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by Michael Fertik | 3:10 PM January 19, 2011 I've been lucky to work with some awesome employees in their twenties. While that formative decade is long and dynamic for each person; in a companion post I've offered some observations on the differences between Generation Z and Generation After-Lehman ; there are some consistencies in how best to manage and motivate excellent twenty-somethings. Younger people are especially hungry both to learn and to receive affirmation that they are doing a good job.
In my book, The Secret of Teams , I advocate for a higher form of team – a high performance team. In this approach to leading an organization, the role of the leader is transformed. She or he is still actively involved in the business but is engaged differently. What should a leader do in a high performance team environment? Here’s a look at some of the things you’ll want to consider.
Magazine Unit 102: People pay more if it’s worth it By Richard Seymour 22 June 2011 When Jonathan Ive joined Jobs in 1997, two chemical reactions began to take place at Apple. The first was a bidding war of material excellence » Magazine Unit 103: Connect your people By Jonah Lehrer 22 June 2011 In 1986 Jobs bought Pixar Animation Studios from George Lucas for $5 million (the equivalent of £6 million at today’s rates). Jobs was smarting from being forced out of Apple and saw the fledgling firm as a potential investment » Magazine Unit 104: Master the entire business By Ajaz Ahmed 22 June 2011 Don't fight the natural order -- embrace it. Nature often has the answers.
by Celes on Oct 7, 2011 | ShareThis Email This Post Yesterday morning, I was busy writing the preparation post for upcoming 21-Day Meditation Challenge (Which is now up: 21DMC, Day 0 – Preparation . For those who don’t know about 21DMC, it’s a 21-day meditation challenge from Oct 8 to Oct 28.
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by Alexandra Samuel | 11:00 AM January 16, 2013 I knew right away, when you walked in here with a paper notebook — a paper notebook! — I realized that this meeting was not going to be a good use of our time.
by Peter Bregman | 9:00 AM May 5, 2010 I woke up this morning to pouring rain and temperatures in the low 40s. I had planned on going for an early bike ride in Central Park but now I wasn't so sure.
If you are one of those executive types unhappy at your present post and embarking on a New Year's resolution to find a new one, here's a helping hand. The job interview is considered to be the most critical aspect of every expedition that brings you face-to- face with the future boss. One must prepare for it with the same tenacity and quickness as one does for a fencing tournament or a chess match. This article has been excerpted from "PARTING COMPANY: How to Survive the Loss of a Job and Find Another Successfully" by William J.
post written by: Marc Email “Absorb what is useful, reject what is useless, add what is specifically your own.” – Bruce Lee Being highly productive is not an innate talent; it’s simply a matter of organizing your life so that you can efficiently get the right things done.
It’s hard enough that we have to talk about our strengths to others, but our weaknesses? That’s just the worst. Even more confounding, we’re only asked to talk about our weaknesses and our strengths in an interview, but after we get the job, we’re rarely ever asked to talk about what makes us so great again. Our weaknesses, however, seem to come up in every time we make a mistake or something goes wrong. So instead of learning to talk about what makes us great, it seems more valuable to learn how to talk about what holds us back if, for no other reason, it can help us move forward.