Onboarding and Mentoring: how to create a monster (contributor) Onboarding and Mentoring: or how to refine raw talent into a loyal professional and a monster contributor. It’s happened to all of us. At some point in our career, we’ve started a new job, excited about the seemingly boundless possibilities, maybe eager to get a fresh start. Looking forward to that first week, I think we universally hope for at least two things: 1) time and attention from some of our colleagues, to help us understand and adjust to our new work environment, and 2) patience from our manager as we get up to speed, until we can contribute at a significant level. And, wouldn’t that be great? But what actually happens? I want to focus on how we can do this better, and specifically what I am doing to make this better. I’ll be the first to admit, I’ve never done this before at quite this level of magnitude. So, here is what I’ve got: Hiring – It all starts here. Hiring is obviously big enough to be its own post topic, so I won’t linger here. 1. a. b. c. 2. 3. Thanks Ryan
The Anosognosic's Dilemma: Something's Wrong but You'll Never Know What It Is (Part 1) Existence is elsewhere. — André Breton, “The Surrealist Manifesto” 1. The Juice David Dunning, a Cornell professor of social psychology, was perusing the 1996 World Almanac. At 5 feet 6 inches and about 270 pounds, bank robbery suspect McArthur Wheeler isn’t the type of person who fades into the woodwork. Wheeler had walked into two Pittsburgh banks and attempted to rob them in broad daylight. In a follow-up article, Fuoco spoke to several Pittsburgh police detectives who had been involved in Wheeler’s arrest. (a) the film was bad; (b) Wheeler hadn’t adjusted the camera correctly; or (c) Wheeler had pointed the camera away from his face at the critical moment when he snapped the photo.[2] As Dunning read through the article, a thought washed over him, an epiphany. It became known as the Dunning-Kruger Effect — our incompetence masks our ability to recognize our incompetence. DAVID DUNNING: Well, my specialty is decision-making. ERROL MORRIS: Why not? ERROL MORRIS: Many other areas? 1. 2. 3.
Your Employees Want the Negative Feedback You Hate to Give - Jack Zenger , and Joseph Folkman by Jack Zenger and Joseph Folkman | 1:00 PM January 15, 2014 Would you rather hear positive feedback about your performance or suggestions for improvement? For the last two weeks, we’ve been compiling data on this question, and on people’s general attitudes toward feedback, both positive and corrective. So far we’ve collected it from 899 individuals, 49% from the U.S. and the remainder from abroad. Before we tell you what we found, we suggest you take the same assessement here so you can put our findings within your own personal context. What our assessment measures is the extent to which you prefer to give and to receive both positive and corrective feedback. The graph below shows, on average, the degree to which the participants in our initial sample tend to avoid or prefer giving and receiving positive and corrective feedback. The first column indicates that roughly the same number of people prefer to give positive feedback as those who do not.
How Not to Play the Game It’s been more than a year now since the theme of “green wizardry” became central to the posts here on The Archdruid Report, and I’ve pretty much covered the first two of the three themes I mean to discuss before it becomes time to shift the conversation elsewhere. We’ve discussed organic gardening and its associated arts, and we’ve discussed homescale energy production and conservation. At this point, before we go on to the third leg of the tripod, which used to be called “recycling” thirty years ago and deserves a more robust name now, I’d like to step back for a moment and talk a bit about strategy. Yes, there’s a strategy underlying the selection of projects and possibilities I’ve been discussing here. The fast version of the take on the future I want to discuss divides it up into four overlapping phases or periods, labeled according to the basic modes of economic production that predominate during each one. Not, it’s probably worth noting, into revolution.
Life, Liberty, and the Pursuit of Agility » Blog Archive » My First Job Spoiled Me This is a little story about how I learned the right way to manage people My First Job: Age 13 or 14 When I was a kid, if I wanted something (like a slot-car, or a pellet gun), I could wait for my birthday or Christmas and hope my folks could afford to buy it for me, but beyond that it was pretty much up to me. So I pulled weeds, sold garden seeds door-to-door, sold Christmas and greeting cards door-to-door, sold grapes on the roadside, delivered newspapers as a back up for friends who had paper-routes. Typical kid stuff for that day. But those little jobs never brought in much money for the amount of work, so I decided to get a “real” job. There was a plant nursery about a mile from my home, and they occasionally hired teens to water plants, move stuff, mix soil, plant seedlings into nursery cans, and similar nursery work. Lesson One: Treat everyone nicely The day I started, the Mr. Mr. Lesson Two: Continuous Improvement Mr. Me: “I’ll do that” Mr. Bill: “Hey Woody, I’m glad Mr. Mr. Mr. Mr.
Why files need to die Files are an outdated concept. As we go about our daily lives, we don’t open up a file for each of our friends or create folders full of detailed records about our shopping trips. Create, watch, socialize, share, and plan — these are the new verbs of the Internet age — not open, save, close and trash. Clinging to outdated concepts stifles innovation. Today we use computers for everything from booking travel to editing snapshots, and we accumulate many thousands of files. The file folder metaphor makes no sense in today’s world. A file is a snapshot of a moment in time. So it’s no wonder that as we try and force this dated way of thinking onto today’s digital landscape, we are virtually guaranteed the pains of lost data, version conflicts and failed uploads. It’s time for a new way to store data – a new mental model that reflects the way we use computers today. Flogging a dead horse Microsoft, Apple and Linux have all failed to provide ways to work with our data in an intuitive way. Time.
Why positive encouragement works better than criticism, according to science 6.2K Flares Filament.io 6.2K Flares × I’ve written about positivity before, in terms of cultivating a positive outlook for yourself. What I want to write about today is cultivating positivity in your workplace, particularly if you’re a leader. How positivity affects our brains To start with, let’s look at how positive and negative emotions work in our brains, and what we can learn from that. Positive emotions generally work in an opposite way to negative emotions. That is why exercising often makes us happier, especially if we choose to go for a demanding work-out. In the face of negative events, our brains struggle to perform at their highest—or even normal—capacity. This shift in control to the low road favors automatic habits, as the amygdala draws on knee-jerk responses to save us. 1 When we’re stressed or scared, for instance, we struggle to think clearly, to coordinate well with others, to take in new information and to come up with new ideas. Positive encouragement and communication
Jobs for a frugal economy This was originally proposed in a letter to President Obama: Excerpted from Warren Johnson: “What is needed is a way of creating jobs at less cost and use of oil. This could be done by encouraging the creation of sustainable ways of life by offering assistance to those who would like to live in the simpler, more cooperative ways that can be supported with renewable energy. The industrial niche is growing crowded even as it is being consumed with the depletion of the fossil fuels that made the Industrial Revolution possible in the first place. The cost of assisting those who would like to develop the sustainable niche will be small compared to creating jobs in the growth economy. I see this offer of assistance as akin to the offer of land under the Homestead Act, with both attracting those seeking ways of using their energies that also benefit the nation. This proposal is spelled out in a manuscript that has fallen into the void between the partisan divide in this country.
Boss Labels Employee "Under-Achiever" For This... Agoraphilia The three things you always have You always have three things. The three things are your answers to these questions: It’s common to confuse #2 with #3. Some people get stuck on the feelings for the past and never move on. Feelings are important as that’s how we know who we are. Venting, dwelling or celebrating serve the purpose of being present with how we feel. For example, lets pretend I was : What happened: I was attacked by wild terrorist bears. How you feel about it: sad, scared and angry. What you’re going to do next: stop running naked in a suit made of beef hot dogs, which terrorist bears are known to love to eat, at the terrorist bear exhibit at the zoo. There you go. #3 leads to an action that leads to a new set of three things. And to conclude, here’s my three things: What happened: I wrote this post. How do you feel: Glad someone is still reading this. What are you going to do next: Wait to see if you leave a comment.
Facebook Investor Roger McNamee Explains Why Social Is Over