Time Management Skills Are Stupid. Here's What Works. 17 Small Productivity Habits. The Mini-Habit The idea behind mini habits is that you can get to a larger habit if you start small, create simple goals, and aim for consistency. In his book Mini Habits: Small Habits, Bigger Results, Stephen Guise gives the example of “The One Pushup Challenge.” He was doing what a lot of us do. Feeling guilty about not working out, he tried to fit years worth of exercise into the first workout which created an all or nothing attitude (not to mention a focus on goals and not process.) In Habit Stacking: 97 Small Life Changes That Take Five Minutes or Less, author S. The core idea behind the mini-habits concept is that you can build a major habit by thinking small enough to get started.
Habit-Stacking The purpose of habit-stacking is to create simple and repeatable routines (managed by a checklist). According to Scott there are 8 Elements of a habit-stacking routine. 17 Small Productivity Habits #1 Drink a Large Glass of Water #2. . #3. . #4. . #5. . #6. . #7. . #8. . #9. . #10. . #11. . #12. . #13. . #14. . #15. 10 dumb mistakes companies make over and over. "Not again! " Picture courtesy Flickr user Alex E. Proimos COMMENTARY These days I'm constantly bombarded with books and articles about why leaders, executives and companies fail. It's mindboggling. Most of the "sage" advice is pretty weak, running the gamut from the absurdly obvious to the obviously absurd. One article by author and psychologist Jack Stark lists the top five reasons leaders fail as greed, insecurity, power, arrogance and narcissism. Can't say I disagree, but I seriously doubt if any of the CEOs I know will be running to a shrink anytime soon.
Mark Stevens, author of "Your Marketing Sucks," says companies fail because of "lack of leadership. " 10 reasons why smart people do dumb things And while leadership experts blog and tweet all sorts of generic, esoteric nonsense, executives and their companies keep making the same dumb mistakes they've always made, over and over again.
Killing promising new businesses to maintain old ones. Lack of objectivity and perspective. Why the Peter Principle Works. Last Updated Aug 15, 2011 2:40 PM EDT Everyone's heard of the Peter Principle - that employees tend to rise to their level of incompetence - a concept that walks that all-too-fine line between humor and reality. We've all seen it in action more times than we'd like. Ironically, some percentage of you will almost certainly be promoted to a position where you're no longer effective. For some of you, that's already happened. Sobering thought. Well, here's the thing. Not only is the Peter Principle alive and well in corporate America, but contrary to popular wisdom, it's actually necessary for a healthy capitalist system. Robert Browning once said, "A man's reach should exceed his grasp.
" Now, most of us don't perpetually reach for the stars, but until there's clear evidence that we're not doing ourselves or anyone else any good, we're bound to keep right on reaching. I mean, who turns down promotions? Perhaps the most interesting embodiment of all this is the way people feel about CEOs. Want to Improve Your Work? Think Like a Designer | BNET. 10 Things Managers Should Never Do | BNET. Last Updated Oct 25, 2011 11:29 AM EDT We've all had bosses do things we didn't like, appreciate, or respect. And every manager has done things they later regret.
The business world is, by necessity, one of real-time decisions and judgment calls that sometimes turn out to be bad choices, in retrospect. After all, nobody's perfect. We all make mistakes. And that's a good thing, since that's are how we learn lessons, including how to do our jobs better. That goes for every employee, manager, executive, business owner, CEO, everyone. But sometimes a mistake can become a slippery slope. In 10 Things Great Managers Do, I went back in time to the best characteristics of the best CEOs I've worked for and with over the past 30 years. Keep in mind, this isn't meant to be a whine-fest to get employees riled up and pissed off at their bosses. 10 Things Managers Should Never Do Order people around like dictators.
Forget about customers. Behave like arrogant jerks that are better than others. 5 Myths: What It Takes to Become a Million-Dollar Consultant | BNET. Last Updated May 27, 2011 11:47 AM EDT A management consultant, according to one definition, is a man who knows 101 ways to make love but doesn't know any women. That's incorrect, of course, because a lot of consultants are women. According to Working Mother magazine, 37 percent of consulting giant Accenture's 30,000 employees are female. (Working Mother doesn't say whether they know any men.)
But this is far from the only myth that dogs the consulting game, according to Alan Weiss, a management consultant and author for whom the word "prolific" might have been coined. His latest, "The Consulting Bible" (Wiley, 2011) is the 43rd book by the Rhode Islander. Myth 1) The consulting business is about consulting.
Myth 2) Most consultants' biggest problem is that they're undercapitalized. Myth 3) A solo consultant must take a back seat to the giant firms of the industry. Myth 4) You'll be happier as your own boss. Myth 5) The more money you make consulting, the richer you get. Want to Succeed in Consulting? 3 Ways to Get Paid for Your Wisdom | BNET. Last Updated Sep 12, 2011 4:19 PM EDT Through writing this blog I recently made a friend all the way over in Jakarta, Indonesia. Ben Whitaker is a U.S. expat and reader who is running a company focused on selling high-end IT services to the mining industry. Here's what Ben wrote to me: One topic I'm concerned about is my current strategy of doing analysis and recommendations as a proposal, then seeing that 4-page document get sent out the door by the prospective client as more or less an RFP to my competition.Have you written a piece about that?
Or transitioning from selling implementations to selling analysis and recommendations only? OK, how many of us have had to deal with the problem of free consulting that Ben's describing? In the world of selling expertise, you must show your expertise first in order to prove that someone should pay you for it. Ben is describing a really thorny, but frequent challenge. 1) Create a custom, self-branded assessment process. . © 2011 CBS Interactive Inc.. Rules of Engagement: If you want to engage me, give me control! Recognize This! – “Control” over your work reduces stress. Towers Watson’s latest Global Workforce Study expanded on the firm’s traditional employee engagement research, adding “enablement” and “energy” as two additional factors critical to sustaining engagement over time. And this is important as sustained engagement returns operating margins three times higher than in disengaged organizations (which is also nearly two times higher than merely engaged organizations).
Enablement as a key to sustained engagement largely hinges on employees having the tools they need to do their jobs. At the middle management level, I would argue one of those necessary “tools” is the ability to act on decisions. In other words, middle managers need control over their own decisions, divisions and departments. Recent research reported on National Public Radio in the US supports this: Note that the research does not show middle managers need outings and activities to reduce their stress. Organizing for an emerging world - McKinsey Quarterly - Organization - Strategic Organization. As global organizations expand, they get more complicated and difficult to manage. For evidence, look no further than the interviews and surveys we recently conducted with 300 executives at 17 major global companies. Fewer than half of the respondents believed that their organizations’ structure created clear accountabilities, and many suggested that globalization brings, as one put it, “cumulative degrees of complexity.”
However, our research and experience in the field suggest that even complex organizations can be improved to give employees around the world the mix of control, support, and autonomy they need to do their jobs well. What’s more, redesigning an organization to suit its changing scale and scope can do much to address the challenges of managing strategy, costs, people, and risk on a global basis. Rethinking boundaries IBM’s experience in Asia “This is a cultural transformation,” says Cannon-Brookes.
A complex calculus Process pointers Don’t standardize more than is necessary. Which Performance Appraisal Style Suits Your Company? Many appraisal types exist; from traditional to trendy, simple to complex, highly structured to open-ended. Some of these types have been shown to work ‘better’ but the reality is that appraisal types and systems should be as unique to a company as possible. If you are searching for an employee appraisal method that provides meaningful data, ensure that no matter what – it suits the culture of your workplace and we recommend that you keep it as simple as it can be.
Here is a great overview of the most popular and common appraisal methods for a variety of business models. To begin, we must first analyze the parties involved with the various appraisal methods. Overall, performance appraisals can be set up to incorporate feedback from 3 different sources2: * Feedback from the employee being evaluated * Feedback from the manager/supervisor * Feedback from other stakeholders (peers, customers etc.) Self-Evaluation Method Self evaluations are a great way to kick-off reviews. Journaling. How to Build Trust in a Virtual Workplace - Keith Ferrazzi. By Keith Ferrazzi | 2:00 PM October 8, 2012 Teams can’t function well when co-workers don’t trust one another.
Building and maintaining trust in the traditional, physical workplace is difficult enough, but the process is even tougher in a virtual environment, where people often have to work with people they haven’t met in person. Some biologists believe that we are hardwired to distrust everyone except our own family members. Studies have shown, however, that trust can indeed be actively accelerated and maintained on virtual teams even when they have to be assembled on the fly with employees scattered across the globe. According to our research, the following best practices will help: Leverage “swift trust.” There are two ways to assure you take best advantage of the benefits of swift trust.
Pro-actively build interpersonal trust. A member of a virtual team in one research study happened to live in the Washington, D.C. area during the sniper attacks in 2002. Share and rotate power. Organizing for an emerging world - McKinsey Quarterly - Organization - Strategic Organization. The Four Ways Of Being | Transformational Leadership. By Werner H. Erhard and Michael C. Jensen In this paper we argue that the four ways of being we identify as constituting the foundation for being a leader and the effective exercise of leadership are also the foundation for an extraordinary organization and the foundation of an extraordinary personal life. We start with a brief overview of each of these four foundations before going into an expanded discussion of each.
→Being Authentic Being authentic is being and acting consistent with who you hold yourself out to be for others, and who you hold yourself to be for yourself. →Being Cause In the Matter of Everything In Your Life Being Cause in the Matter is a stand you take on yourself and your life. →Being Committed to Something Bigger than Oneself Being committed to something bigger than oneself is the source of the serene passion (charisma) required to lead and to develop others as leaders and the source of persistence (joy in the labor of) when the path gets tough. i.