Group items tagged

article by Walter Chen, Inc. Excerpt: "The most important character trait of a leader isn't where she went to school or her IQ. It's one that you're more likely to associate with a boring person than a Silicon Valley star: predictability. The more predictable you are, day in and day out, the better." The article It isn't as much about predictability as it is leaders establishing clear direction and getting out of the way of employees to work autonomously in making the goals/vision come true. All backed up by big data that has changed Google's hiring practices.

Kate Murphy talks about how we are now a culture of always doing something, and we avoid any reflective time because we are so unpracticed at it that we dwell on the negative when we do have quiet time without distraction. People will go far to avoid introspection - in experiments they give themselves electric shocks rather than sit quietly alone without anything to do. Research, especially the new neural research, all show that allowing your mind to drift is healthy and productive. Google, for example, has courses for employees in mindfulness, meditation, and "Search Inside Yourself". The research also shows that not giving yourself time to reflect impairs your ability to empathize with others. "Feeling what you feel is an ability that atrophies if you don't use it."

Another example of why reflection is important to well being, creativity, satisfaction with life, and connections to others

Interview with Kat Cole on leadership and becoming a leader, July 19, 2014. Like her emphasis on coachability and feedback and unrelenting curiosity to learn. Supports learning, leading, connecting online. Also like her other leadership insights and how she hires new people. Excerpt "What advice do you give your employees who are ambitious and want to move up? First, I talk about being incredibly coachable, because we all give each other feedback. If you want to move up, you've got to get as many inputs as possible to continue to develop. Second, take your development into your own hands and be curious about the entire company. If there's something you want to learn, go learn it. The structure here is like a start-up. "

Harold Jarche's lament, January 12, 2015. "Salaried workers and consultants use what I give away in order to earn their livelihood. For the most part, I am fine with this, as it raises my profile and the level of engagement. But it seems we are entering a time when people expect to get whatever information they need for free and feel no obligation to support the people who create it. I am beginning to question my current business model. Last week I was twice asked to work for free. In each case the person asking me to work for 'exposure' was a salaried employee. My bank has yet to accept exposure as a form of payment." Jarche goes onto say that he is changing his business model because this isn't working.

great blog post by Scandinavian Posted by ingvihrannar | February 26, 2014 on obsolete practices including 13. One-Professional development-workshop-fits-all A school that just sends the entire staff to a workshop once a month where everyone get the same are obsolete. Professional development is usually top down instead of the ground up where everyone get what they want and need. This is because giving everyone (including students) what they need and want takes time & money. With things like Twitter, Pinterest, articles online, books, videos, co-operation & conversations employees can personalize their professional development. (Read about my article on Personalized Professional Development here)

Very key point that Beth Kanter makes in her blog post on LinkedIn "But in today's world, those boundaries are pretty blurred. As employees of nonprofits increasingly interact with their professional contacts in online social networks that favor individual participation, such as Facebook or Twitter, they are likely to experience a collision of their professional and personal identities"

excellent assessment in The Saturday Essay on helping well-intentioned male managers support and guide their women employees who are potential leaders more effectively, December 2014. Came up in LeanIn materials submitted by members.

article by Gail Sessoms, Demand Media good definition of where silos may exist--one department, similar worker types, geographic,

article written by Jason Forsythe for participating advertisers in the NYT, 2004. Yet it explains what Eli Lilly, CIA, and Ford do to use affinity groups (also called networking groups) to bring together employees based on country of origin, religion, physical disabilities, military service, age, sexual orientation and other parameters to organize their own learning events, attract business candidates, and marketing services/products to like communities.

article by Bryant Nielson on how to develop new skills--online courses, study LinkedIn for certifications held by people in youer field. 

Jay Cross on the rise of informal learning and how many HR and learning and development departments talk the talk but then abandon their employees.

very interesting speculation about Uber's eventual move toward self-driven/robotic cars and what this means for automation of work elsewhere.

great HBR article by Gino and Staat on what organizational leaders need to do to learn and help their employees learn with reflection after doing among other actions. November 2015

Link from Beth Kanter's blog to infographic about the modern learner and how overwhelmed they are. From Bersin/Deloitte site. Says that only 1% of a typical workweek is all that employees have to focus on PD, and 80% of them are developing and accessing personal and professional networks to obtain info about their jobs.

article by Caitlin Fitzsimmons in the Sydney Morning Herald, August 22, 2017,on hot-desking, having to find a new work space every day

Envision is a company specializing in contract workers, right to hire contracts, or direct hire contracts

Brad Zomick of skilledup for learners did a series on proving your skills to employers which included digital badges and certificates, credentials, and traditional degrees.

Organizations Directory 7 Billion Actions is a call to action for corporations and NGOs. All around the globe, organizations have answered this call by mobilizing their employees and partners to get involved. Organizations of all kinds, in every part of the world, are creating innovative programs that address issues associated with a world of 7 billion.

I like the array of logos they used to announce the organizations . . . wonder how they decided who went where . . . on the first screen, I immediately saw two orgs I have been affiliated with, and wondered if there might be more but didn't see any I had personal experience with. Were they linked to their sites? I didn't check. Also, for courses, I wonder if we need tags and more of a profile other than a logo and name for folks to find what they need fast.

Summarizes Oxford Economics study on Workforce 2000, 2014.

Article by Lydia Dishman, April 2015 on how attitudes are changing about work "How Job Candidates Are Judged Only a small percentage (11.9%) of global workers say they wouldn't hire someone without a LinkedIn profile. Professional profiles are, not surprisingly, ranked for these top factors: work experience (56.4%) education history (28.6%) volunteer experience (16.6%)"