Secrets Of America's Happiest Companies “Being able to be truly happy at work is one of the keys to being happy in life,” says Heidi Golledge, CEO and cofounder of CareerBliss, an online career database. And what company couldn’t use a little more joy among its ranks? In her book It’s Always Personal, Anne Kreamer points to recent research from Sigal Barsade of the Wharton School of Business that indicates positive moods prompt “more flexible decision-making and wider search behavior and greater analytic precision,” which in turn make the whole company more willing to take risks and be more open. What exactly makes those staffers whistle while they work? Steve McClatchy, founder of Alleer Training and Consulting, whose client list includes top-ranked Pfizer, says a happy workplace is one that is committed to perpetual improvement, and not just as a line item on the balance sheet. Steven Cowart, manager for Visual Display Systems at NASA, agrees. Not surprisingly, another part of joy comes from a simple pat on the back.
Manmohan Singh’s Second Wind by Shashi Tharoor Exit from comment view mode. Click to hide this space NEW DELHI – In September, India’s mild-mannered prime minister, Manmohan Singh, turned 80. He also turned a page: After months of being pilloried by every pundit with a soapbox for indecision and weakness, and for presiding over “policy paralysis” while corrupt colleagues allegedly made off with the country’s silver, Singh has boldly seized the initiative. A series of reform announcements, and some frank talk to the public, have underscored his new message: “I am in charge.” The initial steps that he has announced are impressive. Likewise, the government has reduced subsidies on diesel and cooking gas in the face of vociferous opposition, including a one-day strike that shut down the country. The rebirth of Singh the reformer came after a long wait. But Singh’s most recent chapters have been less positive. Within Singh’s Congress Party, the pressure will mount to match economic-reform initiatives with “pro-poor” programs.
The Eight-Minute Test That Can Reveal Your Effectiveness as a Leader - Jack Zenger and Joseph Folkman by Jack Zenger and Joseph Folkman | 12:00 PM August 12, 2013 How can I determine if I am a good leader, or perhaps even a great one? What are my strengths, and do any rise to the very highest levels? I know I have some weaknesses (as everyone does), but are any of them so appalling as to derail my career? Many people have asked us those questions over the years. But as a first step that you can do on your own, we’ve developed an abbreviated self-assessment which you can take here. It will take you about eight minutes, and you will promptly receive a feedback report, which will compare the way you’ve rated yourself with similar self-scores of 45,000 leaders in our global database. A score in the 90th percentile means you have an outstanding strength. But the answers may surprise you. Which one should you start with? Once you identify a competence that meets those criteria, what’s the next step? To improve a weakness, people typically use a linear approach.
Netflix - culture David Kelley on Designing Curious Employees Design thinking is a process of empathizing with the end user. Its principal guru is David Kelley, founder of IDEO and the Hasso Plattner Institute of Design at Stanford (otherwise known as the d.school), who takes a similar approach to managing people. He believes leadership is a matter of empathizing with employees. In this interview, he explains why leaders should seek understanding rather than blind obedience, why it's better to be a coach and a taskmaster and why you can't teach leadership with a PowerPoint presentation. Kermit Pattison: How has the design thinking model influenced your approach to leading people? David Kelley: The main tenet of design thinking is empathy for the people you're trying to design for. Empathy is not always talked about as a leadership quality. For me, it's all important. What happens when the leader has to crack the whip? A lot of this must depend on hiring the right people who have an internal desire to do well. What questions do you ask?
The Best-Performing CEOs in the World It’s no accident that chief executives so often focus on short-term financial results at the expense of longer-term performance. They have every incentive to do so. If they don’t make their quarterly or annual numbers, their compensation drops and their jobs are in jeopardy. Stock analysts, shareholders, and often their own boards judge them harshly if they miss near-term goals. Five years ago we launched a global project to address that challenge. Three years ago, in the January–February 2010 issue of HBR, we introduced such a scorecard. Judging CEO Performance For the most part, we used the same methodology that we did three years ago. Assess the long-term performance of each CEO, from the first day on the job to the last. (Or for CEOs still in office, until August 31, 2012, our last day of data collection.) Reflect the global nature of business. In 2010 we drew candidates from the S&P Global 1200 and BRIC 40 lists; this year we worked with three other emerging-market indexes as well.
Three Differences Between Managers and Leaders - Vineet Nayar by Vineet Nayar | 10:01 AM August 2, 2013 A young manager accosted me the other day. “I’ve been reading all about leadership, have implemented several ideas, and think I’m doing a good job at leading my team. I didn’t have a ready answer and it’s a complicated issue, so we decided to talk the next day. Counting value vs Creating value. By contrast, leaders focuses on creating value, saying: “I’d like you to handle A while I deal with B.” Circles of influence vs Circles of power. The quickest way to figure out which of the two you’re doing is to count the number of people outside your reporting hierarchy who come to you for advice. Leading people vs Managing work. In India, M.K. I encouraged my colleague to put this theory to the test by inviting his team-mates for chats. Agree?
Millennials on the Job: All They Really Want Is a Little Appreciation Do Millennials care about “length of service” recognition? I can hear you saying no. But you’re wrong. A study conducted by the Center for Creative Leadership in San Diego found Millennial employees have about the same level of organizational commitment as other generations. And there’s even better news from the Bureau of Labor Statistics. A recent study found employees are staying longer with their current employer than they have in nearly 15 years. Millennials want engaging, meaningful work Add an effective career achievement program, where employees are rewarded for their years of service, and that number jumps to 6.7 years. But being pegged as a job-hopping generation isn’t the only myth surrounding Millennials. But what they really want is engaging, meaningful work that doesn’t take over their lives. Sure Millennials expect to be listened to when they have an idea even if they are the youngest person in the room, but why shouldn’t they be? “They want to know their work matters”
Lead Like All Your Employees Are Volunteers The other day I read an article about a well-known company anticipating a big competitive problem: huge attrition when its first employees are vested for their stock options, four years after their hire date. The CEO expects to hemorrhage talent, many of which he expects to be snapped up by his competitors. His question, asked mostly of himself, is, “Why should we train our competition’s talent force?” Really? CEO, I’m writing to you. Here’s what I think. Most companies are not startups, and even among those that are, most will not have IPOs that make the founding talent rich. Guess what folks? Money will always be a factor for some people, and no matter what you try, some of your most talented performers will leave for a (financially) better offer. But for most of us, money only starts the conversation. But there are so many other, much more important reasons to want to work for a company, and even more to stay for one that we’ve grown to love! Image courtesy of SJ White Ted Coiné
Semiconductor Stock Outlook - Jan 2013 - Industry Outlook The Semiconductor Industry serves as a driver, enabler and indicator of technological progress. Developments in the industry determine the way we work, transport ourselves, communicate, entertain ourselves and respond to our environment. The PCs we work on, the cars we drive, the phones we communicate with, the electronic gadgets on which we watch movies, listen to music and play games on, and the planes and weapons used to transport or protect us use semiconductor devices. As environmental issues have become more of a concern today, semiconductor devices are being made to reduce power consumption, reduce heat dissipation, capture solar energy, create more efficient lighting solutions and so forth. The past decade has seen big changes in the industry, with most players streamlining operations and transferring more routine production to low-cost locations. End Market Drivers The computing and consumer end markets together consume around 60% of total semiconductors sold. Major Players
The 5 Ways to Spot an Emotionally Intelligent Leader Research has shown us that more than 90 percent of top leadership performers have a high amount of emotional intelligence, or EI. The higher up the ladder that leaders are, the more people they impact and their EI becomes increasingly important. The person at the top sets the atmosphere that permeates the organization, including the emotional temperature. Not only does a leader with low emotional intelligence have a negative impact on employee morale, it directly impacts staff retention. Here are five ways to spot an emotionally intelligent leader: 1. Insecure leaders that demonstrate low EI become defensive and take it personally whenever they encounter anything that appears to them as criticism and a challenge to their authority. A secure leader with a healthy dose of emotional intelligence strives to listen, understand and find out what is behind behaviors and actions of those they are responsible for managing. 2. 3. 4. 5.
Goodies and Gimmicks Won’t Get You a High-Performing Workforce A while back, I was doing a public program on how to keep employee morale high and shared my “Forget the Goodies, Gimmicks, and Gala Events Approach to Building Employee Morale” maxim. I’ll talk a little about that here, but if you want to read a more in-depth riff (rant?) on it, go to Are You REALLY Serious About Improving Morale? After I shared my thoughts about the all-too-common Goodies, Gimmicks, and Gala Events approach to morale and engagement and why it’s such a huge mistake, an HR manager raised her hand and shared her experience with this approach. Each year, her employer spends about $20 per employee on a Christmas gift (this was before the PC Police starting trying to make people pariahs for using the world Christmas). An all-too-familiar story She said how one year the gift was a plush beach towel and the previous year’s gift was a really nice picnic basket. Does some variation of that story sound familiar? After she shared her story, I found myself thinking: 3 things you can do