The Opera House Project
How CEOs Stay So Productive
“Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.”-–Paul J. Meyer. Since the early 1970s, productivity--the amount of output per hour worked--has been steadily rising in America. The average level of productivity for all American workers has shifted upward; but that’s the average American, not the top CEOs, entrepreneurs and venture capitalists who are constantly finding creative ways to accomplish more. Below, some of the most productive people--from successful investors to “always-on” executives--share their secrets on how to be your most productive self, despite the overflowing in-boxes, the constant buzz of the phone and the never-ending ping of meeting alerts. Clear Your Mind, Define Your FocusWendy Lea, CEO of Get Satisfaction and principal at The Chatham Group, shared two tips that keep her focused, energized, effective and productive both personally and professionally.
World Values Survey
5 actions concrètes pour garder le focus
Comme vous le savez déjà, pour augmenter vos chances de réussite en affaires, vous devez garder le cap et vous concentrer sur l’essentiel. Peu importe si vous êtes une petite, moyenne ou grande entreprise. Mais garder le focus n’est pas toujours évident. Surtout quand notre projet est dans ses débuts. Je vous partage 5 trucs qui m’ont beaucoup aidée dans les deux dernières années. Les voici : Connaissez les attentes des autres Que ce soit lors d’une conférence, d’un mandat ou encore d’une réunion, pensez toujours à questionner votre client ou les gens qui collaborent avec vous sur leurs attentes lorsque vous avez un nouveau livrable. Réduisez votre présence dans les évènements Réseauter peut avoir un impact positif pour vos affaires. Fixez-vous une heure ou une date limite pour chaque tâche Il est fort possible que vous ayez différentes tâches à accomplir dans la même journée. Planifiez votre semaine avec une thématique prioritaire Dites non aux demandes de rendez-vous
3 Ways to Better Manage Boomers and Millennials and Ensure Mentoring
As more and more Millennials graduate and enter the workforce – while Boomers begin to retire – HR professionals and employers seek to understand how to effectively manage both generations while ensuring a smooth knowledge transition. But with generational stereotypes, a modern workplace and a potential skills gap, effective management and mentorship can be a challenge. Craig Malloy, Cofounder and CEO of Lifesize Communications, recently guest wrote for Forbes and discussed the challenges and opportunities that come with managing Millennials and Boomers in the workplace. “Part of mentoring means letting go, and giving younger employees larger, more responsible roles in a project.” “Recognition gives [Millennials] the drive to contribute with passion and stop being so focused on themselves.” “Boomers: Remember your institutional knowledge, market experience and ability to spot a trend are fundamental to business success.” Understand Millennials better and improve your mentoring skills.
Cultural Agility |
"Culturematics"
A Culturematic is a small machine for making culture. We use them to create new messages, new memes, new products, new services. We fire our Culturematic into the deep space of an inscrutable future and wait to see. Most will keep going. But some will phone home. Culturematics have created some of the most vigorous innovations. Here are (four) properties that define something as a Culturematic. 1. Culturematics capture our attention. Culturematics can also prove catchy because they have an inherent drama. 2. Is there anything vaster than the vastness of the heavens? Someone on the SETI team (and I wish I knew who) had the good idea of making the world’s biggest problem tidy and bite sized. When Julie Powell tired of life in Queens, she resolved to do the recipes of Julia Child. United Way takes our philanthropic dollar and spends it on something for someone. In 2005 Kyle MacDonald was 28 and living in Montreal where he worked as a fridge deliveryman. 3. 4. Why? Summing up
We must stay out of our cognitive box to innovate
The influence of a few in many The assessment of the potential of a person should not be done without defining in what context his potential will be put to the test. I can be introverted or extroverted, I can be an expert or a leader, but of course, in a society more open and culturally diverse, potential can be called into question at any time. I have always believed that a good team overcomes “almost always” in effectiveness the ability of a very good individual isolated. Probably an individual alone, even being very talented is capable of making more and bigger faults that a good team, because alone their critical capacity is less. The teams are fundamental in an organization but only work well if there is a good leadership and if its constitution is suitable for projects that they engage. Even when a team or teams are composed of great figures, including some scientists, is always a good thing that the diversity and interdisciplinarity contaminate these teams. -And as a team?
Don't Let Culture Vultures Scuttle Your Strategy
Debate and difference of opinion, lightly salted with an appropriate amount of passion and tenacity, can help lead to significant breakthroughs. In the world of corporate correctness we are all living in, this should be highly encouraged. I really appreciated Bob Frisch's response to my recent article on the importance of culture. Though I think he missed the point, the overwhelming number of people who embraced the notion that culture is imperative for sustained success is an indication of the importance of this issue and the opportunity culture offers for positive change. People matter. Companies are not linear, inert systems. There is abundant evidence in every industry that the best-laid plans (or strategies) are derailed, suffocated, or eaten by cultures that either don't understand or straight-out reject the intent. Every company needs a clear strategy...really? You don't need to be told that a company must have a clear reason for being and a plan of action. 1. 2. 3. 4. 5. 6. 7.
Consumerization of IT – A cultural chasm or techno...
Many years ago when my father questioned why I was enjoying the music of the **bleep** Pistols and the singing of Johnny Rotten so much whilst he still espoused the merits of Frank Sinatra it was clear there was both a generational and cultural gap at play between us – to me Pogoing and Punk were everything, he could not see beyond Crosby and the crooners. And whilst we disagreed musically and I continued my love of all things punk, I did so recognising the rules of the house I lived in and that maybe having a safety pin through my nose and spiky fluorescent hair would have maybe been a step too far. So, cultural and generational gaps and differences of opinion like that have existed probably since time began and will continue in all likelihood until the earth stops spinning. That leads me to the key item of discussion in this blog. If you are sat within an IT department, you will most likely be experiencing that influence and expectation from two completely different groups of people.
