, one of the biggest challenges is being able to focus enough attention on any one idea. Leaders can make a difference by eliciting attention on only the most important things and focusing their feedback to employees on things that work well. Focusing on solutions and not problems, and allowing employees to generate solutions and developing new positive behaviors become a critical management strategy to increase success." >
With the demands of a new economy the old leadership practices just won't work. It's time we learned from brain science. >
Ray B. Williams is Co-Founder of Success IQ University and President of Ray Williams Associates, companies located in Vancouver and Phoenix, providing leadership training, personal grwoth and executive coaching services. http://www.successiqu.com/
See Original Post: http://network.nationalpost.com/np/blogs/fpposted/archive/2009/09/19/management-rewired-what-can-brain-science-tell-us-about-leadership-behavior.aspx
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Friday, September 18, 2009
September 15, 2009 Happiness Newsletter
The Happiness Club
HAPPINESS GUARANTEE
By Lionel Ketchian >
You are about to read the first happiness guarantee ever made. If you follow what I am about to reveal to you, I guarantee your happiness. If you choose not to follow it, you can have your unhappiness back. This is the most direct method you will learn. It is simple, I promise you! It is simple, but it may not be easy. Since it is simple you will remember it and be able to practice it until it becomes a positive habit and it becomes natural for you. >
First and foremost, you must make the decision that being happy is the most important thing for you to be and to do. Once you understand that your happiness really counts, you are ready for the next step. I want you to NOT CHOOSE TO BE UNHAPPY in every moment. Yes, that is the secret. Once you understand that being happy is important and necessary to your well being, you will be ready to take charge of your emotional and rational capacity as a fully functioning human being. >
When you encounter a situation that is not going the way you would like it to go, learn to make a choice about what you are going to choose to do. But, do NOT CHOOSE TO BE UNHAPPY. Don't make that choice. Every time you become unhappy, you are choosing it. How does it feel to have a problem and also have to deal with your unhappiness on top of all that? It doesn't feel good, does it? No, it doesn't! It is time for you to stop terrorizing yourself. It is time for you to become your own best friend. >
The reason that not choosing unhappiness works so well, is that as soon as a bad situation presents itself, you react to it and make unhappiness your choice. What you could be doing is choosing the best possible solution. In order to do this, it requires a balanced state of mind. If you did not choose unhappiness, you could maintain a state of well being that supports your most creative problem solving strategies. >
When you are not happy, you are letting your thinking make the worst possible choice you can possibly construct. This may sound very extraordinary to you, but by not choosing unhappiness you are controlling your thinking. By thinking about what to do in an unfavorable situation, you will react with consistent negativity. >
It has become extremely important to control our thinking. I am not just talking about negative or positive thinking, but all of our thinking. The problem with our thinking is that we have absolutely no control of it and therefore, our thinking has gained absolute control over us. Our thinking is making us unhappy. When we are unhappy, it is because we are choosing it. >
The only way you are ever going to be happy is by not choosing unhappiness. Every time you are unhappy, you have engaged your thinking to take control of your emotions and your state of being. Once you connect to unhappiness, you have lost your inner peace. You are operating from your negative thinking, moods and feelings. In fact, when you are unhappy, you are giving your power away. Being unhappy is just another term for being powerless and feeling helpless. Why would you go though life allowing yourself to feel that way? Why would you allow yourself to experience the worst possible outcome? >
I will tell you why you do it. You are not happy because you do not know how to not choose unhappiness. It has become a reaction, a conditioned reflex. You are not happy because being happy requires a great deal of consciousness and awareness. You choose unhappiness because you are not aware you are doing it. Everyone else does it so why not go along with the crowd, right? Well, it is not right. It is time for you to take your power back by not choosing unhappiness every time things don't go the way you wish they would. >
Wake up and take your power back. Become aware of how you choose unhappiness in unpleasant situations. Being more aware of how you lose your power, you can gain control of your life. As Henry David Thoreau said, "Above all, we cannot afford to not live in the present." Rabbi Zelig Pliskin just wrote a great new book called Life Is Now! Rabbi Pliskin is the author of 24 books including the best book on happiness called: GATEWAY TO HAPPINESS. >
Become more aware of how you react when you automatically and unconditionally choose unhappiness. I want you to make not choosing unhappiness a contract with yourself. You only have to think about the happiness decision. Once you have done that, you don't need to use your thinking anymore because that will lead you to choose unhappiness again. >
Choose your unhappiness wisely, because it will cause much devastation in your life. Unhappiness is a choice, don't make it! You will learn to make less often, or at the very least, you will see why choosing it will keep you unhappy! My friend, you deserve to be happy! As John Milton wisely stated, "The mind is its own place, and in itself, can make heaven of Hell, and a hell of Heaven." >
See Original Post: The Happiness Club
HAPPINESS GUARANTEE
By Lionel Ketchian >
You are about to read the first happiness guarantee ever made. If you follow what I am about to reveal to you, I guarantee your happiness. If you choose not to follow it, you can have your unhappiness back. This is the most direct method you will learn. It is simple, I promise you! It is simple, but it may not be easy. Since it is simple you will remember it and be able to practice it until it becomes a positive habit and it becomes natural for you. >
First and foremost, you must make the decision that being happy is the most important thing for you to be and to do. Once you understand that your happiness really counts, you are ready for the next step. I want you to NOT CHOOSE TO BE UNHAPPY in every moment. Yes, that is the secret. Once you understand that being happy is important and necessary to your well being, you will be ready to take charge of your emotional and rational capacity as a fully functioning human being. >
When you encounter a situation that is not going the way you would like it to go, learn to make a choice about what you are going to choose to do. But, do NOT CHOOSE TO BE UNHAPPY. Don't make that choice. Every time you become unhappy, you are choosing it. How does it feel to have a problem and also have to deal with your unhappiness on top of all that? It doesn't feel good, does it? No, it doesn't! It is time for you to stop terrorizing yourself. It is time for you to become your own best friend. >
The reason that not choosing unhappiness works so well, is that as soon as a bad situation presents itself, you react to it and make unhappiness your choice. What you could be doing is choosing the best possible solution. In order to do this, it requires a balanced state of mind. If you did not choose unhappiness, you could maintain a state of well being that supports your most creative problem solving strategies. >
When you are not happy, you are letting your thinking make the worst possible choice you can possibly construct. This may sound very extraordinary to you, but by not choosing unhappiness you are controlling your thinking. By thinking about what to do in an unfavorable situation, you will react with consistent negativity. >
It has become extremely important to control our thinking. I am not just talking about negative or positive thinking, but all of our thinking. The problem with our thinking is that we have absolutely no control of it and therefore, our thinking has gained absolute control over us. Our thinking is making us unhappy. When we are unhappy, it is because we are choosing it. >
The only way you are ever going to be happy is by not choosing unhappiness. Every time you are unhappy, you have engaged your thinking to take control of your emotions and your state of being. Once you connect to unhappiness, you have lost your inner peace. You are operating from your negative thinking, moods and feelings. In fact, when you are unhappy, you are giving your power away. Being unhappy is just another term for being powerless and feeling helpless. Why would you go though life allowing yourself to feel that way? Why would you allow yourself to experience the worst possible outcome? >
I will tell you why you do it. You are not happy because you do not know how to not choose unhappiness. It has become a reaction, a conditioned reflex. You are not happy because being happy requires a great deal of consciousness and awareness. You choose unhappiness because you are not aware you are doing it. Everyone else does it so why not go along with the crowd, right? Well, it is not right. It is time for you to take your power back by not choosing unhappiness every time things don't go the way you wish they would. >
Wake up and take your power back. Become aware of how you choose unhappiness in unpleasant situations. Being more aware of how you lose your power, you can gain control of your life. As Henry David Thoreau said, "Above all, we cannot afford to not live in the present." Rabbi Zelig Pliskin just wrote a great new book called Life Is Now! Rabbi Pliskin is the author of 24 books including the best book on happiness called: GATEWAY TO HAPPINESS. >
Become more aware of how you react when you automatically and unconditionally choose unhappiness. I want you to make not choosing unhappiness a contract with yourself. You only have to think about the happiness decision. Once you have done that, you don't need to use your thinking anymore because that will lead you to choose unhappiness again. >
Choose your unhappiness wisely, because it will cause much devastation in your life. Unhappiness is a choice, don't make it! You will learn to make less often, or at the very least, you will see why choosing it will keep you unhappy! My friend, you deserve to be happy! As John Milton wisely stated, "The mind is its own place, and in itself, can make heaven of Hell, and a hell of Heaven." >
See Original Post: http://campaign.constantcontact.com/render?v=001dVPWlkg289mKZYfHkOaaGYFcAl9n58Ul3i12C5I200occK8ncD-fJk_mGAWzFGoDl_5V51DpULA5rE9fLaEnarce5zXoVDSqKTP35EW5lgN3UIBp_R_nOg%3D%3D
***********************************************************************
http://dreamlearndobecome.blogspot.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 GUARANTEE
By Lionel Ketchian >
You are about to read the first happiness guarantee ever made. If you follow what I am about to reveal to you, I guarantee your happiness. If you choose not to follow it, you can have your unhappiness back. This is the most direct method you will learn. It is simple, I promise you! It is simple, but it may not be easy. Since it is simple you will remember it and be able to practice it until it becomes a positive habit and it becomes natural for you. >
First and foremost, you must make the decision that being happy is the most important thing for you to be and to do. Once you understand that your happiness really counts, you are ready for the next step. I want you to NOT CHOOSE TO BE UNHAPPY in every moment. Yes, that is the secret. Once you understand that being happy is important and necessary to your well being, you will be ready to take charge of your emotional and rational capacity as a fully functioning human being. >
When you encounter a situation that is not going the way you would like it to go, learn to make a choice about what you are going to choose to do. But, do NOT CHOOSE TO BE UNHAPPY. Don't make that choice. Every time you become unhappy, you are choosing it. How does it feel to have a problem and also have to deal with your unhappiness on top of all that? It doesn't feel good, does it? No, it doesn't! It is time for you to stop terrorizing yourself. It is time for you to become your own best friend. >
The reason that not choosing unhappiness works so well, is that as soon as a bad situation presents itself, you react to it and make unhappiness your choice. What you could be doing is choosing the best possible solution. In order to do this, it requires a balanced state of mind. If you did not choose unhappiness, you could maintain a state of well being that supports your most creative problem solving strategies. >
When you are not happy, you are letting your thinking make the worst possible choice you can possibly construct. This may sound very extraordinary to you, but by not choosing unhappiness you are controlling your thinking. By thinking about what to do in an unfavorable situation, you will react with consistent negativity. >
It has become extremely important to control our thinking. I am not just talking about negative or positive thinking, but all of our thinking. The problem with our thinking is that we have absolutely no control of it and therefore, our thinking has gained absolute control over us. Our thinking is making us unhappy. When we are unhappy, it is because we are choosing it. >
The only way you are ever going to be happy is by not choosing unhappiness. Every time you are unhappy, you have engaged your thinking to take control of your emotions and your state of being. Once you connect to unhappiness, you have lost your inner peace. You are operating from your negative thinking, moods and feelings. In fact, when you are unhappy, you are giving your power away. Being unhappy is just another term for being powerless and feeling helpless. Why would you go though life allowing yourself to feel that way? Why would you allow yourself to experience the worst possible outcome? >
I will tell you why you do it. You are not happy because you do not know how to not choose unhappiness. It has become a reaction, a conditioned reflex. You are not happy because being happy requires a great deal of consciousness and awareness. You choose unhappiness because you are not aware you are doing it. Everyone else does it so why not go along with the crowd, right? Well, it is not right. It is time for you to take your power back by not choosing unhappiness every time things don't go the way you wish they would. >
Wake up and take your power back. Become aware of how you choose unhappiness in unpleasant situations. Being more aware of how you lose your power, you can gain control of your life. As Henry David Thoreau said, "Above all, we cannot afford to not live in the present." Rabbi Zelig Pliskin just wrote a great new book called Life Is Now! Rabbi Pliskin is the author of 24 books including the best book on happiness called: GATEWAY TO HAPPINESS. >
Become more aware of how you react when you automatically and unconditionally choose unhappiness. I want you to make not choosing unhappiness a contract with yourself. You only have to think about the happiness decision. Once you have done that, you don't need to use your thinking anymore because that will lead you to choose unhappiness again. >
Choose your unhappiness wisely, because it will cause much devastation in your life. Unhappiness is a choice, don't make it! You will learn to make less often, or at the very least, you will see why choosing it will keep you unhappy! My friend, you deserve to be happy! As John Milton wisely stated, "The mind is its own place, and in itself, can make heaven of Hell, and a hell of Heaven." >
See Original Post: The Happiness Club
HAPPINESS GUARANTEE
By Lionel Ketchian >
You are about to read the first happiness guarantee ever made. If you follow what I am about to reveal to you, I guarantee your happiness. If you choose not to follow it, you can have your unhappiness back. This is the most direct method you will learn. It is simple, I promise you! It is simple, but it may not be easy. Since it is simple you will remember it and be able to practice it until it becomes a positive habit and it becomes natural for you. >
First and foremost, you must make the decision that being happy is the most important thing for you to be and to do. Once you understand that your happiness really counts, you are ready for the next step. I want you to NOT CHOOSE TO BE UNHAPPY in every moment. Yes, that is the secret. Once you understand that being happy is important and necessary to your well being, you will be ready to take charge of your emotional and rational capacity as a fully functioning human being. >
When you encounter a situation that is not going the way you would like it to go, learn to make a choice about what you are going to choose to do. But, do NOT CHOOSE TO BE UNHAPPY. Don't make that choice. Every time you become unhappy, you are choosing it. How does it feel to have a problem and also have to deal with your unhappiness on top of all that? It doesn't feel good, does it? No, it doesn't! It is time for you to stop terrorizing yourself. It is time for you to become your own best friend. >
The reason that not choosing unhappiness works so well, is that as soon as a bad situation presents itself, you react to it and make unhappiness your choice. What you could be doing is choosing the best possible solution. In order to do this, it requires a balanced state of mind. If you did not choose unhappiness, you could maintain a state of well being that supports your most creative problem solving strategies. >
When you are not happy, you are letting your thinking make the worst possible choice you can possibly construct. This may sound very extraordinary to you, but by not choosing unhappiness you are controlling your thinking. By thinking about what to do in an unfavorable situation, you will react with consistent negativity. >
It has become extremely important to control our thinking. I am not just talking about negative or positive thinking, but all of our thinking. The problem with our thinking is that we have absolutely no control of it and therefore, our thinking has gained absolute control over us. Our thinking is making us unhappy. When we are unhappy, it is because we are choosing it. >
The only way you are ever going to be happy is by not choosing unhappiness. Every time you are unhappy, you have engaged your thinking to take control of your emotions and your state of being. Once you connect to unhappiness, you have lost your inner peace. You are operating from your negative thinking, moods and feelings. In fact, when you are unhappy, you are giving your power away. Being unhappy is just another term for being powerless and feeling helpless. Why would you go though life allowing yourself to feel that way? Why would you allow yourself to experience the worst possible outcome? >
I will tell you why you do it. You are not happy because you do not know how to not choose unhappiness. It has become a reaction, a conditioned reflex. You are not happy because being happy requires a great deal of consciousness and awareness. You choose unhappiness because you are not aware you are doing it. Everyone else does it so why not go along with the crowd, right? Well, it is not right. It is time for you to take your power back by not choosing unhappiness every time things don't go the way you wish they would. >
Wake up and take your power back. Become aware of how you choose unhappiness in unpleasant situations. Being more aware of how you lose your power, you can gain control of your life. As Henry David Thoreau said, "Above all, we cannot afford to not live in the present." Rabbi Zelig Pliskin just wrote a great new book called Life Is Now! Rabbi Pliskin is the author of 24 books including the best book on happiness called: GATEWAY TO HAPPINESS. >
Become more aware of how you react when you automatically and unconditionally choose unhappiness. I want you to make not choosing unhappiness a contract with yourself. You only have to think about the happiness decision. Once you have done that, you don't need to use your thinking anymore because that will lead you to choose unhappiness again. >
Choose your unhappiness wisely, because it will cause much devastation in your life. Unhappiness is a choice, don't make it! You will learn to make less often, or at the very least, you will see why choosing it will keep you unhappy! My friend, you deserve to be happy! As John Milton wisely stated, "The mind is its own place, and in itself, can make heaven of Hell, and a hell of Heaven." >
See Original Post: http://campaign.constantcontact.com/render?v=001dVPWlkg289mKZYfHkOaaGYFcAl9n58Ul3i12C5I200occK8ncD-fJk_mGAWzFGoDl_5V51DpULA5rE9fLaEnarce5zXoVDSqKTP35EW5lgN3UIBp_R_nOg%3D%3D
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
Most U.S. Workers Ready to Hunker Down to Regain Control (And Other Insightful Employee Attitudes)
Most U.S. Workers Ready to Hunker Down to Regain Control
WorldAtWork.Com
Most U.S. Workers Ready to Hunker Down to Regain Control
Sept. 4, 2009 — Despite the dismal economy and job market, a new survey shows that U.S. workers are ready to step up and regain control of their own and their companies’ destinies.
Randstad’s 2009 World of Work survey found that overwhelmingly the workforce is eager to move past ‘survival mode’ and focus on a thriving future:
- 78% of employees said they are staying motivated and focused by maintaining a positive attitude
- 91% said now is the right time to be innovative
- 90% said now is the right time to focus on the future
- 83% said now is the right time to expand their roles and responsibilities
- 55% said now is a good time to speak their mind
- 38% said now is a good time to take risks.
Survey results also show an “interesting” findings about employee attitudes regarding being laid off from their job:
- 25% expressed concern about being laid off in the next six months.
- Of those who aren’t concerned about being laid off, 52% attributed their lack of concern to having a positive attitude; this ranked higher than having a broad set of responsibilities (45%) and being a key player in the company’s future success (32%).
- Of those employees who are concerned about being laid off, 46% are exploring new opportunities at other organizations while, surprisingly, only 28% are exploring new opportunities within their current organization.
- Gen Y is more apt than any other generation to keep their options open and explore outside opportunities — 47% have updated their resume in the past six months and 26% have sent their resume to another organization or recruiter.
“While much attention has been given to those who have lost jobs and are suffering economic hardships, far less attention has been given to understanding, managing and motivating the workers who are still employed,” said Eileen Habelow, Randstad senior vice president for organizational development. “Many companies are missing the opportunity to energize their workforce by reminding them that their consistent, strong performance is key to the success of the company. Proactively harnessing their determination and commitment for future success is one of the smartest and often easiest strategies companies can adopt.”
Other key findings:
- 72% of employees reported a personal commitment to their organization
- 79% agreed that it is important that they help achieve their organization’s goals.
- 46% thought their organization is committed to their success.
- while 57% of employees describe themselves as loyal to their employer, up eight percentage points from 2008, the proportion of employees who consider their company loyal to them has remained virtually unchanged since 2005 (about 25%), despite major shifts in the economy. This sentiment has widened the 23-point gap that existed last year to create a larger 32-point gap this year.
- 83% of employees feel fortunate to still have their jobs
- 52% fear for their economic well-being
- 37% felt their work environment would become less enjoyable
- 34 percent were concerned their career progress will be slowed
- Only 12% of employees and 9% of employers are considering changing jobs in the next 12 months.
- Although the Bureau of Labor Statistics reports more men have lost their jobs than women, 58% of women fear for their economic security compared to 47% of men
- Being part of a workplace family is considerably less important to employees today (34%) than in 2003 (73%), representing a 39% drop
- 12% of employees surveyed expressed feeling envious of those who have left their organization.
“Companies need to do their part to keep workers connected, engaged and motivated,” Habelow said. “Now is the time to focus on the employees who can make the difference between surviving and thriving. By communicating their value and role in achieving business goals, employers can retain their top talent and achieve better results once the recession is over.”
Abbreviated Survey Methodology This survey was conducted online within the United States from March 23 to April 15, 2009, among 2,199 employees and 833 managers. Harris Interactive panel members reflected the U.S. population of adults age 18+, employed full-time or self employed, and employers involved in decision making on strategic HR issues for at least six months. Data is weighted using Propensity Score Weighting, a proprietary weighting technique that balances all of the characteristics (e.g. demographic, attitudinal, and behavioral) of online respondents in order to project the U.S. general population.
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.
Read Original Post: http://www.worldatwork.org/waw/adimComment?id=34349
***********************************************************************
http://dreamlearndobecome.blogspot.com This posting was made my Jim Jacobs, President & CEO of Jacobs Executive Advisors. Jim also serves as Leader of Jacobs Advisors' Insurance Practice.
WorldAtWork.Com
Most U.S. Workers Ready to Hunker Down to Regain Control
Sept. 4, 2009 — Despite the dismal economy and job market, a new survey shows that U.S. workers are ready to step up and regain control of their own and their companies’ destinies.
Randstad’s 2009 World of Work survey found that overwhelmingly the workforce is eager to move past ‘survival mode’ and focus on a thriving future:
- 78% of employees said they are staying motivated and focused by maintaining a positive attitude
- 91% said now is the right time to be innovative
- 90% said now is the right time to focus on the future
- 83% said now is the right time to expand their roles and responsibilities
- 55% said now is a good time to speak their mind
- 38% said now is a good time to take risks.
Survey results also show an “interesting” findings about employee attitudes regarding being laid off from their job:
- 25% expressed concern about being laid off in the next six months.
- Of those who aren’t concerned about being laid off, 52% attributed their lack of concern to having a positive attitude; this ranked higher than having a broad set of responsibilities (45%) and being a key player in the company’s future success (32%).
- Of those employees who are concerned about being laid off, 46% are exploring new opportunities at other organizations while, surprisingly, only 28% are exploring new opportunities within their current organization.
- Gen Y is more apt than any other generation to keep their options open and explore outside opportunities — 47% have updated their resume in the past six months and 26% have sent their resume to another organization or recruiter.
“While much attention has been given to those who have lost jobs and are suffering economic hardships, far less attention has been given to understanding, managing and motivating the workers who are still employed,” said Eileen Habelow, Randstad senior vice president for organizational development. “Many companies are missing the opportunity to energize their workforce by reminding them that their consistent, strong performance is key to the success of the company. Proactively harnessing their determination and commitment for future success is one of the smartest and often easiest strategies companies can adopt.”
Other key findings:
- 72% of employees reported a personal commitment to their organization
- 79% agreed that it is important that they help achieve their organization’s goals.
- 46% thought their organization is committed to their success.
- while 57% of employees describe themselves as loyal to their employer, up eight percentage points from 2008, the proportion of employees who consider their company loyal to them has remained virtually unchanged since 2005 (about 25%), despite major shifts in the economy. This sentiment has widened the 23-point gap that existed last year to create a larger 32-point gap this year.
- 83% of employees feel fortunate to still have their jobs
- 52% fear for their economic well-being
- 37% felt their work environment would become less enjoyable
- 34 percent were concerned their career progress will be slowed
- Only 12% of employees and 9% of employers are considering changing jobs in the next 12 months.
- Although the Bureau of Labor Statistics reports more men have lost their jobs than women, 58% of women fear for their economic security compared to 47% of men
- Being part of a workplace family is considerably less important to employees today (34%) than in 2003 (73%), representing a 39% drop
- 12% of employees surveyed expressed feeling envious of those who have left their organization.
“Companies need to do their part to keep workers connected, engaged and motivated,” Habelow said. “Now is the time to focus on the employees who can make the difference between surviving and thriving. By communicating their value and role in achieving business goals, employers can retain their top talent and achieve better results once the recession is over.”
Abbreviated Survey Methodology This survey was conducted online within the United States from March 23 to April 15, 2009, among 2,199 employees and 833 managers. Harris Interactive panel members reflected the U.S. population of adults age 18+, employed full-time or self employed, and employers involved in decision making on strategic HR issues for at least six months. Data is weighted using Propensity Score Weighting, a proprietary weighting technique that balances all of the characteristics (e.g. demographic, attitudinal, and behavioral) of online respondents in order to project the U.S. general population.
Contents © 2009 WorldatWork. No part of this article may be reproduced, excerpted or redistributed in any form without express written permission from WorldatWork.
Read Original Post: http://www.worldatwork.org/waw/adimComment?id=34349
***********************************************************************
http://dreamlearndobecome.blogspot.com 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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