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Tag Archive for: #executivecoaching #managment #executive

You are here: Home1 / FSC Career Blog – Voted ‘Most Read’ by LinkedIn.2 / #executivecoaching #managment #executive

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Strategy: What it Takes to Change your Brain’s Pattern After Age 25….Most of Our Brain Patterns are Solidified by Our Mid-20S, but it’s Possible to Change your Brain’s Pathway & Patterns with These Methods

April 29, 2015/in First Sun Blog/by First Sun Team

“In most of us, by the age of thirty, the character has set like plaster, and will never soften again.”

That quote was made famous by Harvard psychologist William James in his 1890 book The Principles of Psychology, and is believed to be the first time modern psychology introduced the idea that one’s personality becomes fixed after a certain age.

brain-mind-wires-2-1940x900_35021

More than a century since James’s influential text, we know that, unfortunately, our brains start to solidify by the age of 25, but that, fortunately, change is still possible after. The key is continuously creating new pathways and connections to break apart stuck neural patterns in the brain.

Simply put, when the brain is young and not yet fully formed, there’s a lot of flexibility and plasticity, which explains why kids learn so quickly, says Deborah Ancona, a professor of management and organizational studies at MIT.

“It turns out that we, as human beings, develop neural pathways, and the more we use those neural pathways over years and years and years, they become very stuck and deeply embedded, moving into deeper portions of the brain,” she tells Fast Company. By the time we get to the age of 25, we just have so many existing pathways that our brain relies on, it’s hard to break free of them.

One reason why is because our brain is “inherently lazy” and will always “choose the most energy efficient path” if we let it, writes Tara Swart, a senior lecturer at MIT, in her book Neuroscience for Leadership.

While you’ll never learn and change as quickly and easily as you once could, you’re also not stuck with your thought patterns from your childhood. In a recent classtaught to senior management and executives, Ancona and Swart discussed ways in which people can keep their brain agile—and become a better leader. Below are the steps required to create new connections between neurons.

FOCUSED ATTENTION

If you want to keep your brain agile, you’re going to have to home in on parts of the brain that you use less frequently, says Swart. And this new task has to be so challenging that you’ll feel mentally and physically exhausted after practicing the task because you’re forcing your brain to work in ways it’s unaccustomed to. This is the only way you’ll actually grow new neurons strong enough to connect with existing neurons, forming new pathways.

For those who want to stimulate their brain, Swart recommends learning a new language or musical instrument. Or any “energy intensive” challenge that requires “conscious processing of inputs, conscious decision making, complex problem solving, memorizing complex concepts, planning, strategizing, self-reflection, regulating our emotions and channeling energy from them, exercising self-control and willpower,” Swart says.

 

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DELIBERATE REPETITION AND PRACTICE

You can’t just learn a new language or musical instrument and never think about it again; you’ll forget what you learned. New connections and pathways are fragile, says Swart, and only through repetition and practice can those connections be established enough to become habitual or default behaviors.

She writes in Neuroscience: “Depending on the complexity of the activity, [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][experiments have required] four and a half months, 144 days or even three months for a new brain map, equal in complexity to an old one, to be created in the motor cortex.”

During this time, motivation, willpower, and self-control are necessary to achieve your goal.

THE RIGHT ENVIRONMENT

Without the right environment to enable change, your brain won’t be able to focus on what’s needed to create new neurons. Instead, your brain will be stuck in survival mode, meaning it will choose to travel along pathways it’s already familiar with to mitigate risk.

“[The brain’s] need [to survive] focuses attention on the sources of danger and on trying to predict where the next threat will appear, on escape or full frontal battle rather than on an innovative or creative solution, on avoiding risk rather than managing it towards a new suite of products, market or way of doing business,” Swart writes. “And of course, the most important part of our environment is other people and our relationship with them.”

To have the energy to keep your brain flexible and “plastic,” Ancona and Swart say your physical health needs to be in good shape, especially since your brain sucks up such a massive amount of your body’s nutrients. The hydration, nutrients, and rest you need are even more important as your brain learns, unlearns, and relearns behavioral patterns.

“Your brain will send its resources through the blood supply to areas that it can tell that you’re focusing attention and concentration on,” Swart tells Fast Company, “or areas that you have a desire to put more energy into.”

FastCompany.com | April 2015 | Vivian Giang

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https://www.firstsun.com/wp-content/uploads/2018/05/logo-min-300x123.jpg 0 0 First Sun Team https://www.firstsun.com/wp-content/uploads/2018/05/logo-min-300x123.jpg First Sun Team2015-04-29 11:55:482020-09-30 20:57:41Strategy: What it Takes to Change your Brain’s Pattern After Age 25….Most of Our Brain Patterns are Solidified by Our Mid-20S, but it’s Possible to Change your Brain’s Pathway & Patterns with These Methods

Strategy:5 Ways To Make Failure Your Best Competitive Advantage…It’s Important for Employees to Know that Failure is OK. How is your Organization Turning Failure into something Positive?

April 6, 2015/in First Sun Blog/by First Sun Team

A few weeks ago I wrote about Why Failure Is The Best Competitive Advantage. We have long been taught to avoid and run from failure but a big part of the future of work is embracing failure because ultimately this is what leads to innovation. The benefits of doing so: increases innovation, improves engagement, removes inefficiencies, and provides valuable learning opportunities.

Change

 

In part one of this post I talked about the “why” and today I want to talk about the “how.” That is, how can organizations go about making failure a powerful competitive advantage. There are a few things companies can do.

Understand that failure is not the same as bad work

I mentioned this in part one of the post but wanted to expand on it here. Doing bad work is not the same thing as failing. If employees do good work, try hard, and still fail that’s not the same thing as slacking off, and failing. Organizations must realize that encouraging and embracing failure also means making sure that employees do a good job, and if they fail in the process then that’s ok but this does’t remove accountability and responsibility from the equation.

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Give opportunities to fail

I wrote about how Adobe gives all of their employees the opportunity fail with their KickStart program where any employee can be given $1,000 to test out an idea. Linkedin has a similar model with their INcubator program, as does Dreamworks, ATT, Whirlpool WHR +0.79%,and many other companies. The key here is to give opportunities to test out an idea, get some experimental capital (when it makes sense) and to see where the idea can go. Sometimes these ideas can turn into new products and services but many of them end up failing and that’s ok. For companies that don’t have internal innovation incubators that’s ok too. Just because you don’t have an internal “lab” set up doesn’t mean you can’t embrace failure as well.

Examine failures

In order to turn failure into a competitive advantage it’s important to understand why a failure happened instead of just dismissing it and moving on. Was it a product feature? The wrong market? An outdated approach to doing something? A poor experience? A pricing issue? Failure is a great time to ask questions to get new perspective and generate better ideas. It’s just like being a scientist in a lab who is trying to find a solution to a complex problem, you test out ideas and build on top of them but this all starts with asking questions. Schwab does a great job of this by doing a failure debrief. All failed employee innovations are also displayed for others to see and new employees get a videotaped orientation of these failures along with lessons learned.

Educate employees and give them resources

It’s important for employees to know that failure is ok this means organizations much teach this both formally through education programs and informally through the behavior of management. Adobe does this with their KickStart program, GE recently started doing this by adopting the Lean Startup approach, and Whirlpool does this with their Innovation Management System (and their processes). If you want to encourage failure you need to teach employees what this means and give them a framework and a process for how to approach failure and learn from it.

Showcase the failures

In part one of this post I mentioned TATA which has their “dare to try award”PG&E PCG +1.49% with their “heroic failure award” and others. Most of the companies mentioned in part 1 and 2 of this post showcase failures so that others can see them and learn from them. What Schwab does with their new employees and video orientations around failure is an outstanding example of how an organization showcases failure. By doing so not only does it create a culture where failure isn’t feared but it also creates a powerful and valuable learning tool.

How is your organization turning failure into something positive?

Jacob Morgan is a keynote speaker, author (most recently of The Future of Work), and futurist. You can get the first 30 pages of his book for free as well as weekly content on the future of work by subscribing to his newsletter.

Forbes.com | April 6, 2015 | Jacob Morgan

http://www.forbes.com/sites/jacobmorgan/2015/04/06/five-ways-to-make-failure-your-best-competitive-advantage

 

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https://www.firstsun.com/wp-content/uploads/2018/05/logo-min-300x123.jpg 0 0 First Sun Team https://www.firstsun.com/wp-content/uploads/2018/05/logo-min-300x123.jpg First Sun Team2015-04-06 17:08:492020-09-30 20:58:19Strategy:5 Ways To Make Failure Your Best Competitive Advantage…It’s Important for Employees to Know that Failure is OK. How is your Organization Turning Failure into something Positive?

Strategy: 23 Super-Successful People Share the Best Advice they Ever Received…The Path to Success isn’t Always Straight. There are Often Bumps/Turns/Forks in the Road

March 19, 2015/in First Sun Blog/by First Sun Team

The path to success isn’t always straight. There are often bumps and turns and forks in the road. But a little bit of guidance can help you find your way.  In fact, many of the most successful leaders are where they are today because they took advice from people they trusted.

Eric Schmidt, executive chairman, Google

Eric Schmidt, executive chairman, Google

Here we’ve compiled some of the best tips that executives have shared throughout the years.

Aimee Groth and Kim Bhasin contributed to an earlier version of this article.

 

Warren Buffett, chairman and CEO, Berkshire Hathaway

Warren Buffett, chairman and CEO, Berkshire Hathaway

Mario Anzuoni/Reuters

Berkshire Hathaway board of directors member Thomas Murphy told him:

“Never forget Warren, you can tell a guy to go to hell tomorrow — you don’t give up the right. So just keep your mouth shut today, and see if you feel the same way tomorrow.”

From a 2010 interview with Yahoo!

 

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continue of article:

Marissa Mayer, president and CEO, Yahoo!

Marissa Mayer, president and CEO, Yahoo!

Jemal Countess/Getty Images

“My friend Andre said to me, ‘You know, Marissa, you’re putting a lot of pressure on yourself to pick the right choice, and I’ve gotta be honest: That’s not what I see here. I see a bunch of good choices, and there’s the one that you pick and make great.‘ I think that’s one of the best pieces of advice I’ve ever gotten.”

From a 2011 interview with the Social Times

Richard Branson, founder and chairman, Virgin Group

Richard Branson, founder and chairman, Virgin Group

Gareth Cattermole/Getty

“My mother always taught me never to look back in regret but to move on to the next thing. The amount of time people waste dwelling on failures rather than putting that energy into another project, always amazes me. I have fun running ALL the Virgin businesses — so a setback is never a bad experience, just a learning curve.”

From an interview with The Good Entrepreneur

Terry J. Lundgren, CEO, Macy’s

Terry J. Lundgren, CEO, Macy's

AP

Gene Ross, the man who recruited Lundgren at Bullock, told him:

“You’re not going to do this forever. There’s a finite amount of time you’re going to be doing this. Do this really, really well. And if you do this really, really well, everybody will see that, and they’ll move you onto the next thing. And you do that well, and then you’ll move.”

From a 2009 interview with The New York Times

Lloyd Blankfein, chairman and CEO, Goldman Sachs

Lloyd Blankfein, chairman and CEO, Goldman Sachs

Chip Somodevilla/Getty

His boss at Goldman during the 1980s told him:

“First, it’s good to solicit your people’s opinions before you give them yours. And second, your people will be very influenced by how you carry yourself under stress.”

From a 2009 interview with CNNMoney

Maureen Chiquet, Global CEO, Chanel

Maureen Chiquet, Global CEO, Chanel

AP

Mickey Drexler, CEO of Gap at the time, told Chiquet:

“I’m going to give you some important advice. You’re a terrific merchant. But you’ve gotta learn to listen!“

From a 2008 blog post at Harvard Business Review

Shafqat Islam, CEO and cofounder, Newscred

Shafqat Islam, CEO and cofounder, Newscred

NewsCred

“If you’re not getting told ‘no’ enough times a day, you’re probably not doing it right or you’re probably not pushing yourself hard enough.

“I think that’s a good piece of advice for anyone building a company because you hear ‘no’ so many times and I think that’s normal, I think that’s a good thing, that means you’re trying to do something that’s disruptive, that’s groundbreaking.”

From a 2012 interview with Business Insider

Eric Schmidt, executive chairman, Google

Eric Schmidt, executive chairman, Google

Google via Google+

“Find a way to say yes to things. Say yes to invitations to a new country, say yes to meet new friends, say yes to learn something new. Yes is how you get your first job, and your next job, and your spouse, and even your kids.”

From Katie Couric’s book “The Best Advice I Ever Got,” excerpted by The Daily Beast

Tory Burch, cofounder and CEO, Tory Burch

Tory Burch, cofounder and CEO, Tory Burch

Dimitrios Kambouris/Getty Images

“When I started my company, many people said I shouldn’t launch it as a retail concept because it was too big a risk. They told me to launch as a wholesaler to test the waters — because that was the traditional way.

“But Glen Senk, [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][then] CEO of Urban Outfitters and a mentor of mine … told me to follow my instincts and take the risk. I wanted to create a new way of looking at retail.”

From a 2009 interview with CNN Money

Jeff Weiner, CEO, LinkedIn

Jeff Weiner, CEO, LinkedIn

Justin Sullivan / Getty

“As a child, I can’t recall a day that went by without my dad telling me I could do anything I set my mind to. He said it so often, I stopped hearing it. Along with lines like ‘eat your vegetables,’ I just assumed it was one of those bromides that parents repeated endlessly to their kids.

“It wasn’t until decades later that I fully appreciated the importance of those words and the impact they had on me.”

From a 2012 post at LinkedIn

Ursula Burns, CEO, Xerox

Ursula Burns, CEO, Xerox

Reuters

Ursula Burns’ most powerful advice, which she relates to employees, comes from her mother:

“Stuff happens to you, and then there’s stuff that you happen to.”

“Stuff that happens to you, please, let’s talk about it for five minutes, and you can cry, and let’s go through that, the healing process, but then it’s kind of done. I can’t hear about that two years from now.”

From a 2010 interview with the New York Times

 

Dave Kerpen, founder and CEO, Likeable Local

Dave Kerpen, founder and CEO, Likeable Local

Dave Kerpen / Twitter

Several weeks into his first job as a salesperson for Radio Disney — where he was “failing miserably,” Kerpen’s mentor Peggy Iafrate said:

“How well are you listening to what your prospects have to say? How many questions are you asking them to better understand them? How are you showing them that you care about them more than you care about selling them?

“Remember this one thing: Shut up and listen.”

From a 2014 LinkedIn post

 

 

Arianna Huffington, cofounder and editor-in-chief, The Huffington Post

Arianna Huffington, cofounder and editor-in-chief, The Huffington Post

TED

“Whenever I’d complain or was upset about something in my own life, my mother had the same advice: ‘Darling, just change the channel. You are in control of the clicker. Don’t replay the bad, scary movie.’

“We don’t have to wait until we move or change jobs to change our lives. Nor do we have to wait for large-scale, upstream change. We can initiate change right now. There are endless starting points.”

 From a 2014 LinkedIn post

Brian Chesky, CEO and cofounder, Airbnb

Brian Chesky, CEO and cofounder, Airbnb

Chris Weeks/Getty

When Airbnb was going through Paul Graham’s Y Combinator program, the legendary programmer and startup mentor told Chesky:

“Build something 100 people love, not something 1 million people kind of like.”

From a 2013 interview with Pando Daily

Bill Gates, cofounder and chairman, Microsoft

Bill Gates, cofounder and chairman, Microsoft

Chip Somodevilla / Getty Images

“I’ve gotten a lot of great advice from Warren [Buffett]. I’d say one of the most interesting is how he keeps things simple.

“You look at his calendar, it’s pretty simple. You talk to him about a case where he thinks a business is attractive, and he knows a few basic numbers and facts about it. And [if] it gets less complicated, he feels like then it’s something he’ll choose to invest in. He picks the things that he’s got a model of, a model that really is predictive and that’s going to continue to work over a long-term period. And so his ability to boil things down, to just work on the things that really count, to think through the basics — it’s so amazing that he can do that. It’s a special form of genius.”

From a 2009 interview with CNBC

Sheryl Sandberg, COO, Facebook

Sheryl Sandberg, COO, Facebook

Reuters / Mike Segar

Facebook COO Sheryl Sandberg.

When Sandberg was thinking she wouldn’t accept an offer to be Google’s general manager, Eric Schmidt told her, “Stop being an idiot; all that matters is growth.”

Source: All Things D

Richard Parsons, former chairman, Citigroup

Richard Parsons, former chairman, Citigroup

AP

Steve Ross, the former CEO of Time Warner, told him:

“Just remember, it’s a small business and a long life. You’re going to see all these people again.“

From the 2008 HACR Roundtable

Mary Barra, CEO, General Motors Company

Mary Barra, CEO, General Motors Company

Daniel Roland/Stringer/Getty Images

“The best advice I ever received came from my parents, who encouraged me to work hard and pursue my early love of math. This was great advice for two reasons.

“First, it led me to do something I really loved. In my experience, in work and in life, there are lots of smart, talented people out there. But talent alone is never enough. One of the things that distinguishes those who truly make a difference is passion and hard work. There is truth in the expression that hard work beats talent when talent doesn’t work hard. And the passion that drives hard work comes from doing something you really love.

“The second reason this was great advice is that it steered me toward a career in engineering at a time when few women were pursuing work in science, technology, engineering or math – fields that, collectively, we now call STEM.”

From a 2014 LinkedIn post

Mohamed El-Erian, former CEO, PIMCO

Mohamed El-Erian, former CEO, PIMCO

REUTERS/Shannon Stapleton

“I remember asking my father, ‘Why do we need four newspapers?’ He said to me, ‘Unless you read different points of view, your mind will eventually close, and you’ll become a prisoner to a certain point of view that you’ll never question.'”

From a 2009 interview with CNN Money

Kenneth Burdick, president and COO, WellCare Health Plans

Kenneth Burdick, president and COO, WellCare Health Plans

HACR

Burdick received this message from various successful people he has met:

“Surround yourself with good people. And part of that is surrounding yourself with people who think differently than you. Surrounding yourself with people who have different experiences than you. In business, it’s all about the team.”

From the 2008 HACR Roundtable

Jennifer Hyman, CEO and cofounder, Rent The Runway

Jennifer Hyman, CEO and cofounder, Rent The Runway

Reuters/Shannon Stapleton

Jennifer Hyman is on the left.

“Just do it. There’s no benefit to saying, ‘I’m just doing this because it will get me to this new place,’ or ‘I’m just going to go into this analyst program because it will prep me for X.’

“If you’re passionate about something, go for it, because people are great at what they love and when they’re the happiest.”

From a 2011 interview with The Huffington Post

Maynard Webb, chairman, Yahoo!

Maynard Webb, chairman, Yahoo!

Getty Images/Bloomberg

“I reflected back to a conversation I had with my dear friend Gay Hendricks, who was a trusted advisor and one of my coaches at eBay. Some years before, when I was thinking about leaving eBay, he offered some sage advice: ‘Your 50s are a decade of creativity or stagnation — so be searching for what you are intended to do.‘

“Gay certainly was a case study of that advice. He was running an organization that helped people have better lives, had written dozens of books with his wife and even appeared on Oprah. Now at 69 years old, he has started writing detective novels and is producing his first movie. Amazing.”

From a 2014 LinkedIn post

Ben Silbermann, cofounder, Pinterest

Ben Silbermann, cofounder, Pinterest

Flickr/Victor Ng

“Don’t take too much advice. Most people who have a lot of advice to give — with a few exceptions — generalize whatever they did. …

“Every company carves its own path, and [founders] are under pressure to make their startups look like the last successful company everyone remembers.”

From a panel discussion at SXSW 2012

 

Forbes.com | March 19, 2015 | JACQUELYN SMITH

 http://www.businessinsider.com/successful-executives-share-the-best-advice-they-ever-received-2015-3?op=1#ixzz3UrgD856t

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https://www.firstsun.com/wp-content/uploads/2018/05/logo-min-300x123.jpg 0 0 First Sun Team https://www.firstsun.com/wp-content/uploads/2018/05/logo-min-300x123.jpg First Sun Team2015-03-19 20:27:332020-09-30 20:58:45Strategy: 23 Super-Successful People Share the Best Advice they Ever Received…The Path to Success isn’t Always Straight. There are Often Bumps/Turns/Forks in the Road

Strategy: The Algorithm That Tells the Boss Who Might Quit…Wal-Mart, Credit Suisse Crunch Data to see Which Workers are Likely to Leave or Stay

March 18, 2015/in First Sun Blog/by First Sun Team

Employers want to know who has one foot out the door. As turnover becomes a bigger worry—and expense—in a tightening labor market, companies including Wal-Mart Stores Inc.,Credit Suisse Group AG and Box Inc. are analyzing a vast array of data points to determine who is likely to leave a post.

The idea, say people who run analytics teams, is to give managers early warning so they can take action before employees jump ship.

Corporate data crunchers play with dozens of factors, which may include job tenure, geography, performance reviews, employee surveys, communication patterns and even personality tests to identify flight risks, a term human-resources departments sometimes use for people likely to leave.

The data often reveal a complex picture of what motivates workers to stay—and what causes them to look elsewhere.

Like this Article ??  Share it !   First Sun Consulting, LLC- Outplacement/Executive Coaching Services, is Proud to sponsor/provide our ‘FSC Career Blog’  Article Below.  Over 600 current articles like these are on our website in our FSC Career Blog (https://www.firstsun.com/fsc-career-blog/)  with the most updated/current articles on the web for new management trends, employment updates along with career branding techniques  .

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At Box, for example, a worker’s pay or relationship with his boss matters far less than how connected the worker feels to his team, according to an analysis from human-resources analytics firm Culture Amp. At Credit Suisse, managers’ performance and team size turn out to be surprisingly powerful influences, with a spike in attrition among employees working on large teams with low-rated managers.

Human-resources software company Ultimate Software Group Inc.assigns clients’ employees, and even its own workers, individual “retention predictor” numbers, similar to a credit score, to indicate the likelihood that a worker will leave.

As the employment picture improves, companies are focusing more on retaining workers, largely because replacing them is costly. The median cost of turnover for most jobs is about 21% of an employee’s annual salary, according to the Center for American Progress, a liberal-leaning think tank.And it can cost, on average, some $3,341 to hire a new employee, according to the Society for Human Resource Management.

William Wolf, Credit Suisse’s global head of talent acquisition and development, says a one-point reduction in unwanted attrition rates saves the bank $75 million to $100 million a year.

No single piece of data predicts whether an employee will stay or go, though many employers wish it were so. Data scientists create models to predict which workers might leave a company in the near future, combining a range of variables and testing the predictions over time. They might refine the calculations depending on which variables are most predictive for a given company or group of employees.

“One of the things that people want to find is that one nugget, that key thing that correlates with someone leaving, but it is never that simple,” says Thomas Daglis, a data scientist at Ultimate Software.

ENLARGE

Employers may not mind that some employees are at risk of leaving, though companies stress that they are using the data to find ways to improve retention, and not nudge people out.

Those caveats aside, data scientists who study retention say they have found some meaningful correlations.

VoloMetrix Inc., which examines HR data as well as anonymized employee email and calendar data, found that it could predict flight risk up to a year in advance for employees who were spending less time interacting with certain colleagues or attending events beyond required meetings. And Ultimate Software found a correlation between a client’s employees who waived their benefits coverage and those who left the company.

The big challenge for employers is what, exactly, to do with the information. Some aren’t sure how to approach employees at risk of leaving.

“Our goal is to never say the only reason we are coming to talk to you is because an algorithm told us to do so,” says John Callery, director of people analytics at AOL Inc., which recently started working with workforce analytics firm Visier Inc. on a program to help predict attrition down to the individual employee. Mr. Callery says it is too early to tell whether AOL’s retention figures will improve, or by how much, since it takes at least a year to test a predictive model.

For the past three years, Credit Suisse has studied what happens to employees over time, including raises, promotions and life transitions, to predict whether they will choose to stay or leave the bank in the subsequent year. Changing jobs makes people “sticky,” or likely to stay on, says Mr. Wolf, who oversees the bank’s people analytics team. Yet as recently as five years ago, fewer than half of open jobs at the bank were posted, and most went to outsiders.

About a year and a half ago, the bank launched a global effort allowing its workers to raise their hands for internal moves. Credit Suisse recruiters now post 80% of open jobs, and cold-call employees when jobs open up.

‘Our goal is to never say the only reason we are coming to talk to you is because an algorithm told us to do so.’

—John Callery, AOL’s director of people analytics

After observing that some who volunteered to be considered for internal moves ended up leaving for jobs elsewhere, bank recruiters began using attrition probability estimates in deciding which employees to target when positions opened up.

Some 300 people have been promoted through the internal program; many of those people, Mr. Wolf says, might have left otherwise. “We believe we’ve saved a number of them from taking jobs at other banks.”

Credit Suisse also used analytics to investigate why women with certain job titles left the company at higher rates than men, and determined that transitions—whether a promotion or a personal milestone, such as a maternity leave—increased the probability of a woman deciding to leave.

To kindle closeness among team members, and help forestall attrition, Box has encouraged managers to throw more social events, recognize team-based work and hold more mentoring meetings between senior leaders and newer employees. Since workers were more likely to leave if they didn’t see clear career opportunities at the company, it has sought to improve at pointing out career possibilities for individual workers and encouraging “stretch” assignments.

Semiconductor maker Micron Technology Inc. is using data in its efforts to reduce turnover among first-year employees, who have about a 20% world-wide attrition rate, largely driven by manufacturing personnel.

Among its early findings, Micron discovered that workers were more likely to leave if they felt their job hadn’t been accurately described when they were hired, so the company is trying to create clearer job descriptions. Micron also found that people who relocated for a job were more likely to leave, but it isn’t sure why.

“It’s very delicate how you approach things,” says Timothy Long, the company’s director of workforce analytics and systems. “The idea is to determine, what can we do to get [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][people] to stay?”

Companies also are trying to predict when workers might leave their positions, but not necessarily the company. Wal-Mart is trying to determine in advance which employees are likely to get promoted so that it can line up replacements more quickly. The company says it promotes some 160,000 to 170,000 people a year.

“If we can tell three months in advance [that a position is going to be open], we can start hiring and training people. You don’t want the jobs vacant for that long a time,” says Elpida Ormanidou, Wal-Mart’s vice president of global people analytics.

Write to Rachel Emma Silverman at rachel.silverman@wsj.comand Nikki Waller at Nikki.Waller@wsj.com

WSJ.com | March 13, 2015 | 

RACHEL EMMA SILVERMAN and
NIKKI WALLER

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Strategy: 5 Important Business Lessons one Man Learned from Successfully Climbing Mount Everest…With any Goal you Set, you Have to Learn How to Fight, to Suffer, & to Strive, Whether in Business or on Everest

March 16, 2015/in First Sun Blog/by First Sun Team

Los Angeles native Jeff Gottfurcht is the first person to have ever reached the peak of Mount Everest with rheumatoid arthritis, a debilitating auto-immune disease.  He summited the world’s highest mountain — which approximately 4,000 people have attempted, and just 660 have successfully completed — on May 14, 2011 at 6:10 am.

Jeff Gottfurcht

 

The climb took two months total, and Gottfurcht, who is now 41, tells Business Insider that his amazing feat of climbing Everest has taught him incredible lessons about life and business.

Jeff GottfurchtCourtesy of Jeff GottfurchtJeff Gottfurcht climbing Mount Everest.

Gottfurcht is now a franchisee of Fractured Prune Doughnuts, and plans to open over 20 stores in Northern California in the coming years.

Here are five important lessons he learned from conquering Everest that help him in business today:

1. You need to enjoy (and celebrate) every success, no matter how big or little.

“Too many people in business seem to have a negative outlook on everything,” Gottfurcht. “There will always be obstacles in life and business, but in every moment, you have to celebrate your successes, whether you’re climbing a mountain or opening a new franchise business like I am.”

Gottfurcht likes to focus on an acronym he created to remind himself of this frame of mind: POC. “It stands for positive, optimistic, constructive,” he explains. “It helps me to focus my thoughts during the day-to-day to remind myself to have a bright outlook on life and business.”

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Jeff GottfurchtCourtesy of Jeff Gottfurcht“You have to be persistent and work through the obstacles in order to reach your goals.”

2. The good times might not always last.

Sometimes when we do have a success at work, we tend to forget that the good times may end and difficult times will most likely come along.

“In every business, you will hit a stumbling block, just like you do on the mountain. Things come up and it might be unexpected. You have to be prepared and be ready for it, or it could destroy your business,” he says.

3.  Your success is not luck.

Your will to win and your determination is what enables you to achieve success — not luck.

“To be successful, your mind must be clear on the task at hand, you have to work hard and persevere,” he explains. You can’t just sit and hope good luck will come your way.

4. Persistence is key.

“With any goal you set, you have to learn how to fight, to suffer, and to strive, whether in business or on Everest,” Gottfurcht  says. “You have to be persistent and work through the obstacles in order to reach your goals. You have to be prepared to give up a lot to get to where you want to be, but it will be worth it. Work hard and you can become the master of your destiny.”

Jeff GottfurchtCourtesy of Jeff Gottfurcht

5. The most important ingredient to becoming successful is your network of friends and family.

“Success is wonderful and gratifying,” he says. “It often comes with prestige and high accolades.” But, he adds, it’s important to know that without a great support system of friends and family, it’s almost impossible to achieve.

Whether you’re climbing Mount Everest or climbing the corporate ladder, you’ll want to share your plan and goals with your network, and rely on those people along the way for guidance and encouragement.

 

Businessinsider.com | March 16, 2015 | JACQUELYN SMITH

\http://www.businessinsider.com/business-lessons-from-climbing-mount-everest-2015-3#ixzz3UYzW4VJj

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Leadership: Can We Get Rid Of Managers?…What Would Happen at your Organization If there Were No Managers?

March 16, 2015/in First Sun Blog/by First Sun Team

In 2011 Gary Hamel wrote a seminal article called, First Let’s Fire All the Managers where he explores the challenges with modern management and hierarchy. These include large overhead costs, poor decision making, sluggishness due to bureaucracy, and employee disengagement and lack of empowerment. Managers have long been considered to be the bedrock of organizations so even thinking about getting rid of them is considered by many to be taboo. But, it’s time for us to challenge convention and think differently about the world of work.

question-mark-post-its-1940x900_35749

According to the article:

“A small organization may have one manager and 10 employees; one with 100,000 employees and the same 1:10 span of control will have 11,111 managers. That’s because an additional 1,111 managers will be needed to manage the managers.”

So what’s the alternative? If managers are doing more harm than good than can we really just get rid of them and still operate a successful organization? Yes! In my recent book, The Future of Work, I chronicle several “managerless” companies including Morningstar Farms, Sun Hydraulics, Valve, Medium, W.L. Gore ,Inc, and several others.

Some of these companies like Valve, the gaming company that has produced such hits as Half-Life and Counter-Strike, are very tech savvy whereas others are far more traditional such as Sun Hydraulics which creates valves and manifolds or Morningstar Farms which produces canned dices tomatoes and tomato paste. Clearly this isn’t just something that cool, hip, modern companies are doing.

When I first heard about these companies without managers I became quite curious, after all,  how can anything possibly get done in this type of environment? In the visual below you can see a breakdown of how traditional organizations compare with “managerless” organizations in various areas ranging from hiring and firing to leadership to what happens at the company if something goes wrong.

The_Managerless_Company

Of course this type of a structure doesn’t make sense for every company in the world but the point is that this type of a scenario is possible and the organizations that have adopted this approach are doing very well. Most companies that I speak with and research are all trying to figure out ways to “flatten” their structures and getting rid of managers may be a bit extreme for some.

However, other organizations such as Tangerine (formerly ING Direct Canada) do have managers yet they don’t focus on these titles or roles internally, for example in a meeting nobody would bring up seniority as a way to shut someone down. Other companies like Whirlpool have also shifted away from traditional managerial roles by creating four different types of “leadership,” where everyone at the company is considered a leader of some kind (for example if you are an entry level or junior employee you may be called “a leader of self.”)

Whether your organization decides to get rid of managers or not, one thing is clear, the traditional models and approaches to how work gets done are dramatically changing. The future of work will see some very interesting experiments emerge, some will be successful and others won’t. I’ll be writing more about these companies individually in the future but for now I wanted to introduce the idea to get you thinking about it.

What would happen at your organization if there were no managers? Would everything fall apart and go into chaos or would you see a more engaged workforce and a more successful organization?

Jacob Morgan is a futurist, author, and speaker. You can get the first 30 pages of his book for free as well as weekly content on the future of work by subscribing to his newsletter.

 

Forbes.com | March 16, 2015 | Jacob Morgan 

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Strategy: 9 successful People Share the One Thing they Buy that Makes their Lives Easier or Better…I’ve had the Great Privilege to Interview Some of the World’s Top Business Minds, Authors, & Influencers

March 12, 2015/in First Sun Blog/by First Sun Team

How do some of the world’s most successful entrepreneurs spend their money to make their lives easier and/or better?  It’s one of my favorite questions to ask of my guests on my daily podcast, So Money.

Robert Kiyosaki: 'My education.'

Since launching the show two months ago, I’ve had the great privilege to interview some of the world’s top business minds, authors, and influencers including Tim Ferriss, Tony Robbins, and Robert Kiyosaki.

Here’s what they — and six others — had to say.

Farnoosh Torabi is an award-winning financial author and host of the daily podcast So Money. Want to learn more? Download her free e-book, “SoMoney Secrets: Financial Habits of Highly Successful People.“

 

Tim Ferriss: ‘Laundry and housecleaning.’

Tim Ferriss: 'Laundry and housecleaning.'

Courtesy of Tim Ferriss

Tim Ferriss.

Tim Ferriss, the multiple New York Times bestselling author of “The 4-Hour Workweek,” “The 4-Hour Body,” and “The 4-Hour Chef” is also an entrepreneur, angel investor, and wildly popular podcaster.

Understandably, he doesn’t have time to wash and fold his clothes. And mathematically speaking, outsourcing these tasks is more than worth it, since the $10 per hour or so that he pays to have someone else perform his laundry is much less than Ferriss’ personal hourly earnings.

“It is almost impossible to find anyone who has made millions of dollars who doesn’t delegate at least a handful of time consuming things in some fashion,” he says.

Listen to the full interview with Tim Ferriss.

 

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Tony Robbins: ‘Private jets.’

Tony Robbins: 'Private jets.'

Courtesy of Tony Robbins

Tony Robbins.

“Of all the privileges I have in my life, this is the greatest … to go when you want, where you want,” Tony Robbins, author of “MONEY Master the Game: 7 Simple Steps to Financial Freedom,” tells me. “There’s nothing that changes your quality of life when you travel as much as I do, as [fusion_builder_container hundred_percent=”yes” overflow=”visible”][fusion_builder_row][fusion_builder_column type=”1_1″ background_position=”left top” background_color=”” border_size=”” border_color=”” border_style=”solid” spacing=”yes” background_image=”” background_repeat=”no-repeat” padding=”” margin_top=”0px” margin_bottom=”0px” class=”” id=”” animation_type=”” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”no” center_content=”no” min_height=”none”][private jets].”

The decision to switch from commercial to chartered flights happened in Robbins’ early 30’s after flying from San Diego to Aspen to visit a wealthy friend over the holidays. Due to delays and cancellations, what should have been a three or four hour trip took Robbins nearly half a day.

When he arrived, his friend pulled him aside and asked, “Why would you spend 12 hours of your time traveling? You could have been here in 90 minutes.” Next time, charter a plane, he suggested. “It will change your productivity more than anything on earth.”

Listen to the full interview with Tony Robbins.

Robert Kiyosaki: ‘My education.’

Robert Kiyosaki: 'My education.'

Robert Kiyosaki

Robert Kiyosaki.

“I’m constantly studying,” Robert Kiyosaki, author of “Rich Dad, Poor Dad,” tells me. “I’m reading books constantly … and they cost only twenty bucks!”

At the time of our interview the finance guru was studying currency collapses, a topic he discusses deeply in his new book, “Second Chance.”

The financial guru also makes sure to surround himself with smart, wealthy individuals, as part of his ongoing education. “I have my advisor friends who are … all entrepreneurs, all multi-millionaires … My time is valuable.”

Listen to the full interview with Robert Kiyosaki.

Amanda Steinberg: ‘My own little studio in New York.’

Amanda Steinberg: 'My own little studio in New York.'

Amanda Steinberg

Amanda Steinberg.

Amanda Steinberg is the founder and CEO of DailyWorth, a leading financial media company for women that boasts over 1 million email subscribers and has raised over $5 million in funding.

Since the site was founded in 2009, she had been commuting between her home in Philadelphia and office in New York, staying in hotels during weekly business trips — which wasn’t saving her any money.

Finally, she realized it would be far more worth it to rent her own little place in the Big Apple. Eventually, she may make a bid to buy an apartment. “I am evaluating that right now,” she says.

Listen to the full interview with Amanda Steinberg.

James Altucher: ‘Waiter pads.’

James Altucher: 'Waiter pads.'

James Altucher

James Altucher.

If you’re lucky enough to have James Altucher, entrepreneur and bestselling author of “Choose Yourself” sitting in your boardroom meeting, chances are you’ll find him carrying his favorite accessory: a waiter pad.

They’re inexpensive, eye-catching (which helps to strike up a conversation) and most importantly, a great place to jot down his countless ideas and “flex” his “idea muscle.”

“I’m constantly practicing coming up with ideas,” Altucher tells me.

“I write 10 ideas a day … for other companies or other people and how their lives can benefit … and that boomerangs back to me in the form of money often.”

Listen to the full interview with James Altucher.

Lewis Howes: ‘My team.’

Lewis Howes: 'My team.'

Lewis Howes

Lewis Howes.

Outsourcing is integral to Lewis Howes‘ seven-figure success as an entrepreneur and business coach. (Reading Ferriss’ book “The 4-Hour Workweek,” which teaches the benefits of outsourcing, was actually instrumental in catalyzing Howes’ career, he says.)

The single best investment that helps him achieve a better life is his team, “people that work with me to support my vision,” he tells me. “I have a full-time assistant … who makes all healthy meals for me every single day, who takes care of all my schedules, who manages my whole life … Spending money on great people, for me, makes my life really easy,” Howes says.

Listen to the full interview with Lewis Howes.

Danielle LaPorte: ‘Food, delivered to my door.’

Danielle LaPorte: 'Food, delivered to my door.'

Danielle LaPorte

Danielle LaPorte.

Following her passions and doing what she truly loves is important to former think tank executive and business strategist Danielle LaPorte, the creator of “The Desire Map: A Guide To Creating Goals With Soul” and the author of “The Fire Starter Sessions.”

And she confesses that cooking is not one of them. Instead, LaPorte hires a personal chef to prepare fresh, healthy meals like salads and fish. And the meals are delivered straight to her door three times a week.

Listen to the full interview with Danielle LaPorte.

Mr. Money Mustache: ‘Good tools.’

Mr. Money Mustache: 'Good tools.'

Mr. Money Mustache

Mr. Money Mustache.

Popular money blogger Mr. Money Mustache, who saved enough to retire at age 30, reports an average of 700,000 monthly unique visitors to his website.

While carpentry is one of his passions, he’s talking about a different set of tools that make his life easier and better.

“I like good tools for life … a good office in which I can work, which is in my house … and good bikes to get around. Nothing has to be fancy or over the top, but I like stuff to be functional,” he says.

Listen to the full interview with Mr. Money Mustache.

Nicole Lapin: ‘Lattes.’

Nicole Lapin: 'Lattes.'

Nicole Lapin

Nicole Lapin.

Nicole Lapin, the former CNBC anchor and author of New York Times bestseller “Rich Bitch” is all about enjoying life to the fullest — even if it means paying $5 for a daily latte.

She knows she can save that $5 and, over 35 years with compounding interest, have a nice nest egg, but she’s not willing to give in. She’d rather find that savings elsewhere in her budget.

For her, the pricey drinks are not only a gratifying indulgence, they add to her productivity and provide the small lift she needs to keep up with her demanding work schedule.

Listen to the full interview with Nicole Lapin.

 

Businessinsider.com | March 12, 2015 |  FARNOOSH TORABI

http://www.businessinsider.com/successful-people-what-makes-my-life-easier-2015-3?op=1#ixzz3UBo4Hiwr

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Leadership: Is Your Company Ready For Email Collaboration?…Called the Productivity Gap,which is Between all the Content/Information we can Access on Mobile & the Limits to What we can Do With It

March 12, 2015/in First Sun Blog/by First Sun Team

Are mobile and email holding us back? I’m beginning to think so. In the department of What Happens Next In The World of Work, they’re what has to happen: We need to have seriously better ways of communicating both via mobile and via email. Both need to catch up to the way we want to work, which is more collaborative, interactive, agile, and fast.

tumblr_ndyvd3qoiL1tubinno1_1280

Yes: mobile is a great big shiny new awesomeness. But it’s shiny and fast like a speedboat: not much room inside that racing machine. And no matter what we may have speculated, email is simply not going away. But mobile needs to be bigger, and email needs to be smarter. And they need to play better with each other too.

We’re Stalled In Mobile

In terms of mobile, we’re in a holding pattern. A Pew survey revealed that a third of mobile owners access the Internet mainly from the phone, and more than half of all emails are first opened via mobile. But then what? The functionality of mobile is nowhere near what we need it to be in terms of the tasks involved in conducting business.

How about managing and sending large documents? And just try finding that one text in a long string that includes the actual details of a meeting (was it the longishballoon with the nine thumbs up emojis?). Or try rallying your team to craft a strategic, timely response to a breaking business development. You see it happening right before your eyes, but can you actually do anything about it? Tap swish tap, curse.

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It’s been called the productivity gap, and that’s a good term for it. It’s the gap between all the content and information we can access on mobile, and the limits to what we can do with it. We can use mobile for consuming lots of content, but we can’t yet create much content on it.

So we detour. We hop from mobile to desktop, desktop to mobile to desktop again. We Facebook message that we are emailing a document we created on our laptop. And every time we detour, we lose out in productivity. Stepping from one platform to the other takes time. The advent of mobile (and social) means everything happens fast, but we don’t yet have the mobile tools to keep up.

Seems Like Old Times

What about email? We’ve certainly gotten way past those robo announcements of the 1990s. The emergence of the Cloud is taking care of those baffling log jams that plagued many an inter-office network — though I just got a phone call recently asking me to confirm that I’d gotten an email since the in-house email system tends to stall if nearing capacity. But size isn’t the only issue here: it’s how email can be processed, sorted, organized, read, responded to.

Apparently we waste a heap of time dealing with emails: managing email today consumes an estimated 28 percent of the average knowledge worker’s week. (In case that seems like a downswing, consider that a 2012 McKinsey Global survey found that workers spend more than a quarter of the day reading and answering emails.) Is it that workers are spending all this time on purpose? Probably not. I’d blame the messenger here.

We still have to manage emails one message at a time, most commonly according to the hierarchy of time, conversation, then people. Yes, time matters, but more in terms of here’s the latest. Yes, we need to have conversations, but it’s hard to bring more than one other person into the mix. And at least in the workplace, people are more often than not acting as part of a team. And partially because chronology is so critical, the etiquette of email hasn’t changed: we expect each other to answer each and every email as it comes in, or we get lost in the thread.

What we need is an email system that can allow us to collaborate not justmano a mano but as a team; a collaborative, a collection, a culture. In the future we will see more email systems with customized analytics: designed to ask the right questions in order to learn our habits. This will allow users to narrow the pipeline so we get the emails we need when we need them, and the ones we don’t need we can access later. A more fluid and agile reliance on the Cloud would help.

Innovations are coming our way, and they just may be able to transform the world of work in the coming year. No matter how brilliant our metrics or global our network, no matter how quick or adaptable our business strategies, if we can’t have equally agile conversations, we can’t hit our marks. So let’s see what happens. Hashtag cautious, but — optimistic.

Forbes.com | March 8, 2015 | Meghan M. Biro

 

https://www.firstsun.com/wp-content/uploads/2018/05/logo-min-300x123.jpg 0 0 First Sun Team https://www.firstsun.com/wp-content/uploads/2018/05/logo-min-300x123.jpg First Sun Team2015-03-12 12:53:332020-09-30 20:59:00Leadership: Is Your Company Ready For Email Collaboration?…Called the Productivity Gap,which is Between all the Content/Information we can Access on Mobile & the Limits to What we can Do With It

Strategy: 20 Things High Achieving Employees Say to their Bosses…These are my Top Tips, but What are Yours? If You’re a Manager, What Would you Love to Hear your Employees Say More?

March 11, 2015/in First Sun Blog/by First Sun Team

Looking to make a good impression with a new boss or improve your relationship with your current manager?

Commanding respect

 

Bosses want to hear you say things like, “I’ll take the lead on that!”

Try adding a few of these powerful phrases into your conversations.  You can easily improve your standing with your boss without being insincere or being thought a brown-noser.

1. How can I help?

This is probably the number one thing managers like to hear. (The opposite would be, “That’s not my job.”) It shows you’re a team player and willing to pitch in, even outside your specific job duties.

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2. Not a problem.

When your manager asks you to do something, be positive about it. Make her feel confident that you’ll address the task without her having to micromanage.

3. I’d like to learn more.

Indicating to your boss that you’re interested in things outside your area of expertise is a great way to show that you’re serious about moving up in the company or your career. It shows ambition and even an understanding of your own shortcomings, which is appealing when you’re willing to address them.

4. How can I improve?

This is especially useful in performance reviews, but can be used any time. It shows that you’re open to constructive criticism. And if you take it to heart and make changes, even better.

5. I’ll take the lead on that.

Volunteering shows initiative and leadership skills, both things managers look for in valuable employees.

6. I love my job.

Now there’s something we probably don’t say enough! Even if you don’t love everything about your job, you can probably pick a couple of things you could mention to your boss. Who doesn’t like enthusiastic workers?

7. Here’s how we can solve that problem.

Solutions are powerful. If you come to your boss and say, “Here’s the problem. We can do X, Y, and Z to solve it, and I think we should do Z because…” you’re showing initiative and creative thinking. Even if your choice of solution isn’t the one he goes with, he’ll be impressed that you thought about it instead of just bringing the problem to him.

8. No.

It’s actually a good idea to set solid boundaries and say no every once in a while. Be polite, of course, but a good boss will respect that you are trying to maintain those clear boundaries.

9. I saw this needed to be done, so I did it.

I think this phrase is music to everyone’s ears! Bosses love people who are self-driven and don’t need a lot of micro-managing. In addition, if it’s not technically “your job” but it needs to be done — including everything from changing the toner cartridge to filing paperwork — you’ll earn extra points.

10. Here’s an idea…

A good manager will welcome new ideas, just be sure to pitch them at the appropriate time. A staff meeting where everyone is brainstorming new ideas? Great time. A client meeting where you’re presenting a proposal? Maybe not the best time.

11. I wanted to talk to you before I book my vacation.

Here’s something almost every boss hates: being told you’ve booked your flights to Aruba without talking to him first. Instead, go to her before you buy the tickets and let her know when you want to go and how you plan to have your workload handled while you’re gone.

12. Let me show you.

When describing a complex situation or problem, it’s great to have good visuals to make understanding simple. This is especially true with any data-heavy presentations you might need to give.

13. I’ll get that done by…

Specificity is definitely something bosses appreciate. If you can say exactly when and how you will deliver something, that’s very useful to the manager trying to manage expectations from her boss and other team members. Of course, be sure to keep your word, or this is meaningless!

14. What I hear you saying is…

This is an active listening technique where you repeat back what you understood from what your boss said to you. You may feel a little silly at first, but it demonstrates that you were listening and actually comprehended what is being asked of you — and bosses love being understood.

15. That was a mistake, but next time…

Managers appreciate an employee who not only owns his mistakes, but also understands how to make sure they don’t happen again. When admitting to a mistake, be sure to follow it with a comment about how to avoid a similar situation in the future, to show you’ve learned from the gaffe.

16. I could use some mentoring.

Managers are usually eager to be seen as experts, and most will be glad to give advice on how best to prepare to advance in the company or your career. Even just asking for the advice can make your boss feel valued.

17. I agree.

Everyone loves to have their ideas validated, even your boss. Don’t take this to an extreme and become a “yes man,” but when you do genuinely agree with your boss’ opinion or ideas, say so.

18. I see what you’re saying. I was thinking of it this way… 

When you do disagree with your boss, be respectful; don’t call him out and say he’s wrong (especially in front of other people) but don’t be afraid to make your ideas heard, either. Anyone is more likely to take dissenting views into consideration when they’re presented calmly and politely.

19. How’s your day going?

Don’t forget: your boss is human! She has good days and bad days, too. When appropriate, try taking a genuine interest in how she’s doing or how things she cares about — kids, hobbies, sports teams — are doing as well. Make a personal connection.

20. Thanks.

A good boss will thank his or her employees for a job well done, but who thanks the boss? If you’ve gotten help with a problem, good advice, or valuable feedback, say thank you! It might just make your boss’ day.

These are my top tips, but what are yours? If you’re a manager, what would you love to hear your employees say more? I’d love to hear your thoughts in the comments below.

Businessinsider.com | March 11, 2015 | BERNARD MARR, LINKEDIN

https://www.linkedin.com/pulse/20-things-your-boss-love-hear-why-bernard-marr#ixzz3U6zixqrS

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Strategy: 6 Verbal Tricks Bosses use to Manipulate Employees…Now it’s Your Turn. Any Deceptive (or Just Irritating) Conversation Moves You’d Like to Add to the List?

March 8, 2015/in First Sun Blog/by First Sun Team

We all notice when people overuse certain words or phrases. (I love him, but as I write this somewhere Howard Stern is saying, “In other words…”)

5751296855_ede5272ac3_b

I’m guilty too, having once carried on an all too public affair with, “That’s neither here nor there.” (In my defense I always thought it was neither here nor there.)

You probably have your own verbal tics too… but at least you’re trying to say what you mean. What’s worse is when people — especially leaders — use certain expressions to divert attention, hide what they really mean, or simply fail to do their jobs.

Like these all too common moves:

1. The Fake Agreement: Pretending to agree while expressing the opposite point of view.

Example: “I definitely see what you’re saying… but I don’t think we should take on that project.”

In fact you don’t really see what I’m saying because otherwise you would agree with what I’m saying. Beginning a sentence with, “I hear you…” is like a condescending pat on the head.

Don’t try to couch a different opinion inside a warm and fuzzy Fake Agreement. If you disagree, say so.

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2. The Unsupported Closure: Ending a discussion or making a decision without backup or solid justification.

Example: “At the end of the day, we’re here to sell products.”

Really? I had no idea we’re supposed to sell products!

Unsupported Closure is the go-to move for people who want something a certain way and don’t feel like — or more likely can’t — justify why. Whenever you feel an, “At the end of the day…” coming on, take a deep breath and start over; otherwise you’ll spout inane platitudes instead of objective reasons that may actually help people get behind your decision.

Quick note: A Fake Agreement combines nicely with an Unjustified Closure: “I hear what you’re saying, but at the end of the day it’s my job to make the decision.” Win-win!

3. The Double Name: Using a person’s name twice — especially your own — in the same sentence as a way to justify unusual or unacceptable behavior.

Example: “Hey, what can I say? That’s just Joe being Joe.” (Even worse, “Hey, what can I say? That’s just me being me.”)

The Double Name is just a way to excuse behavior that wouldn’t be tolerated from others. You just being you… is you just being a jerk.

(And everyone knows it.)

4. The False Uncertainty: Pretending you’re not sure when, in fact, you are.

Example: “You know, when I think about it I’m not sure shutting down that facility isn’t actually the best option.”

Oh yes, you’re sure; you’re just trying to create buy-in or a sense of inclusion by pretending you still have an open mind… or you’re planting seeds for something you know you will eventually do.

Never say you are not sure unless you truly are not — and are willing to consider other viewpoints.

5. The First Person Theoretical: Pretending to be another person in order to explore different points of view.

Example: “Let’s say I’m the average customer. I walk in your store. I want to buy a shirt…and so on.”

You can get away with this occasionally, but more than once a year is really irritating.

Think about it. Let’s say I’m the average reader and I know someone who uses the First Person Theoretical to pretend they’re putting themselves in someone else’s shoes. And let’s say I’m thinking it’s really irritating.

And let’s say I’m thinking we should just move on… and circle back to where we started:

6. The Favorite Word: Using a word so often… that word becomes the only word anyone hears.

Examples: Endless.

Not really deceptive, but still diverts attention.

For example, I had a boss who never met a sentence he couldn’t find a way to shoehorn “in other words,” “in general,” and “regarding” into. Often he could cram all three into the same sentence. I once kept track and counted thirty-seven “in other words” in four minutes. (Hey, I’m not proud.)

When you fall in love with a word or expression other people not only tire of it but they start to hear nothing else — and whatever you hoped to get across gets lost while people think, “Oh jeez. For once could he leave out the ‘that’s neither here nor there'”?

Trust me. I know.

Now it’s your turn. Any deceptive (or just irritating) conversation moves you’d like to add to the list?

 

Businessinsider.com |  March 2, 2015  |  JEFF HADEN, LINKEDIN

https://www.linkedin.com/pulse/6-verbal-tricks-bosses-use-deceive-employees-just-jeff-haden#ixzz3To7RemCe

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