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What If Your University Tuition Was Based on Your Future Salary?

Harvard business - Thu, 10/10/2019 - 09:00

The founder of Lambda School on its experiment with income-sharing agreements.

Categories: Blogs

The Smell of Success: How Farmgirl Flowers Is Bootstrapping to $30 Million in Sales

Harvard business - Thu, 10/10/2019 - 08:21

Christina Stembel started Farmgirl Flowers to improve the way the commercial flower industry offers choice, quality, and price. Today she’s at the helm of a growing company that serves flower lovers nationwide.

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Netflix’s “American Factory” and the New Geography of Manufacturing

Harvard business - Thu, 10/10/2019 - 08:15

How the industry is changing in the U.S., China, and Africa.

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LEADERSHIP SIGNALS WEEK: Tilman Fertitta On Business Over Politics...

Hr Capitalis - Thu, 10/10/2019 - 06:36
Capitalist Note: It's "Leadership Signals Week" here at the HR Capitalist, where I talk about things I've seen leaders communicate over the last couple of weeks that speak volumes about what they want their followers to think. Communication matters if... Kris Dunn
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How to Deal with Constantly Feeling Overwhelmed

Harvard business - Thu, 10/10/2019 - 06:05

Five strategies can help.

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Ethical Leadership for Sustainable Wellbeing

Greatleaders hipbydan - Thu, 10/10/2019 - 06:00

Guest post from Dr. Ian Hesketh and Sir Cary Cooper:
Which style of leadership behaviour is the most effective has been the challenge for most executives for many years. Trying to meet the challenges of modern-day working practices and the demands of a 24hr global demand under increasing constraints is a real conundrum. Ethical Leadershipis proven to improve employee wellbeing and promotes extra-role effort. Further, ethical leadership can decrease emotional exhaustion and increase work engagement. It can also result in a willingness from employees to make suggestions to improve the organization. Our experience is that the concept of feeling trusted in the workplace magnifies ethical leadership and can also result in further extra-role effort.  So, what are these concepts and how easy is it to implement them?
The great news is that these are easily learned and adaptable to all workplace settings. Ethical leadership is the notion that the leadership approach involves promoting ethical standards in organizations and encourages followers to behave more ethically. Although historically it is born out of the philosophical concept that it improves wellbeing, it has been popularized of late due to questionable business practices and huge corporate scandals; together with evidence that it improves both employee wellbeing and organizational performance.
Here is why. Ethical leadership leads to increased extra role effort. That is, what employees are prepared to do that is above and beyond what is expected of them by their employees. It also leads to employees feeling trusted to make decisions on their own that are appreciated and acknowledged by their employees. Further, it leads to reduced occurrences of feeling emotionally exhausted, that is the cognitive or physical strain that one feels from workplace pressures. It also leads to increased employee engagement, this is the way employees view their work as a positive challenge and are prepared to interact, to suggest new ideas and feel part of the organization. For example, employees are more likely to speak highly of their employer, both inside and outside of work. Employees are more likely to promote the business; and encourage other colleagues to do so also.
What to look out for? Ethical leaders are people-oriented. They look out for the long-term interests of colleagues and are unwavering in this quest. They authentically promote ethical behaviours, both inside and outside of the workplace. They live their own lives ethically. They make fair and balanced decisions.
To conclude, ethical leadership is good news for all business and for successful organizations is being proactively sought after. If you have leadership responsibilities or are concerned with human resource management and are recruiting or promoting your next tranche of leaders, look for the qualities outlined in this short article. These qualities in leaders can result in sustainable high performance. In this high performing environment you will witness employee pride in working for a reputable organization. One in which people are attracted to be part of and speak highly of both inside and outside of the organization. If this is your goal, ethical leadership is the way to go.
Ian Hesketh, PhD and Sir Cary Cooper, CBE are the authors of WELLBEING AT WORK: How to Design, Implement and Evaluate an Effective Strategy. Both are associated with the National Forum for Health and Wellbeing at Work (UK). For more information visit: https://www.koganpage.com/product/wellbeing-at-work-9780749480684
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7 Career Lessons Learned from Attending a NASA Social

Hr Bartender - Thu, 10/10/2019 - 02:57

Over the summer, Mr. Bartender and I attended NASA’s Ascent Abort flight test. The Ascent Abort flight test was a simulation designed to ensure that NASA can maintain astronaut safety in case of an emergency. The test flight was done as part of the preparations for next year’s Artemis launch.

We’ve lived in Florida a long time and believe it or not…we’ve never been to a launch! This one was special because we applied for (and received) special passes as part of NASA’s social media squad. So, we spent the day touring NASA facilities and learning more about the organization. While the day was focused on science, it occurred to me that during this day of fun and education that there were some career lessons to be learned.

  1. Set goals and be patient. It took us a long time to get accepted into the NASA social media squad. We’re talking years to find an event where we both were approved and we both had the time available. If you want something, then you have to be willing to stay focused and be persistent. If you’re not willing to do that, then is it time to ask yourself if this is the right goal?
  2. Do work that you enjoy. We had the chance to hear from a couple of NASA engineers working on the project and they talked about how they got their jobs. One explained that he entered a robotics competition being hosted by NASA. His entry got him an internship, which ultimately got him the job. It goes to show you that you can play games, have fun, and still make a living. Some great career lessons!
  3. There are many career paths. When we think about STEM (science, technology, engineering, and math), keep in mind that there are lots of different kinds of science. The engineers we spoke with (see #2) talked about the value of other sciences like biology, chemistry, physics, geology, etc. The point being that organizations like NASA look for candidates in all of these areas.
  4. Diversity matters. Adding to point #3 above about different sciences, NASA shared on several occasions how diversity and inclusion have helped them reach their goals. While the movie “Hidden Figures” doesn’t always paint NASA in that light, maybe they’ve had their own career lessons from the past and embraced how different people from different backgrounds can unite for the love of space.
  5. Be curious. Speaking of rallying behind the love of space, that was certainly the case with our social media squad. We were quite a diverse group from different parts of the country, different occupations, different ages/races/genders/etc. What made us a group was our mutual curiosity about space. I equate this to all of the innovation we see today in technology. We might not have all the answers, but we’re curious.  
  6. Learn how to problem-solve. There’s a famous scene in the movie Apollo 13 where the engineers at NASA are challenged to put a square peg in a round hole to save the astronauts in space. I love the way that the lead engineer sets up the scene in terms of the goal and what the crew has available to them to fix the problem. We all face challenges and have limited resources. The question becomes how do we still get things done?
  7. Always practice safety and security. Finally, I saved this one for last on purpose. Always, always, always be safe. NASA did a great job of practicing safety and security – from our pre-arrival background checks (yes, we had to do them) to on-site badges, etc. It might be tempting to cut corners at times, but we need to make sure that we’re not putting ourselves or others in jeopardy.

We had a wonderful time at NASA headquarters in Central Florida. It was educational and exciting. But it also made me realize the importance of setting goals, working with people who were different from me, and staying curious. Because those are the things that will allow us to go to the next galaxy with our career.

Image captured by Sharlyn Lauby at Kennedy Space Center and yes, that is a real sign.

The post 7 Career Lessons Learned from Attending a NASA Social appeared first on hr bartender.

Categories: Blogs

Why Skills Training Can’t Replace Higher Education

Harvard business - Wed, 10/09/2019 - 09:00

It’s a disservice to students and civil society.

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How To Know If Your Defined-Benefit Pension Plan Is In Trouble...

Hr Capitalis - Wed, 10/09/2019 - 08:35
I'm not an expert on pension plan funding. But if you're relying on a pension in retirement, you might want to take a look at what % of obligations are funded currently in your pension plan. Why would I say... Kris Dunn
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How Engaged Is Your Team, Really?

Harvard business - Wed, 10/09/2019 - 08:00

Even seemingly engaged employees are often disengaged by some measures.

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The Race for Space, and the Invasion of the Electric Scooters

Harvard business - Wed, 10/09/2019 - 07:11

Does Space represent a real economic opportunity or are expensive endeavors like SpaceX a form of billionaire hubris? Youngme, Felix and Mihir discuss the Race for Space, before debating the viability of the electric scooter market in cities around the world.

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Creating an AI-First Business with Andrew Ng

Harvard business - Wed, 10/09/2019 - 07:00

Andrew Ng, former leader of Google’s and Baidu’s AI divisions, joins Azeem Azhar to discuss how businesses should approach AI adoption, and how machine intelligence will change industries and our work.

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How a CEO’s Personality Affects Their Company’s Stock Price

Harvard business - Wed, 10/09/2019 - 07:00

It pays to be conscientious. Extroverted, not so much.

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3 Ways to Make the Most of Your Alumni Network

Harvard business - Wed, 10/09/2019 - 06:05

Stay in touch with peers from university — without seeming awkward.

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To Grow Your Team and Get More Done, Let Go of Perfect

Eblingroup - Wed, 10/09/2019 - 05:00

No doubt, you’ve heard the phrase that the perfect is the enemy of the good. That doesn’t just apply to other people; it applies to you and your team too. And, the thing is, a lot of the time what you expect as a leader is your version of perfect. There are some cases when perfection is truly an objective measurement but most of the time it’s subjective and good enough is good enough even if it doesn’t meet your version of perfect.

If everything has to be perfect, not much gets done and the growth of your team stagnates.

Here are three action step ideas you can take as a leader to hit the sweet spot between what has to be perfect and what can be “good enough.” By following these steps, you’ll get more done and grow your team.

First, ask yourself on a regular basis, “By getting personally involved in this, do I create a significantly better result?” I’ll bet you’ll find some pretty interesting answers to that question. And the answers are going to be, most of the time, not so much. The key word in that question is significantly. Is your direct involvement as a manager really going to make it that much better? It might be marginally better with your involvement but is that really the highest and best use of your time and attention? What about the impact on the development of your team?

Second, recognize that while you’ve likely become an expert in a lot of things, getting results through your team probably no longer requires you to be the expert. Now that you’re in your leadership role, start giving away the things that you’re an expert in to your team. That’s how they’re going to grow and develop. They may not do it exactly the same way you would do it, but at some point, earlier in your career, somebody took a bet on you and asked you to do some things that they used to do. You did them well enough that you’re here now. Place the same kind of bets on your team. Identify the things that you’re an expert in and start giving them away to your team. 

Third, step back and consider the risk to reward ratio as you decide what has to be perfect and what can be good enough.  As you do, recognize that there are different kinds of risk. To name a few, there’s financial risk, operational risk and reputational risk. You certainly want to mitigate those, but if you look at your team’s daily workstream many of the things they’re doing everyday don’t have a lot of direct impact on those risk factors. There are also other types of risk like the risk of lack of engagement, low morale and developing and retaining great talent. To mitigate those kinds of risk, you need to factor in the rewards of giving people space and support to learn from mistakes and develop into doing their best work. 

Accelerate the growth of your team and get more done by letting go of perfect.

If you liked what you read here, subscribe here to get my latest ideas on how to lead and live at your best.

Categories: Blogs

What Every Business Leader Needs to Know to Thrive in an Economic Downturn

Leadershipnow - Wed, 10/09/2019 - 03:40

A convergence of troubling signs forecast a looming economic downturn. Many believe it’s certain that a recession is pending.

Proactive business leaders aren’t worried. They see any economic change as a springboard for profitable growth and competitive advantage. Rather than spreading a message of caution, worry or gloom, they’re sending a more strategic message: “We will not decline when the economy falters. We will instead show the market what we’re made of.”

The strategic leader knows the importance of stepping out of the busyness of business despite the temptation to go faster in times of economic uncertainty. But speeding up only adds pressure and overwhelms the workforce. Stretching employees to the limit by having them put in longer hours, sell more, and get faster results only leads to burnout and neglects the longer view. By attending to the here-and-now and neglecting the longer view or bigger picture, organizational leaders and their teams may do well enough for a while. But they’re unlikely to thrive over time.

True success lies in knowing when to slow down and when to speed up. Building in a strategic pause, or deliberate break in the day -- or week or month -- allows leaders to stop doing and start thinking. It allows time for developing a high-impact plan of action with clear accountabilities, timelines, and pathways of communication. They can then come away with a renewed sense of confidence, purpose, and optimism.

To recession-proof their businesses, companies should be slowing down and allowing time to identify ways to be proactive, strategic, and future-focused.

Use strategic pauses to assess these six factors that can lead to accelerated growth and a recession-proof business:

1. Assess the competition. Make time to understand in which ways the competition has the advantage. What are your competitors’ gaps or weaknesses? How can you differentiate and elevate your organization to gain advantage and increase market share?

2. Assess your organization. Determine where you are today as a team and a company. What do you bring? What are your signature strengths and talents? Do you have the right people in the right roles, doing the right things to ensure success today and accelerate growth and innovation for a stellar future? And, importantly, are you adding value in ways that mean the most to you, the company, the customer, and your clients?

3. Assess the market. What will differentiate your organization as a future-focused, customer-centric, innovation-driving engine of growth? Where will you see profitable openings in the market? Ask yourself: Will less agile organizations struggle to keep up? How will we pick up customers in need of access to the products and services we offer? Which new products and services can we provide to fill the void?

4. Assess risk. Where might you lose market share in the face of an economic downturn? Which employees are likely to become worried about the future of the company or industry? What’s your plan for retaining and developing your top talent?

5. Look out over the horizon. While it’s essential to continue providing exceptional customer service, product reliability, and your tried-and-true client offerings, you must also be laser-focused on driving meaningful innovation that improves all your product lines and service offerings.

6. Assure your stakeholders. Make sure that your employees, customers, and investors see you and your company as confident, courageous, savvy, and ready to make the most of any economic shifts that come along.

Slowing down and pausing can feel implausible and impractical in the midst of an economic free-fall. But by taking the time to develop a more thoughtful path forward, you will be ensuring your success in any economic climate.

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Liz Bywater, Ph.D., works with senior executives and teams across an array of companies, such as Johnson & Johnson, Bristol-Myers Squibb, AmerisourceBergen, and Nike. She brings a rapidly actionable framework for success, which is captured in her book, Slow Down to Speed Up: Lead, Succeed and Thrive in a 24/7 World. She writes a monthly column for Life Science Leader and provides expert commentary for the Wall Street Journal, Fast Company, FierceCEO, and other top media outlets. Learn more at lizbywater.com.

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Categories: Blogs

To Prepare for Automation, Stay Curious and Don’t Stop Learning

Harvard business - Tue, 10/08/2019 - 09:00

Being proactive will keep your skills relevant.

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The CEO of Dick’s Sporting Goods on Becoming a Gun Control Advocate

Harvard business - Tue, 10/08/2019 - 08:54

Ed Stack, the chief executive of Dick’s Sporting Goods, decided after the Parkland school shooting to pull assault rifles and high-capacity magazines from all of his company’s stores. The controversial choice hurt revenues. But the retailer weathered the storm, thanks to inclusive and thoughtful decision-making, careful communication with all stakeholders, and a strategic shift to new product lines. Stack explains why he chose to take such a public stance on a hot-button social issue and how it has affected him personally and professionally. He is the author of “It’s How We Play the Game: Build a Business. Take a Stand. Make a Difference.”

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Leadership Signals Week: Steph Curry Says "Bye" to an Unlikable Peer...

Hr Capitalis - Tue, 10/08/2019 - 08:14
Capitalist Note: It's "Leadership Signals Week" here at the HR Capitalist, where I talk about things I've seen leaders communicate over the last couple of weeks that speak volumes about what they want their followers to think. Communication matters if... Kris Dunn
Categories: Blogs

Why You Should Write Down Your Company’s Unwritten Rules

Harvard business - Tue, 10/08/2019 - 08:00

What goes unsaid can have a profound influence on employees’ actions.

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