Monthly Archives: January 2018

Ryanair CEO Michael O’Leary Protests Brexit in London with Funny Costume

Ryanair CEO Michael O'Leary Protests Brexit in London with Funny Costume

On Jun 23, 2016, the UK voted to leave the EU. The economic and political consequences will be significant and long lasting, and not just for the UK and the EU. The repercussions will be felt everywhere. The key concern for EasyJet and Ryanair, among a number of airlines hypothetically affected, is what will happen if the UK fails to remain part of Europe’s single market in air services when Brexit negotiations accomplish.

Ryanair CEO Michael O'Leary Protests Brexit in London with Funny Costume

A challenge for Ryanair is that its biggest base is in the UK, at London Stansted. Its two busiest UK routes in June this year are Dublin–Stansted and Dublin–London Gatwick.

Ryanair CEO Michael O'Leary Protests Brexit in London with Funny Costume

CEO Michael O’Leary was upfront, opinionated and amusing as ever today at a Bloomberg News conference where he warned that Brexit could lead to contagion. The CEO of one of Europe’s largest airlines said that he would leave that to greater minds than his—referring to his treasury administrators. He warned that the budget airline would be forced to rationalize investment if Britain votes to leave the EU.

Ryanair CEO Michael O'Leary Protests Brexit in London with Funny Costume

Appearing on a platform with British chancellor George Osborne at Stansted Airport, Mr O’Leary spoke that inward investment will be lost to participant EU member states such as Ireland and Germany if Britain votes for Brexit. O’Leary said,

It is this type of large-scale foreign inward investment that is helping to drive the UK economy and job creation. It is exactly this type of investment that will be lost to other competitor EU members if the UK votes to leave the European Union. The single market has enabled Ryanair to lead the low-fare air travel revolution in Europe, as we bring millions of British citizens to Europe each year, and welcome millions of European visitors to Britain, and we are calling on everyone to turn out in large numbers and vote remain.

Ryanair CEO Michael O'Leary Protests Brexit in London with Funny Costume

Brexit may result in Ryanair’s formation of UK subsidiary. Ryanair has reported it may create a new subsidiary to operate UK domestic flights if a “hard Brexit” happens, the company said. Under the worst outcome, the UK would be forced to leave the European open-skies system as it exits the EU, which would thwart Ryanair as a European carrier from remaining to operate routes from London to Belfast, Edinburgh and Glasgow.

Ryanair CEO Michael O'Leary Protests Brexit in London with Funny Costume

It would then need to establish a separate UK company, of which Ryanair would be able to own a maximum of 49.9 percent. If the UK continues part of the open-skies area, the company said it forecasts no change in the ownership structures of Ryanair or UK carriers. Ryanair said airlines have been invited to a round table discussion organized by the government department charged with navigating the UK’s exit from the EU to discuss the impact this will have on their sector.

Ryanair CEO Michael O'Leary Protests Brexit in London with Funny Costume

Ryanair has stepped up warnings that flights between the UK and Europe are jeopardized by Brexit, with the airline’s chief executive Michael O’Leary claiming that the prospect of upsetting aviation was one of the quickest and best ways for the EU27 to “stick it to the British”.

If Britain votes to leave it will be damaging for the UK economy and the European economy for the next two or three years … there’ll be huge uncertainty while Britain tries to negotiate an exit out of a single market and tries to replace that with a whole series of trade deals which they won’t get done … yet staying in is the way forward the British economy is performing fundamentally well at the moment … unemployment is low … the economy’s doing well … it’s one of the most competitive economies in Europe … this is the time to stay in and continue to benefit from European membership not leave now.

We speak as Britain’s largest airline we carry 40 million passengers to and from the UK this year we’re also a large foreign in word investor here in the UK I fly from 2060 British airports I employ more than three thousand pilots, cabin crew, and engineers and I want to keep investing in Britain I want to keep growing the business here in Britain but I can only do that if Britain remains a member of the European Union.

Were they not want to leave not just European Union but also the single market we may not be able to free to fly anymore between the UK and Europe as an Irish airline … now of course the UK is part of the European Union … it’s not part of the euro and the single currency … Ireland of course is there’s lots of criticisms about the future of the euro if it can survive in its current form overall has Ireland benefited from being a part of the single currency can the single currency survive as it is I think overall iron has benefits usually by being a member the single currency I think the single currency will survive because the strongest economy in Europe … Germany is behind the euro and I think they’ll do whatever needs to be done to make sure it does survive but there does need to be more harmonization between the outer relying countries the Greeks, the Italians, the Spanish, and the Irish who have suffered real economic problems in recent years as a result of very low interest rates and … you know property bubbles … but that’s why I a single market needs reform we’ve been very critical of Brussels and over-regulation and I think why this election will bring about more reform in Brussels as long as Britain votes to stay in.

Ryanair CEO Michael O'Leary Protests Brexit in London with Funny Costume

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Posted in Airlines and Airliners Global Business

Your Life is Not Your Own

The Heart and Benevolence That is God

Your Life Is Not Your Own “It is my life. I can do with it as I please.” How often have you heard that defiant declaration of independence? Yet, it is based on no more than a half-truth. Nevertheless, if this were the case the ill results of neediness from sleep would tend to accumulate and hence become more evident after such deprivation had consumed for a number of years.

It is true that every man has a duty, not to speak of a right, to live by his own lights. No man was meant to be a duplicate of another, or echo someone else’s voice. The Creator made each of us a distinctive person, with a mind of his own. Presumably, He wanted us to live by it, to justify making us what we are. Yet, our life is not entirely our own, and we do not have an unqualified right to do what we please. Our parents, our friends, our society too, have all made investments in us, and what we do makes a difference to them! We are obliged to consider whether we are conserving or dissipating their investments.

The greatest investor in our lives is God, Who conferred existence upon us, and who endowed us with potentialities waiting to be awakened by us to active life. The Creator’s work is never without a purpose, so there is then a goal, a commitment to which our lives are charged. A man may refuse to pay his bills, but a record exists. A charge is entered against every name and we are all in duty bound to redeem our outstanding obligations.

It strengthens your purpose to stick with your resolve not to do harm again. As if, happiness is somewhat reciprocally, symmetrical to desire. It has been suggested that only such tests should be used which all-normal persons without exclusion can fulfill (Zhen). American Psychologist Lorne Ladner writes in his The Lost Art of Compassion,

We all naturally want to be happy. However, …. when we approach life in a self-centred way, focusing primarily on our own protection, security, possessions and well-being, happiness always eludes us. Seeking happiness in this way unintentionally but inevitably leads to insecurity loneliness, neediness and misery. By contrast, when our approach to life is base on love, empathy and compassion for others, happiness flows to us in an ever-increasing stream. ….

Many people agree that compassion, like … charity, is a good thing. However, people are so in the habit of seeking happiness outside themselves that it’s extremely rare for anyone to even consider taking this idea literally—which is how it’s intended—and experiment with cultivating compassion as the main path to happiness in their lives.

Inspiration Comes Only from Reverence Toward the Achievements of God

Reverence Toward the Achievements of God Would not this involve immense strength to effect? Similar is the force that the muscles of the arm wield in raising the whole length of the arm, and the weight of the hand beside. To fortify their case, they also sought through all uncommitted project documents and data files, many of which recognize from the days when computers relied on punch cards for data entry and stored data on nine-track tape.

If everyone else around us is consuming material things and giving in to craving, it is more hard to maintain our mindful awareness. In less than a century, it had entirely lost those traces left by the shoes of George Washington. Trying to cut a three-iron around a tree, he alternatively deinked its trunk, the ball rolling back at him, scoffing.

Manifestly, imagining the pleasure they would feel from humoring in an unavailable enticement distracted the children even more than cognitively restructuring the way they thought about the enticement before them.

The ability of newborns to imbibe everything around them straightaway dictates the intention of a particular environment for them in the hospitals. My intuition is that self-knowledge and experience play a theatrical role in reconciling happiness vs. meaning, short-term versus long-term.

“My life is not my own.” It is a trust for which I am responsible. I have no right to do with it as I please, but I am under an obligation to discharge the terms of the trust.

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Posted in Philosophy and Wisdom

Traditional Recipe: Baingan Aloo (Potato-Eggplant Indian Curry)

Baingan Aloo - Recipe for Potato-Eggplant Indian Curry

The simple and yet so scrumptious Aloo baingan sabji is a delicately spiced up Indian vegetarian recipe with diced aloo or potatoes stir fried with chopped baigan or brinjals. Aloo Baingan is an easy to make dish from North India. Eggplant and potato make for a fantastic combo and when roasted together in a shallow pan. Serve with bread or rice.

Ingredients

  1. 3/4 cup (170 ml) new potatoes, cut in half (1 small potato)
  2. 2 tsp (30 ml) vegetable oil
  3. 1 tsp / 5 ml black mustard seeds
  4. 1/2 tsp (2.5 ml) cumin seeds
  5. 1 clove garlic, crushed
  6. 2 tsp (30 ml) Patak’s Madras Curry Paste
  7. 1.25 cups (300 ml) tomatoes, chopped (about 2 tomatoes)
  8. 1 cup (230 ml) eggplants, diced (about 1/4 eggplant)
  9. Salt, to taste
  10. 1 teaspoon (5 ml) sugar
  11. 1 tsp (1 15 ml) cilantro, chopped
  12. 1 tsp (5 ml) shredded coconut to garnish

Method

  1. Patak's Madras Curry Paste In a pan of boiling water, cook the new potatoes for 15 minutes, until they are almost cooked trough yet give some resistance when pierced with a fork. Drain and set aside.
  2. Heat the oil in a pan and add the mustard seeds and the cumin seeds. When they begin to crackle, add the garlic and Patak’s Madras Curry Paste. Cook for 2 minutes.
  3. Add the chopped tomatoes and bring to the boil.
  4. Add the aubergines (eggplants) and potatoes and cook, covered at a simmer for 5-10 minutes. Add salt to taste and stire in the sugar.
  5. Serve garnished with cilantro and shredded coconut.

Notes

  • Aubergines (eggplants) begin to discolor once cut so put them in a bowl of cold water with a squeeze of lemon juice
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Posted in Hobbies and Pursuits

Companies Must Think Ahead: What Was Hip Then is Not What Customers Want Today

Companies Must Think Ahead: What Was Hip Then is Not What Customers Want Today

As we look back at the last two decades of e-commerce, we have seen major shifts in the way companies are doing business online. Companies that succeed are constantly reshaping and re-evaluating their e-business plans. Companies such as Dell, E-Bay, and Amazon.com, among many others, stay ahead of the curve in e-commerce by being committed to never-ending improvement.

Companies that become leaders in e-commerce offer better services, redefine their position in the marketplace, research customer buying trends, partner with companies, and take advantage of technological changes.

  • 'Playing to Win' by A.G. Lafley and Roger Martin (ISBN 142218739X) Dell was one of the first companies to reap the benefits of e-commerce. Dell continually improves their Web site to include more personalization and one-to-one relationships with customers. They increase online customer service and expand their business to provide benefit services. More than 40 percent of the company’s revenue comes from online sales. Last year they generated $15 million per day of revenue online; this year they expect to generate half their revenue online. Dell attributes their success to customer service and providing a personalized experience for their shoppers. This year they invested $26 million into Site-Smith, a fast-growing application service provider. Dell entered into the ASP market as part of its efforts to expand into new markets and increase revenue stream beyond selling computers online. Their goal is to increase infrastructure services using the ASP business model. Another initiative, Dell Ventures, will focus on making strategic investments in early-stage private companies. Dell is also offering clients value-added services such as Web design and e-commerce storefronts.
  • EBay, with a simple concept (web-based auctions) and a market capitalization of $16 billion, has harnessed the resources of the Internet to capture over two million registered users—and have never stopped looking ahead. EBay is constantly looking for ways to increase their markets by providing international sites and moving into new markets. This year, eBay collaborated with zipReality.com to provide a new category of products and services called eBay Real Estate. Although eBay is a brand name for auctioning online, they keep moving forward and thinking of next steps to stay ahead of the market.
  • Amazon.com is another online company that is constantly improving their business practices and strategies. Branded on the Internet as a major bookseller, Amazon.com is selling other products such as lawn, patio, and kitchen products. One of their key innovations is the 1-Click ordering. Once customers have registered or made a purchase online, they can select the 1-Click ordering. This will automatically select all of the previously entered billing and shipping information. Amazon.com realized that their market was based on convenience and impulse buying. So, they used technology to allow their customers to bypass all of the billing and shipping forms and focus more on the 1-Click feature.
  • 'Strategy That Works' by Paul Leinwand and Cesare Mainardi (ISBN 162527520X) JCPenney.com has generated over $100 million in sales online. In just the last three years, JCPenney has transformed from including only a few catalogue items online to becoming one of the most visited sites on the Internet. To move ahead, they formed a separate subsidiary called JCP Internet Commerce Solutions, which focuses on their e-commerce presence and catalog. The key to their success was thinking how they could provide the best customer service, fulfillment, and personalization online.
  • Bid.com created an auction-based site focused on business-to-consumer auctions. They wanted to provide a site similar to eBay. The results: they lost substantially. To counter their poor performance, Bid.com revamped their business model toward the business-to-business market. Knowing they had a great auction technology, the company moved to selling its online auction technology and services to other businesses. The business revenue model is now based on implementation fees, monthly hosting fees, and transaction fees from the businesses. Bid.com is now seeing some successes with this new model.

'Your Strategy Needs a Strategy' by Martin Reeves (ISBN 1625275862) We see that “brick and mortar” companies often create a new department or company purely related to e-commerce because customer service, personalization, sales, marketing, and other areas need to be addressed differently. By creating a new division or spin-off company, the right resources and experience can be brought into the company. It is possible to re-train internal people, however, it takes time to shift a large company to think in e-commerce terms.

Since the e-commerce market is still fairly new, companies will need to test what works. You may work for a company that sells ABC products; however, over time you see that the company’s strengths lie in distribution and customer service instead of product sales. So, capitalize on your strengths by providing distribution and customer service for other e-companies.

With the e-commerce field changing, re-evaluate your strategy. Plan your e-commerce strategy.

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Posted in Management and Leadership

Best Practices for Managing Remote Employees

Virtual Team Management

Virtual Team Management As managers seek ways to cut costs, increase revenue and spark innovation, and employees strive for a better work-life balance, a mutually beneficial solution—telecommuting—is on the rise. In the U.S. alone, there are 28 million telecommuters, expected to double to 50 million by 2005.

To benefit, remote workers need the right tools to connect with colleagues, applications, and information. When telecommuters feel isolated, they become disconnected from current priorities and miss opportunities to contribute to their highest potential.

Afore undergoing its last earthly transformation, the external covering of the virtual team management, from the moment of its conception as an virtual team, passes in turn, once more, through the phases of the several companies.

The solution that addresses the challenge is a virtual e-workplace that provides employees with access to information and a broad set of Internet-based collaborative technologies, such as e-meetings, e-learning, and instant messaging designed to make them more nimble.

Ways to Successfully Manage Virtual Teams

Ways to Successfully Manage Virtual Teams An e-workplace provides users with a single point of access for the right technology tools to immediately access information, collaborate with colleagues, and participate in online training courses to improve skills. Virtual employees can streamline work by accessing information customized for their roles. For example, a salesperson might need access to information on products, customers, and competitors and connect with people who can address customer issues, provide expertise, or share best practices.

Another example is eHR. Integrating eHR capabilities into your e-workplace enables remote workers to attend to personal needs, such as understanding their health care benefit options, without having to speak with an HR professional. An e-workplace bolsters efficiencies and provides more flexibility. When they have left the countries to which their doctrines were unacceptable, and established themselves in a remote corner of the earth, this is neither possible nor desirable.

Building and Managing Virtual Teams that Work

Building and Managing Virtual Teams that Work Many organizations have an intranet in place. Large businesses can have as many as 300 to 10,000 intranet pages, each with their own look and feel and navigational construct. In this case, employees lose productivity searching for information. By consolidating these pages into one e-workplace and integrating team-based technology solutions, productivity and the quality of communication can skyrocket.

With team-based technologies, users, and remote workers can instantly form virtual teams and collaborate on the fly right from the intranet to respond to market changes. For example, if your intranet includes a corporate directory with connections into team-based technologies, users can rapidly find colleagues with a certain expertise and see where they fit. Aware of this context, the user can initiate contact through appropriate channels. These are not questions of liberty, and are connected with that subject only by remote tendencies; but they are questions of development.

For example, the user can see if the expert is online, click on the expert’s name, and instantly contact him or her via an instant message or in an e-meeting. The user could also create a virtual team room and invite the expert to comment on documents created and posted within the team room. Without an integrated e-workplace program, employees must navigate on their own to find expertise.

By giving people access to the information and experts they need at their fingertips, an e-workplace enables remote workers to be more productive, maintain their competitive edge, and respond quickly and accurately to demands from customers and partners.

IBM, for example, has achieved big benefits from its e-workplace program. The intranet has helped us to cut costs, saving an average of $10,000 per employee who goes “mobile,” meaning they give up their dedicated office space. In addition, employees conduct more than 8,000 e-meetings per month, saving us about $50 million per year in reclaimed travel and productivity costs.

Must-Know Strategies for Managing Virtual Teams

Must-Know Strategies for Managing Virtual Teams e-Workplaces increase collaboration among virtual teams. IBM’s e-workplace allows me to bring in the right expertise, regardless of their location.

As a manager of a remote team, you need to measure people based on their accomplishments and deliverables. Support their activities by ensuring that they have what they need to succeed.

Here are four guidelines:

  • Establish a purpose. Ensure that each virtual team member has a defined purpose and objectives against which they will be measured. When remote workers have goals and incentives for reaching those goals, they are more motivated and productive. Create a training schedule for your e-learning program, so that people are learning new skills.
  • Measure the output, not the process. Virtual teams are more structured than teams located in the same office. Since face-to-face meetings are not practical, you must adopt other ways to communicate and seek approvals. Managers of virtual teams should create a culture of trust, be available through instant messaging for quick questions, hold conference calls to identify when a project is off track, and make use of instant messaging, e-meetings, and team workspaces. Focus on output, not hours.
  • Balance between virtual and face-to-face meetings. While e-meetings are great for keeping up with progress, they are not so great for team building. Face-to-face meetings, for example, are important for brainstorming sessions, building trust, and getting to know each other. Schedule face-to-face gatherings quarterly to foster team building, rapport, and communication among team members.
  • Use presence awareness to show your virtual office door is open. Presence awareness technology embedded in an e-workplace will let your reports know when you are available to discuss progress, answer a quick question, or to chat about their concerns. It can also alert your staff if you are online via a mobile phone, so they know to keep messages short or call on the phone.

Managing the Virtual Team

Managing the Virtual Team Virtual teaming and telecommuting are necessary responses to our global economy. People are able to grasp the strength of the emotion out of which alone such work, remote as it is from the immediate realities of life, can issue. With an e-workplace, people can interact with more colleagues, break down barriers, respond more rapidly to customers, make decisions faster, and be more productive.

By placing the desired behavior along the path of least resistance, we turn it into the behavior we’re most likely to repeat. And the more we repeat it, the more likely it is to become a habit, and the less and less we need it to lie along the path of least resistance.

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Posted in Education and Career Management and Leadership

Achieve Positive Outcomes Through Engaging Decisions

Decision making is the navigation system of choice for determined people and organizations. The word ‘ambitious’ is chosen intentionally.

Leaders often must wait to see the results of their decisions. Should they judge all decisions by outcomes? No.

Leaders need not wait for the results to measure their decision-making effectiveness. Instead, they ought to examine the process that they employ to make critical choices. By appraising the decision process in real time, as they make choices, they raise the odds of making sound choices.

Achieve Positive Outcomes Through Engaging Decisions Think about a decision that you and your team are trying to make. Do you considered multiple alternatives? Do you surface and test your assumptions carefully? Do rebellious views appear during your deliberations, and do you give those ideas proper consideration? Are you fostering high commitment and shared understanding among those who will implement the decision? A quality decision-making process tends to enhance the probability of achieving positive outcomes.

Good process does not simply mean sound analytics (the best use of the latest strategy framework or quantitative financial evaluation technique). Good process entails the astute management of the social, political, and emotional aspects of decision-making as well. An effective leader does not just produce positive results by pondering in on the content of critical choices in a wise and thoughtful manner; he also shapes and influences how those decisions are made.

A decision made before a problem has been solved (an ‘early decision’) is likely to fail. Leaders can augment the quality of their decisions in two ways:

  • Constructive Conflict. Leaders must cultivate constructive conflict to enhance critical and divergent thinking, while building consensus so as to facilitate the opportune implementation of their choices. Managing the tension between conflict and consensus is a challenge. Consensus is not unanimity, like-mindedness, or pervasive agreement. Instead, it’s a high commitment and shared understanding among the people involved in the decision. Leaders can build buy-in and collective comprehension without appeasing everyone on their teams or making decisions by majority vote.
  • Decide How to Decide. Assess who should be involved in the deliberations, what interpersonal climate you want to foster, how individuals should communicate with one another, and the extent and type of control that the leader will exert. Leaders have several levers that they can employ to design more effective decision-making processes and to shape how they unfold over time. Leaders should be directive when it comes to influencing the way in which decisions are made in their groups without trying to dominate or micromanage the discussion and evaluation. Deciding how to decide enhances the probability of managing conflict and consensus effectively.

Leaders must strive for a balance of assertiveness and restraint. The question is not whether they should be vigorous and directive as they make strategic choices, but how they ought to wield their influence.

To make the most of the expertise and ideas that other members possess, leaders need to refrain from pronouncing their solution to a problem, before giving others a chance to offer their perspectives. They must acknowledge that they do not have all the answers, and that their initial insight may be incorrect. Their behavior, principally at the outset of a decision process, can encourage others to act deferentially. Even the best choices mean little if interdependent units won’t cooperate to execute the decision.

By exercising restraint, leaders recognize that their knowledge in a particular domain is often imprecise and incomplete. Undemonstrative leaders constantly search and explore for new knowledge, rather than seek the data and opinions that confirm their opinions.

Reflect on past choices and scrutinize how you make decisions. Experiment to enhance your odds of making sound choices, and solicit others who will devotedly execute your plans.

Decision planning can be significantly enhanced by using a team, and in companies and organizations there is no choice.

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Posted in Management and Leadership

Zen Koan #16: Parable of Not Far from Buddhahood – Buddhist Teaching on Reality

Zen Koan #16: Parable of Not Far from Buddhahood - Buddhist Teaching on Reality The realization of a Zen koan includes a somatic (non-verbal) constituent with variable levels of cognition, and occasionally the understanding includes some emotional aspects. Although the realization includes one or more of these three constituents, no single one of the three is essential to the experience of insight. That’s the kind of role model who embodies the warrior commitment.

Making time for friendship to develop—persevering with the challenges that relationship inevitably brings—respects the value that community plays on our path. These two lines are speaking of the limitlessness of space. But if we fail to optically discern that a merely conventional, superficial purification is very much homogeneous to groping in the dark without the erudition of the import of ease, our spiritual horizon will draw itself within narrow limits like a snail retiring within the shell, and we may lose our pristine, intrinsic, spontaneous liberation and tranquility, which belong to the mind by its own constitution. As opposed to the pure fruition, approach where it is said that primordially here is nothing to purify. We may put ourselves under a nonessential yoke, moving only within a prescribed circle.

There is a paradox here: a universal orientation and an appropriation of the essence of our particular Zen traditions. As perception is free from conception, it is unconfused.

Zen Koan: “Not Far from Buddhahood” Parable

A university student while visiting Gasan asked him: “Have you ever read the Christian Bible?”

“No, read it to me,” said Gasan.

The student opened the Bible and read from St. Matthew: “And why take ye thought for rainment? Consider the lilies of the field, how they grow. They toil not, neither do they spin, and yet I say unto you that even Solomon in all his glory was not arrayed like one of these… Take therefore no thought for the morrow, for the morrow shall take thought for the things of itself.”

Gasan said: “Whoever uttered those words I consider an enlightened man.”

The student continued reading: “Ask and it shall be given you, seek and ye shall find, knock and it shall be opened unto you. For everyone that asketh receiveth, and he that seeketh findeth, and to him that knocketh, it shall be opened.”

Gasan remarked: “That is excellent. Whoever said that is not far from Buddhahood.”

Buddhist Insight on Reality, Practice, and Path

In Zen Buddhism, if one is to do well, it must be done in the minute particulars. It’s true about jobs too; there is not the perfect job. That is how one should think about reality. The flower engagement has no form in practice and path. This set of strategies, if it’s too strong, you can rather cool it out a little by raising energy when you feel yourself being too sleepy or dull, or by working with mercy when the anger is too strong to just witness. The American Buddhist author Claude Whitmyer writes in Mindfulness and Meaningful Work,

All of us are apprenticed to the same teacher that the religious institutions originally worked with: reality. Reality-insight says get a sense of immediate politics and history, get control of your own time; master the twenty four hours. Do it well, without self-pity. It is as hard to get the children herded into the car pool and down the road to the bus as it is to chant sutras in the Buddha-hall on a cold morning. One move is not better than the other, each can be quite boring, and they both have the virtuous quality of repetition. Repetition and ritual and their good results come in many forms. Changing the filter, wiping noses, going to meetings, picking up around the house, washing dishes, checking the dipstick – don’t let yourself think these are distracting you from your more serious pursuits. Such a round of chores is not a set of difficulties we hope to escape from so that we may do our ‘practice’ which will put us on a ‘path’ – it is our path.

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Posted in Faith and Religion

The Intrapreneur’s Ten Commandments

'The Entrepreneurial Mindset' by Rita Gunther McGrath (ISBN 0875848346) Gifford Pinchot III, the creator of the word intrapreneur created 10 commandments:

  1. Come to work each day willing to be fired.
  2. Circumvent any orders aimed at stopping your dream.
  3. Do any job needed to make your project work, regardless of your job description.
  4. Find people to help you.
  5. Follow you intuition about the people you choose, and work only with the best.
  6. Work underground as long as you can – publicity triggers the corporate immune system.
  7. Never bet on a race unless you are running in it.
  8. Remember, it is easier to ask for forgiveness than permission.
  9. Be true to your goals, but be realistic about the ways to achieve them.
  10. Honor your sponsors.

Later Gifford Pinchot III added six more commandments,

  1. Ask for advice before asking for resources.
  2. Express gratitude.
  3. Build your team; intrapreneuring is not a solo activity.
  4. Share credit widely.
  5. Keep the best interests of the company and its customers in mind, especially when you have to bend the rules or circumvent the bureaucracy.
  6. Don’t ask to be fired; even as you bend the rules and act without permission, use all the political skill you and your sponsors can muster to move the project forward without making waves.

Gifford Pinchot - Intrapreneur's Ten Commandments Gifford Pinchot III is also the grandson of the first Chief of the United States Forest Service and the 28th Governor of Pennsylvania, Gifford Pinchot. The younger Pinchot has been distinguished for carrying on his grandfather’s work in environmentalism. In fact, Gifford Pinchot was an innovator of U.S. forestry and conservation and public official. With Theodore Roosevelt, Pinchot helped to found the Bull Moose Party in 1912. From 1923 to 1927 and from 1931 to 1935 he was governor of Pennsylvania. In his first term, he forced a restructuring of the state government and the establishment of a budget system. He settled a coal strike by mediation in 1923. Pinchot’s autobiography, Breaking New Ground, was published after his death in 1947.

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Posted in Education and Career Management and Leadership

Leadership Development Program Metrics: Use Measures That Work for You

We are inundated with many different approaches for measuring learning and development. Many smart people are measuring numerous aspects associated with learning, and it works for their companies. But is it right for you?

Leadership Development Program Metrics Suppose you attend a conference and get excited about one method, then another. They all sound great. You can’t contain your passion so fly back to the office to share all of the cool measures. But the organization does not show the same enthusiasm for the new measures and you’re fired.

Let’s replay this scenario to get a better ending. Imagine that you have some key questions to help you determine which measures would most impact your company? What might those questions be? Try these:

  • What measures are used to make decisions in your operation and culture?
  • Why does your Corporate University measure? Is it to improve the learner’s experience? Or workforce capability? Is it to improve the University’s products? Is it to improve the logistics of electronic or classroom delivery? Is it to determine the strategic direction of the University? Is it to evaluate the performance of your partners, suppliers, vendors? Is it to develop the talent in your University? Is it to guide the financial aspect of your University? Measure ROI? Is to monitor resource loading, etc., for planning purposes? Is it to justify the University’s value? Is it to provide audit evidence for ISO, TL, QS, SEI, or Baldrige? Is it to comply with what someone told you to?
  • What is needed in the areas you wish to measure? What problems are you trying to solve? Most likely you can’t measure everything. Use whatever quantitative or qualitative data you have to pick a focus.
  • What unit of measure and what source of the data will be meaningful or convincing to your audience? Don’t guess. Find out.
  • How might the audience interpret the data that results from the measure? What results might be seen as “good” vs “bad”?
  • How might the audience use the data? How do you want it to be used? How might you influence its use?
  • What data already exists in the company that might be leveraged? Who is using that data today? For what purpose are people using that data today?
  • Measuring Leadership Development Program Effectiveness How might the audience wish to see the data presented? When? Where?
  • What company initiatives with strong management support might you join in on to provide a relevant learning measure?
  • If the measure will require funding (new system, IT upgrade) is there a senior sponsor who can provide such funding?
  • What is the appetite of your audience for measures? You may need to throttle back or forward depending on this.

Every time someone speaks about a measure that works for their University that is consistent with what is important in their culture and with their day-to-day decision-making operations, we tend to focus our questions on the mechanics of the measure. You might ask those speaking about measurements, “Why did you select that measure?” You might follow-up with some of the above questions or new ones. Using a question-bank will stimulate you to think of more and better questions!

Understanding the thought process behind the measures selection and implementation will help you to understand whether the measure is right measure for your University and company. With so many measures and so little time, you need to know: what are the key few measures that will provide the most impact?

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When Leadership Styles Clash: Marissa Mayer at Google

'Marissa Mayer and the Fight to Save Yahoo' by Nicholas Carlson (ISBN 1455556610) Differences in leadership style can cause friction in a relationship. Two noteworthy anecdotes from Marissa Mayer and the Fight to Save Yahoo by Nicholas Carlson:

One peer Mayer’s style irked in particular was Salar Kamangar. Kamangar joined Google as its ninth employee. He drafted its original business plan and handled financing and legal early on. Younger than Mayer, he rose along with her at Google, though not as conspicuously. Mayer and Kamangar clashed often. The specific habit of Mayer’s that drove Kamangar nuts was her ability to speak incredibly fast, not allowing him to reenter the debate. The rivalry between Mayer and Kamangar was so intense that when Kamangar was made a vice president before her, she threatened to quit the company. She got her promotion months later. That kind of naked ambition was also hard for some people to take. Many early Google employees believed Mayer was too quick to take credit for successful products that were either first imagined by or built on the back end by others.

And:

Starting in 2001, Mayer and a deeply respected Google search scientist named Krishna Bharat teamed up to build Google News. Bharat was one of the engineers who had followed Jeff Dean from DEC to Google. Bharat was renowned for his work in information processing and information retrieval-the real, gritty technical stuff that makes a search engine work. Bharat had an interest in news-and in doing semantic analysis of documents. Those interests led him to develop the underpinnings of the technology that would eventually become central to Google News. With Mayer, he worked to turn that technology into a product for normal users. To the equation, she brought a sense of how users would actually interact with Google News. It was a healthy relationship for a long time. Then Google News began to get very popular. It was one of Google’s first noncore search products to achieve escape velocity. Rightly, both Bharat and Mayer felt pride of parenthood. The difference was that Bharat, like many engineers, was the quiet, cerebral type. Mayer was more of a self-promoter with outward-facing responsibilities. In the press, at conferences, even in lectures at Stanford, she would casually discuss Google News as a product she had led to launch. Over time, it began to sound to Bharat that Mayer was claiming the idea as her own and taking all the public credit for the success of Google News. Their relationship soured.

It’s difficult to change the leadership style and yet it’s easier to change the style than the system.

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