Rethinking your plan for your leadership career I never put much time into mapping out my career. Having graduated with a degree in biology, I thought research was where I wanted to be for the rest of my life. I soon discovered that working in a laboratory was a lonely place to be. At some point, I learned that I needed more interaction with others than I was getting. This revelation led me to staying open to what would fulfill my need to work collaboratively and be able to help more people in my work life. I’ve had a long, rich (and unusual) career in a number of disciplines unrelated to biology, without ever mapping out my career path in detail. On the other hand, many of the leaders I know have gazed into their crystal balls and mapped out their careers decades ahead of where they are now, and in great detail. If you are one of those leaders and it’s working for you, then great! How do you plan for flexibility? Know your values: Many leaders, when asked, don’t know what they value in a precise or unambiguous way.
Transformational Leadership: How These Leaders Inspire and Motivate Have you ever been in a group where someone took control of the situation by conveying a clear vision of the group's goals, a marked passion for the work, and an ability to make the rest of the group feel recharged and energized? This person just might be what is called a transformational leader. Transformational leadership is a type of leadership style that can inspire positive changes in those who follow. Transformational leaders are generally energetic, enthusiastic, and passionate. The History of Transformational Leadership The concept of transformational leadership was initially introduced by leadership expert and presidential biographer James MacGregor Burns. Later, researcher Bernard M. Transformational leaders, Bass suggested, garner trust, respect, and admiration from their followers. The Components of Transformational Leadership Bass also suggested that there were four different components of transformational leadership. Observations References Bass,B. Bass, B. Burns, J.
Robotics CEO: 12-Year-Old Whiz As Smart As Ph.Ds | This Could Be Big When Ted Larson, the CEO of a Silicon Valley robotics firm, hired Rohan Agrawal as his summer intern this year he was skeptical that Rowan could keep up with his team’s pace. Rohan, after all, is 12 years old. And Larson, whose firm, OLogic, usually hires college or graduate students as interns, had never worked with someone so young. “We had a large box of robot parts that some of the guys at Google gave us,” Larson said of Rowan’s first day at Ologic last summer. Larson said that he could have given that box of parts to a grad student and they may have come back to him with a functioning robot in a couple of weeks. “And I was like, ‘oh my god,’ what will I do with him for the summer?” By the end of the internship, Larson was comparing Rohan’s robotics aptitude and knowledge to that of a PhD: “And anyone who has a problem with that clearly hasn’t met Rohan.” Technology & ElectronicsRobots
Which MBA? | Ask the expert: How to write a CV Be intentional about your career 6 Leadership Styles, And When You Should Use Them You don’t need an MP3 player, a turntable, or a CD player to listen to Tristan Perich’s new album, Noise Patterns. All you need is a pair of headphones—"not earbuds," says the composer—and a willingness to hear music in noise. The 34-year-old Perich’s compositions push the border between white noise and electronic music, frequently straddling the two as if the static on your old television started emitting a strangely beautiful pattern of sound. But Perich doesn’t just compose music: His music is the instrument itself. He composes sound in code, carefully stringing together each 1 and 0 to transform numbers into a symphony. Perich, who studied math, music, and computer science at Columbia and received a masters from NYU's fabled hacking-meets-art Interactive Telecommunications Program, has spent the last dozen years of his life exploring the frontiers of one-bit sound, transforming those lines of 1s and 0s into a living art form. A recorded excerpt from Noise Patterns
Jobs that have become Obsolete by Leigh Goessl | Career Path Leigh Goessl's image for: "Jobs that have become Obsolete" Caption: Location: Image by: As technology progresses the demands for certain kinds of jobs change. Today many of these occupations are not only almost, if not completely, extinct, but chances are the current generations have never even heard of some these professions. Here's a look at some jobs that have become obsolete over the years: *Milkman Decades ago people didn't run to the grocery or local convenience store when they ran out of milk, it was delivered to their home by the milkman. *Iceman Before electric freezers and refrigerators became standard, people used to keep their food fresh with ice placed in iceboxes. *Elevator Operator Before elevators were programmed how to start/stop with the push of a button, elevator operators would run the elevators, decide what order floors would be stopped and align the elevator with the floor so riders could exit safely. *Lector *Lamplighter Once a need, today lamplighters are unheard of.
The Key To Success Is Practice untitled What Makes a Leader? It was Daniel Goleman who first brought the term “emotional intelligence” to a wide audience with his 1995 book of that name, and it was Goleman who first applied the concept to business with his 1998 HBR article, reprinted here. In his research at nearly 200 large, global companies, Goleman found that while the qualities traditionally associated with leadership—such as intelligence, toughness, determination, and vision—are required for success, they are insufficient. Truly effective leaders are also distinguished by a high degree of emotional intelligence, which includes self-awareness, self-regulation, motivation, empathy, and social skill. These qualities may sound “soft” and unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. Every businessperson knows a story about a highly intelligent, highly skilled executive who was promoted into a leadership position only to fail at the job. Evaluating Emotional Intelligence