Powerful PDF Summary – Patty McCord

Powerful PDF Patty McCordBuilding a Culture of Freedom and Responsibility

At Netflix, Patty revolutionized the concept of efficiency by challenging the conventional methods of doing business.

She should undoubtedly be accorded the status of policy-changer, due to her efforts.

In this summary, we try to share the most critical findings.

Stay with us!

Who Should Read “Powerful”? And Why?

It’s hard to determine, who is fit to read this book and leverage its takeaways. In our humble opinion, anyone working or participating in some organization should consider diving into its mysteries.

These days, it’s impossible to find someone who’s not incorporated into some system. Therefore, we wholeheartedly urge you to scratch the surface of “Powerful” regardless of your position.

Patty McCordAbout Patty McCord

Patty McCord draws on her personal and professional experience to cast doubt on the Silicon Valley concepts of fresh ideas. She yearns for a full-scale modification, in terms of how we behave and think within the business environment.

By putting the best practices on a silver platter, she makes it easier for the reformers to utilize the knowledge and apply the methods. Patty spent more than a decade at Netflix, while continually being on the lookout for better ways of conducting the operations.

She is a frequent keynote speaker and an advocate for challenging the outdated policies. So far, she has appeared on a dozen CEO Forums, and Business Schools.

“Powerful PDF Summary”

Do you have the guts to hear the bitter truth or you prefer to comfort yourself with lies? – We’ll get to that in a minute, but first, one must realize that advocating for changes in the workplace, might not be a straightforward transition. Patty states that hiring adults, meaning persons whose focus is fixated on improving the company, will make your life a lot easier.

The rookies, in need of a babysitter, will often turn out to be costly. Filling up your organization with self-managing people can create the snowball effect. These characters endorse criticism, are prone to learning, and know their boundaries.

Arguably, siding with the reality will give you a leg up in any quarrel.

For instance, a football team requires from its players to showcase their talent in order to achieve victory. A one man’s show would never suffice, and the same analogy can be broken down into details regarding HR and business overall.  

How can we define this phenomenon?

A culture of responsibility is perhaps the most suitable description and stands as a symbol of a prosperous association. Nonetheless, this system should not be sided with “working harder” but linked to the idea of adding greater value.

Although this will eventually crank up the competition, you should not dread the idea of a challenge. Being eclipsed by someone can become the turning point in your life. On the bright side, you should try to outperform yourself on a daily basis.

From a leadership vantage point, these urges must be fueled continuously but monitored in order to balance the scales.

In the early years of the 20th century, an average employee had zero respect and no contribution to decision-making whatsoever. The exploited machinery had to stick to their routine, without even bothering to comprehend the operations.

This ineffective way of management started to crumble when a new form of leadership emerged.

Generally speaking, the new generation tries not to divulge misinformation by integrating all the layers into the system. In doing so, all the parties can get an aerial view of the situation and share their insights.

Nowadays, each applicant, employee, associate, partner, or manager strives to understand the whole ball game. Nobody wants to be a drop in the ocean, but an essential element to the business. Achieving that however, it’s often easier said than done.

Encourage debates, dialogue, freedom of expression, annual reviews, or simply communication – will get you across the threshold.

The Power of a Debate and Radical Honesty

It’s unlikely that you’ll be stunned upon hearing that people are not fond of two-faced leaders. There’s absolutely no need to twist the reality because disclosing the problems in a timely fashion can help the organization to assess its current rankings.

In the light of this discovery, it’s also critical to mention that not all employees, welcome constructive criticism. Nonetheless, if you establish such a corporate culture, they’ll have little choice but to embrace transparency.  

Let’s unveil few benefits, which are a direct result of radical honesty on an organizational level:

  • It minimizes backstabbing
  • It enhances the communication
  • It spots the problems promptly as they rise to the surface
  • It adds to problem-solving
  • It improves the performance of all parties

Indeed, the number of leaders that dare to acknowledge their mistakes is still meager. By breaking the ice, they create a new culture and incite the employees to do likewise. In other words, they will automatically trigger transparency.

Powerful Summary Patty McCordAt Netflix, Patty brought in an all-encompassing feedback system for the employees to share their insights on the team’s efforts and submit their annual analysis.

When it comes to debating or discussing, the leader should set terms in advance, and urge everyone participating in the debate to adhere to them. After all, problems crop up each day, and the organization must put its analytical prowess to the test by encouraging dialogue.

If you find yourself in an argument, give a stamp of approval to anyone who shares facts not personal agenda. In like manner, you should abide by the same set of norms, and refrain yourself from getting emotional when a potential conflict erupts.

In the meantime, you should stick to your broadness, because someone may lay down a series of well-researched theories that oppose your perspective. Be prepared to double-check your methods, and leave your ego aside.

According to Patty, debates among smaller groups bring about a revolution in the organization because of the input. They are not prone to group-thinking, which opens a window of various scenarios and conclusions.

When it’s your turn to present your insights, be on alert for people who adhere to their biases. The information extracted to support their claim is rarely applicable to the matter of contention. Even so, it’s needless to say that formal debates are the epitome of business breakthroughs.

Build the Powerful Future by Finding the Right People

As reported by Patty – today’s actions and behavior shape the future. By being aligned with the fluctuating practices in the digital age, you’ll develop into an energetic leader. For example: you have this great idea of how should your team should perform in a year or so, but you lack the execution methods.

Start by labeling every element that is hampering the enhancement and transition. Next up, lay the groundwork for the future by making the necessary modifications in order to scale the company. Such an attitude has all the earmarks of successful progression.

Being proactive when instigating the complete change, will push you to find the right people who don’t bear a grudge against alteration. The scatterbrained attempt to carry out all of these assignments shouldn’t serve as an excuse in potential failure. Genuine leaders pour their blood, sweat, and tears in order to embolden the organization; and they also blaze a trail for others to follow.

Evidently, without the prowess and craftiness to back them up, they can’t do much. The detailed planning doesn’t incentivize the execution as one might have hoped, and only the team of implementers is duty bound to accentuate the proceedings. Prior to conducting the hiring process, consider the following aspects:  

  • Pay little attention to the resume and observe the body language
  • Try to determine whether the applicant thrives on problem-solving
  • Assess their strong motives for joining the organization
  • Gauge the competence
  • Try to evaluate whether the applicant would be a good fit for the team

You don’t need a big name, but a person whose skillset, character and determination apply to the team’s vision. As simple as that! For the job, you need a set of HR officials who understand the technical side of the business too.

Once you find people whose expertise matches the organization demands, you could expand the operations.

The beginning of the 21st century was turbulent for Netflix. The company merely collapsed due to deep economic malaise within its ranks. Netflix reacted by laying off almost 1/3 of its employees. What came as a shock to the new operational structure, was the fact that, this new policy generated remarkable dividends.

The crafty pool prevailed over the obstacles by embracing more responsibilities in order to fill in the gap. It didn’t take too long for Netflix to get back on track, and restore its former status.

The Art of Managing the Employees

When an organization is crammed with underachievers, it cannot function in a strong fashion. That’s a major blow to the company, and that’s precisely what happened to Netflix. Nonetheless, the line that separates productive employees from bad ones is very slim.

Every so often, people are hired for a position that doesn’t match their expertise, or the officials are not aware of their contribution. Either way, a leader must double-check to see whether the managerial hierarchy with all its sub-elements is well structured.

When it comes to payment, Patty McCord argues that you should at least ponder about paying top of the market for the positions that you believe are the most precious to the organization.  

A common mistake most managers make is taking into account only what the organization can afford in terms of salary. Indeed, being aware of your financial capabilities is critical, but sometimes you should consider the value that the new hire will generate.

To put it differently, consider how will the new employee influence the business, and as a result, perhaps you need to conduct an audit regarding this matter. It’s a topic that should be thought about.

After putting all the elements on the table, you can agree on a salary that reflects the financial worth that the new employee will bring. Meanwhile, don’t forget to execute the following checklist:

  • Embrace transparency
  • Don’t hesitate to increase the salaries of those who deserve it
  • Identify the best value for the business
  • Don’t put a lot of weight on salary surveys

Singing the praises of the employees is a tremendous team-building asset. The same methodology works perfectly fine when constructive criticism is unleashed. This strategy can diminish the chances of getting sued by a former employee who was fired based on its performance.

Goodbyes don’t manifest the end of the world nor speak about the attributes of the individual. Genuine managers understand that some people are not in tune with the particular working atmosphere. They would even recommend them to someone else, only to expose them to an environment that resonates with their skills.

Key Lessons from “Powerful”

1.      Get into the right frame of mind
2.      Less is more
3.      Don’t be a narrow-minded prick

Get into the right frame of mind

Then again, Patty McCord states that openness can help you to balance the scales in favor of the organization, and keep underachievers at a distance.

Don’t hesitate to speak your mind! A good leader can both lavish praise upon someone, and discuss the probability of someone being better off at some other company or team.

Less is more

The conceived plan, must not incorporate people who are pessimistic from the outset. This tells you that only a handful of high-performers can do the job.

Improve the cohesion among them and try to identify any potential twists.

Don’t be a narrow-minded prick

In case you’ve miscalculated the severity of the problem, agree to support the better solution and alter your viewpoints.

As you can see, a productive debate can shore up the company, so don’t be reluctant to solicit as many views as possible, to get a bird’s eye view of the situation.

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“Powerful Quotes”

Trust is based on honest communication, and I find that employees become cynical when they hear half-truths. Cynicism is a cancer. It creates a metastasizing discontent that feeds on itself, leading to smarminess and fueling backstabbing. Click To Tweet Are we limited by the team we have not being the team we should have? Click To Tweet Instilling belief in the practice gets easier as managers come on board. The greater the density of great team builders you achieve, the more you can spread the practice organically. Click To Tweet When engineers start to whine about a process you’re trying to implement, you want to really dig into what’s bothering them, because they hate senseless bureaucracy and stupid process. But they don’t mind discipline at all. Click To Tweet

Our Critical Review

Like what you saw or read? We bet you did because this is one of those books that get you all fired up and ready to conduct the necessary changes.

We advise you to read this book, page by page to get a good handle on what Patty is trying to convey.

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The Ideal Team Player PDF Summary

The Ideal Team Player PDF

How to Recognize and Cultivate the Three Essential Virtues: A Leadership Fable

If you know anything about Patrick Lencioni, you probably didn’t need that subtitle: of course, it’s a leadership fable, possibly one of your favorites!

This one’s about “The Ideal Team Player.”

Who Should Read “The Ideal Team Player”? And Why?

If you’re interested in sports, you’ve probably noticed that haphazard groups of extra-talented individuals are never as good as teams of average players with a good manager.

Why?

Well, because – as they say for quite a long time – there’s no “I” in “Team.”

“The Ideal Team Player” is the book you should read if you want to build an all-star team at your company. So, if you are in HR or you are a company owner/leader, and you think you could really use a little guidance from someone who knows a thing or two about good teams, then don’t hesitate to buy this book and take Patrick Lencioni’s advice.

It works both ways: Lencioni’s fable can help you even if you are an employer who can’t fit in, but would really want to become a good team player.

About Patrick Lencioni

Patrick LencioniPatrick Lencioni is an American author, consultant, and keynote speaker. He is the founder and the president of The Table Group, a management counseling firm.

Deemed by the “Wall Street Journal” as “one of the most in-demand business speakers,” Lencioni has so far written ten books on various aspects of business management, most of them stressing the importance of teamwork.

Lencioni is renowned as the author of two bestsellers, “The Advantage” and “The Five Dysfunctions of a Team,” the latter of which serves as a sort of a prequel to the “The Ideal Team Player.”

“The Ideal Team Player PDF Summary”

Once again, Lencioni’s story is about a company with a problem: Bob Shanley, the long-time CEO of Valley Builders (VB) – a contracting firm he has founded – has to retire due to a heart problem requiring surgery.

He offers the job to his nephew Jeff, who soon learns that he has become the CEO at the worst time possible: the company has just won two gigantic contracts which require for him to hire at least 60 new employees within the next two months.

Make that 80: 20 of them, as his experienced senior executives tell him right at the bat, would eventually quit.

Why?

Because they wouldn’t fit the VB culture established and cultivated by his uncle, who was pretty aware that “the ability to work effectively with others…is more critical in today’s fluid world than it has ever been.”

Soon Jeff learns that VB’s work culture is based on the idea that a team must be built around ideal team players and that these, in turn, must share three traits: humility, hunger, and people smarts.

However, they must have all of these, since lacking one or two of them will probably have a counter-effect.

You see, people who are merely humble are no more than pawns; those who are merely hungry are bulldozers; and those who are smart only are charmers.

You don’t like any of those.

However, two of these three traits aren’t enough:

Employees who are hungry and smart but not humble are skillful politicians who will further their personal interests until it’s too late to do something about that.

Employees who are humble and smart but not hungry are lovable slackers who won’t get going when the going gets tough.

Finally, employees who are humble and hungry but not smart are accidental mess-makers who will unintentionally create more problems than the team can solve.

So, you want your team player to be ideal?

Pick only those who have all three values:

#1. Humility

In Lencioni’s words, humility is probably the most important quality:

Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player. Humility is the single greatest and most indispensable attribute of being a team player.

#2. Hunger

Hungry people are never satisfied, and they always want more than they have. They have a drive and a burning ambition to be more than they are.

Hunger, writes Lencioni, “is the least sensitive and nuanced of the three virtues. That’s the good news. The bad news is – it’s the hardest to change.”

#3. People Smarts

Be aware that “people smarts” doesn’t necessarily mean “brilliant”; but it does mean emotionally intelligent and capable of interpersonal interaction.

Of course, you can’t have a team if there’s no team chemistry; and employees who are people smarts contribute to this chemistry.

Key Lessons from “The Ideal Team Player”

1.      The Three Essential Virtues of the Ideal Team Player
2.      How to Interview New Hires for Your Team
3.      How to Develop the Three Essential Qualities

The Three Essential Virtues of the Ideal Team Player

For organizations seriously committed to making teamwork a cultural reality,” writes Patrick Lencioni, “’the right people’ are the ones who have the three virtues in common – humility, hunger and people smarts.

However, neither of them is enough in itself; in fact, if not combined with the other two, it can be seriously detrimental to your team, producing either too servile or ambitious workers or, even worse in today’s work climate, lone wolves.

How to Interview New Hires for Your Team

“Most interviews are still the same stilted, rehearsed and predictable conversations they were 40 years ago” – notes Patrick Lencioni.

And of course – they don’t need to be!

Now that you know the three essential virtues of an ideal team player, you should design your interview process to find out if your potential employee has them.

So, try to be unconventional (say, take the interviewee on a shopping trip) and focus on detecting the subtle hunches which may tell you if your new prospect is humble, hungry and people smarts.

These are good rules-of-thumb:

#1. For humble: Ask the applicant about the most important accomplishments of his/her career and see if he will use “I” or “we” more; the latter indicates humility;

#2. For hungry: Ask the applicant what the hardest he/she has ever worked on in his/her life is. If it seems that he/she has enjoyed (as opposed to merely tolerate) this experience – he/she is certainly hungry.

#3. For smart: Ask the applicant how would he describe his/her personality. If he knows his/her weaknesses and strengths well, then he/she is introspective and emotionally intelligent.

How to Develop the Three Essential Qualities

If you want to become the ideal team player, then, obviously, you need to work on the three essential qualities of being one:

#1. Humble: be polite and learn how to compliment; ask your colleagues how they feel; listen.

#2. Hungry: this is the most difficult virtue to develop; but do try: learn how to do more work.

#3. Smart: there are many books which can help you develop your emotional intelligence; use them as your guide.

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“The Ideal Team Player Quotes”

The five behavioral manifestations of teamwork: trust, conflict, commitment, accountability and results. Click To Tweet

A long list of hobbies like extreme skiing, sled dog racing, storm chasing and shark hunting might just be a red flag when it comes to someone who is not going to put the needs of the team ahead of personal pursuits. Click To Tweet

Humility isn't thinking less of yourself, but thinking of yourself less. Click To Tweet

The most unhappy people in a company are the ones who don't fit the culture and are allowed to stay. They know they don't belong. Deep down inside they don't want to be there. They're miserable. Click To Tweet

Many people will try to get a job even if they don't fit the company's stated values, but very few will do so if they know that they're going to be held accountable, day in and day out, for behavior that violates the values. Click To Tweet

Our Critical Review

If you know your Lencioni, you won’t be disappointed by “The Ideal Team Player”: this book has everything one has grown accustomed to expect from a book by him.

Namely, a finely written and relatable fable with a straightforward moral, which is not only simple but also universal and easily applicable.

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Towards a Reskilling Revolution PDF Summary

Towards a Reskilling Revolution PDFA Future of Jobs for All

Are you afraid that robots may take your job?

If not, unfortunately, you should be: it’s only a question of time before that happens.

But, where does that leave you? Can you do something to adapt?

It turns out you can.

The World Economic Forum – in collaboration with the Boston Consulting Group – guides us “Towards a Reskilling Revolution.”

Who Should Read “Towards a Reskilling Revolution”? And Why?

In 2013, Carl Benedikt Frey and Michael A. Osborne published one of the most important studies of the last decade, titled “The Future of Employment: How Susceptible Are Jobs to Computerization?”

The study includes an appended table which ranks over 700 different occupations, “according to their probability of computerization,” starting with the least computerizable (probability 0.0028), recreational therapists, and ending with the most computerizable (probability 0.99), telemarketers.

After a while, BBC translated the study into a very neat tool which can help you find out how much your job is threatened by the rise of the machines in one second.

Ready?

Click here, type your job (or select the most similar one from the full list) and find out how easily you can be replaced.

If it’s anything above 50% – then you really, really need to read this article.

Sorry to say, but there’s 1 in 2 chances that it will be.

World Economic ForumAbout the World Economic Forum

The World Economic Forum (WEF) is a Geneva-based non-profit foundation, “committed to improving the state of the world by engaging business, political, academic, and other leaders of society to shape global, regional, and industry agendas.”

The Forum is most famous for its annual meeting in Davos, at which over 2,500 of the most influential people in the world discuss “the most pressing issues facing the world.” These include Nobel Prize-winning economists, political and business leaders, journalists, and even celebrities.

The people who attend the Davos meeting are usually called pejoratively “Davos men,” which should mean something along the lines of “wealthy supranational members of the global elite.”

“Towards a Reskilling Revolution PDF Summary”

Whether you like it or not, ever since the Internet revolution, the global labor market has been changing by the day.

Opportunities for finding stable, meaningful work that provides a good income have increasingly become fractured and polarized.

You may have had the luxury to ignore this so far – going about your business and all – but with the advent of Artificial Intelligence and Machine Learning, everybody agrees that it’s only a matter of time before these changes start affecting you personally.

So, it’s better to think now and act fast than have to act when there’s no option B.

Say you’re a taxi driver!

With Uber, Google, and Tesla all constantly working on perfecting autonomous vehicles – are you really still sleeping on both ears and doing nothing to counteract the inevitable?

And what if you are a telemarketer or anything which includes calling people as part of your most important job activities?

Even worse: at Google Duplex, the Internet giant just demonstrated that they’ve perfected the Google Assistant to a level which makes it all but indistinguishable from a human!

How long before you’re told that you’re obsolete – by every single company in the world?

If you want to remain employable, you need to do something about it now; obviously, by something, we mean learning a new, more relevant skill:

The individuals who will succeed in the economy of the future will be those who can complement the work done by mechanical or algorithmic technologies, and ‘work with the machines.’

Leaders and CEOs, governments and policy-makers, mustn’t turn a blind eye as well: the future of companies and countries may depend upon “reskilling and retraining the existing workforce.”

And that’s where this article comes in handy.

Its authors have developed a new tool which uses bid data to find solutions for job disruptions and map appropriate “job transition pathways and reskilling opportunities” whether for individuals or whole occupations.

The tool is US-based and employs two distinct sources: the list of 958 job types prepared by the US Bureau of Labor Statistics’ Occupational Information Network (O*Net) and Burning Glass Technologies’ database of over 50 million job postings in the US over the last two years.

Using them, the authors of this article were capable of quantifying the viability and desirability of a job transition between numerous possible pairs of jobs.

A viable transition is a transition between jobs which requires minimal training and education; a desirable one is in a direction which offers enduring stability and a wage similar to the one the worker is currently receiving.

The article is rife with tables and analyses which should help many different people orient themselves better in a highly volatile job market.

For example, if you’re working on an assembly line, it’s a good idea to start thinking about finding a new job in construction and extraction.

Also, if you are an inspector, tester, sorter, sampler and/or weigher, then think about becoming a production, planning and expediting clerk.

Some of the links are surprising!

For example, who would have guessed that if you are a printing press operator, you should reskill for becoming a farm/ranch manager!

Be sure to check out the article and find the most relevant to you.

Key Lessons from “Towards a Reskilling Revolution”

1.     The Job Market Is Changing by the Day
2.      A Robot Wil Probably Take Your Job in the Next Decade
3.      Reskill Without Much Effort in the Desirable Direction

The Job Market Is Changing by the Day

IT has changed so many aspects of our lives for the better, that we’ve all but forgotten about the one which may change them for the worse: the job market.

Namely, it’s only a matter of time before a substantial percentage of the world’s jobs are irretrievably replaced by machines.

In fact, the process has already started: think about autonomous vehicles and phone assistants!

A Robot Wil Probably Take Your Job in the Next Decade

According to a 2017 report by the McKinsey Global Institute, 800 million jobs will be automated by 2030 – and the rest are not safe in the long run.

Which means that at least 1 in 5 people will have to find a new job – most probably in another sphere – during the course of the next decade.

Are you that person?

Reskill Without Much Effort in the Desirable Direction

“Towards a Reskilling Revolution” presents a data-driven tool which analyzes all 958 jobs registered by the O*Net and uses one of the most advanced databases of job market opportunities to quantify the viability and desirability of a job transition between any pair of jobs.

So, if you live in the US – don’t be afraid to use it!

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“Towards a Reskilling Revolution Quotes”

The path to a good life appears increasingly difficult to identify and attain for a growing number of people. Click To Tweet

Data-driven approaches can bring speed and additional value to reskilling and job transitions. Click To Tweet

It is our hope that Towards a Reskilling Revolution will become a valuable tool to move beyond the current impasse of polarized job prospects. Click To Tweet

The data-driven approach… may help to created greater transparency and choice for workers. Click To Tweet

No single actor can solve the job transition and reskilling puzzle alone. Click To Tweet

Our Critical Review

In assessing reskilling pathways and job transition opportunities in such detail and at such scale, write the authors of “Towards a Reskilling Revolution” in the article’s preface, “we aim to move the debate on the future of work to new—and practical—territory.”

It’s difficult to overemphasize how important

Everybody knows that automation is here to change the job market radically and irretrievably, but nobody likes to bother explaining how that affects the average Joe.

This article does exactly that.

And we can only wish that someone else follows in its footsteps.

(Eagerly awaiting the subsequent publications which, if we are to believe the authors’ promises, should extend the methodology “to include additional perspectives and geographies and applied in collaboration with government and business stakeholders to support workers.”)

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Lose the Resume, Land the Job PDF Summary

Lose the Resume, Land the Job PDF Almost Everyone Gets It Wrong. This Is How You Can Get It Right.

Experiencing problems while looking for a job?

Even more when trying to find the job?

Gary Burnison says:

Lose the Résumé, Land the Job.”

Who Should Read “Lose the Resume, Land the Job”? And Why?

The way you know them, resumes are a thing of the past – not because they are not important, but because they have transformed into something better: the story of you.

As “The New York Times Book Review” writes in its review” “Lose the Résumé, Find the Job” breaks down every aspect of job hunting, explaining what matters and what doesn’t.

As such, it should help everybody who has problems finding a job. And even those who do have one, but it is not really the one of their dreams.

This book has strategies for that as well! 

Gary BurnisonAbout Gary Burnison

Gary Burnison is the CEO of Korn Ferry International, with 2,500 employees across 40 countries, the world’s largest executive recruiting company.

After joining Korn Ferry in 2002 as CFO, Burnison served as COO for four years, before becoming the company’s CEO in 2007.

In 2011, he published “No Fear of Failure,” the first of his five books, which also include “The Twelve Absolutes of Leadership,” “Lead,” and “The Leadership Journey.”

“Lose the Resume, Land the Job PDF Summary”

You wonder why you got an automatic reply to your application or, even worse, that nobody called you even though you have such a great résumé?

Well, do you know that 98% of the candidates for a job position are eliminated basically before the employing process even beings, their CVs not given a second look, their résumés thrown in the trash can barely few minutes after they arrive?

Why, you ask?

Simply put, because nobody wants to lose his time and money.

And it’s not like there are five applications for a job!

Also:

The cost of replacing a manager six to 12 months after he or she is hired is equal to 2.3 times that person’s annual salary.

In other words, companies can’t afford to risk.

So, the process of choosing the right applicant is actually a fairly serious process (monitoring, background checks, testing, etc.) on the part of those who choose.

Consequently, it should be a serious process on your part as well!

And what do you think a company is most interested in when hiring you?

Turns out: it’s your passion.

Use Burnison’s ACT strategy to find out how much of it you have for the position you want to apply for – and save yourself the trouble of applying if it turns out that you have none.

ACT stands for:

Being authentic – which means that lying isn’t going to get you far! After all, you’re certainly present in the online world, so you can be sure that if there is some discrepancy between the information you give about yourself to a company and the ones you share with your closest friends – it will be used against you!

Making a connection. If things go well, you are going to stay at the company where you’re applying for a job for at least a couple of years. The painful truth is that nobody wants to work with someone who doesn’t make a good first impression. This works both ways!

Giving people a taste of who you are, what you can do best, and how much of a contribution you can make.

Speaking of which:

Your résumé should concisely and compellingly illustrate one major message point: This is how I made things better for my employer while I was there.

Résumés are not as important as you think; in fact, as we hinted above, they are merely a small part of a large package which includes your online presence and even – if it gets to an interview – your body language.

Since hiring managers rarely have time to cast more than a look or two on your CV, if you want to make it effective, then you need to follow certain résumé-writing rules:

#1. Don’t lie!
#2. Avoid buzzwords and clichés: when everybody is a “team player” and “innovative,” nobody is.
#3. Don’t leave any unexplained time gaps in your experience!
#4. Tell your story: it matters more than the layout.
#5. May your objective be discernible from your story: don’t state one instead.
#6. List your experience and accomplishments in the middle – and in reverse chronological order.
#7. Use most of this space (three-fourths of it) to describe your current job.
#8. Tell three relevant stories from your current job in the format challenge-action-outcome; use bullet points.
#9. Ask for some feedback from a professional before sending the résumé.
#10. Always – always – be prepared to provide references.

Once you’re finished with the résumé, it’s time to clean up your online media presence. Which boils down to at least a few no-brainers:

#1. Polish your LinkedIn profile and embellish it with a relatively recent photo of the well-groomed smiling you.
#2. Delete all inappropriate photos and tweets you can find.
#3. Investigate how often you post: excessive posting means you’re not that busy; the opposite that you are too passive.

Since it abounds in practical advice, we’ve reserved our “Key Lessons” section for three more important messages from this book.

Key Lessons from “Lose the Resume, Land the Job”

1.      Assess Yourself with the KF4D Test
2.      Be a Connector to Be Connected
3.      Avoid the “Deadly Sins of Interviewing”

Assess Yourself with the KF4D Test

Korn Ferry’s Four Dimensions of Leadership test is a useful tool which assesses four areas of utmost importance:

#1. Traits. These are your personal qualities. In a nutshell, the ones which companies usually search for should be pretty obvious: engaging people with a vision who can act and influence others.
#2. Drivers. Ask yourself: what drives you in life? Don’t work for a company which doesn’t address this drive.
#3. Competencies. Everybody has his own strengths and weaknesses. Find yours.
#4. Experiences. What have you done in the past that proves you can do the job you apply for in the future?

Be a Connector to Be Connected

“The biggest misconception,” writes Gary Burnison, “is that networking is about you. It’s the opposite. It’s about the other person.

It’s as simple as the golden rule: help other people, and you’ll be helped too when the time comes.

Connect friends to other friends (not for your own, but for their benefit), and, soon enough, you’ll be part of a large circle of people.

When networking, don’t think about anything past this.

Do it because you want to see the people you like happy.

Avoid the “Deadly Sins of Interviewing”

Most of these are fairly obvious, but you’ll be surprised at how many people have lost a job opportunity because of simple mistakes.

So, without further ado:

#1. Don’t lie! (We can’t overemphasize this!)
#2. Dress appropriately.
#3. Don’t be late!
#4. Research the company beforehand.
#5. Don’t talk too much, but don’t talk too little either.
#6. When asked if you have any questions, be sure to have them. “Replying, ‘I’m good, thanks’ as if someone had offered to refill your iced tea, shows a lack of preparedness and engagement.”
#7. Reiterate your enthusiasm and passion for the job before leaving: the last impression counts almost as much as the first one.
#8. Treat every interview as if it is your first – even if it’s your fifth for the day.

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“Lose the Resume, Land the Job Quotes”

Be honest and transparent about who you are, your background, your current job and responsibilities, and your current compensation. Never lie or exaggerate. Click To Tweet

The best time to find a new job is when you have a job. Click To Tweet

The often-quoted statistic is that people form an impression about others within seven seconds. But it may be even shorter than that. Click To Tweet

To be skilled at anything requires some knowledge and know-how. But more than that, you must possess the ability to adjust, adapt and respond. Click To Tweet

The workplace world is always smaller than you think. Click To Tweet

Our Critical Review

“Lose the Résumé, Land the Job” has a somewhat misleading title; fortunately, the misleading part is the first half of it.

Because almost everything that Gary Burnison says is applicable in the real-world, so we seriously believe that heeding his tips may help you land the job you like.

Worst-case scenario: you’ll do your best.

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The Four Lenses of Innovation PDF Summary

The Four Lenses of Innovation PDFA Power Tool for Creative Thinking

Want to become an innovator?

The trick is to look at the world a bit differently.

And Rowan Gibson says that all you need to do that are “The Four Lenses of Innovation.”

Who Should Read “The Four Lenses of Innovation”? And Why?

There’s an innovator inside all of us,” writes Rowan Gibson, adding that “literally everyone on Earth has the potential for creative thinking because it’s an innate human capability.

“The Four Lenses of Innovation” attempts to awake this innate capability and is for everyone who wants to make the world a more advanced or, simply, a better place.

Rowan GibsonAbout Rowan Gibson

Rowan Gibson is a consultant and bestselling author, one of the world’s leading experts on business innovation.

Labeled “Mr. Innovation,” “the Innovation Grandmaster,” and “the W. Edwards Deming of innovation” Gibson has delivered keynote speeches and seminars in over 60 countries and has authored three books translated into over 20 languages.

In addition to “The Four Lenses of Innovation,” these are “Rethinking the Future” and “Innovation to the Core.”

Gibson is also the co-founder of http://innovationexcellence.com/, one of the world’s most popular innovation websites.

“The Four Lenses of Innovation PDF Summary”

Most ancient cultures had no discernible concept of genius whatsoever.

In fact, that’s why we don’t know the name of the author of, say, “The Epic of Gilgamesh,” the very first work of literature in history.

It’s not that it was difficult to put the name of the poet above the first line of the work!

However, according to the Sumerians and many other cultures throughout history, this would have been all but a blasphemy.

After all, talents were the very definition of divine gifts, and presenting something that doesn’t belong to you as yours, is certainly not something people would admire.

Hell, even the Ancient Greeks weren’t that much above this notion!

Plato specifically, who not only didn’t like poets but also believed that it is quite easily demonstratable that they had absolutely no control over their artistry, being nothing more than simple “instruments of the Muses.”

The Romans inherited this belief, modifying it a bit and eventually ascribing all creative powers of an individual to his tutelary deity suitably named genius, i.e., household guardian spirit.

Put simply, the Romans believed that each person is part human, part divine, and that, logically, his divine nature (the genius) is the one responsible for all great works of the mind or the heart.

After the collapse of the Roman Empire, the Catholic Church ruled most of Europe for the following ten centuries, now appropriately remembered as the Dark Ages.

Following the Judeo-Christian tradition, the Catholic Church made sure that it transformed into vice all of the things we now consider virtues: individuality, originality, innovation.

During this period, it was sinful not to conform, and it was egotistic to think that you are capable of creating something: God was the only Creator, and artists and scientists were merely mediums of His Will.

And then the Renaissance came and radically changed everything!

Suddenly, God stopped being the center of the Universe, and inventiveness, all-embracing curiosity and a yearning for to-the-ends-of-the-world exploration became highly desirable traits:

Whereas the medieval mind had been severely suppressed, the Renaissance mind was set free to discover the beauty and the wonder and the significance of every possible phenomenon.

It is to the great thinkers of the Renaissance that we owe the four modes of innovative thinking or, as Rowan Gibson labels them, the four lenses of innovation which you can still use today to break through the known barriers.

These are: “challenging orthodoxies,” “harnessing trends,” “leveraging resources” and “understanding needs.”

Let’s have a look at each of them.

Key Lessons from “The Four Lenses of Innovation”

1.      The First Lens: Challenging Orthodoxies
2.      The Second Lens: Harnessing Trends
3.      The Third Lens: Leveraging Resources
4.      The Fourth Lens: Understanding Needs

The First Lens: Challenging Orthodoxies

Etymologically, “orthodoxy” means “right opinion” or “right belief” – and there’s a reason why it was considered reasonable to be orthodox for millennia.

Orthodoxies codify concepts, ideas, and best practices and they work great on the collective level.

After all, why should you question the way something is done if millions of people before you have used the same method to do it?

Orthodoxies eliminate the need to think which is great if you like to preserve mental energy for something else.

However, it is obviously not if you want to be an innovator.

And this is where many innovators start: challenging conventional modes of thinking.

Have this in mind every time somebody says that “some things are done certain way for a reason.” Analyze: what could that reason be? Is there any other way to do it? Has technology changed in the meantime to make this other way a feasible solution?

And that crazy idea that guy had some time ago… well, let’s see if it was crazy enough to work!

The Second Lens: Harnessing Trends

You don’t have to be the first to be the best.

The iPhone, the iPod, the iPad, the Apple Watch – these are all merely adaptations of products which existed before them.

And, don’t know if you remember, but Yahoo was here before Google.

The point – in many cases – is to recognize the emerging trends and focus your attention in their direction.

Innovators have been doing this for centuries: in the 1870s, no less than 23 people worldwide worked on inventing the light bulb!

In other words, be perceptive!

Analyze the trends and discover which product seems most likely to revolutionize and/or disrupt an industry.

Then, simply go for it!

The Third Lens: Leveraging Resources

They say that necessity is the mother of invention for a reason!

Case in point: when Steven Spielberg realized that he didn’t have enough money to make a mechanical shark, he decided to film the action of “Jaws” from its viewpoint!

The result?

Some of the scariest scenes ever filmed!

Similarly, even though Corning developed its Ribbon Machine process to make light bulbs, soon it started using it to make radio vacuum tubes.

So, reevaluate your resources, reexamine your skills and assets!

See what you have and whether some of the things you already own or have devised can be readapted in a way which will help you take advantage of the new markets.

More often than not, you’ll be surprised to see how much of your potential you’re not using!

The Fourth Lens: Understanding Needs

Understanding needs basically means “innovating from the customer backward.”

Or: instead of using the third lens – selling what you already have – you can also use the fourth one: providing what the others would buy.

After all, that’s why even McDonald’s is not the same everywhere: in India, you can buy Paneer Wraps from its restaurants, and in Japan there’s also a chicken veggie burger on its menu!

Why?

Because the Indian and the Japanese people said so!

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“The Four Lenses of Innovation Quotes”

Creative ideas don’t just occur to us spontaneously. (Our minds actually build them from a unique chain of associations and connections, sometimes over a considerable period of time.) Click To Tweet

Our brains save mental energy by learning and storing familiar patterns for automatic recognition and use. Click To Tweet

Many executives are afraid of the kind of reflective thinking that could lead to disruption. Click To Tweet

Try to identify and systematically question the fixed patterns that exist inside your own company and across your industry. Click To Tweet

Innovators try to solve common problems and frustrations in ways that make life easier, more convenient and more enjoyable for the customer. Click To Tweet

Our Critical Review

“The Four Lenses of Innovation” demystifies innovation as something much more methodical and systemic than it is usually thought and presents itself as a power tool for creative thinking.

That may be true, but we kind of feel that it treats innovation as something much simpler than it actually is and that it inadvertently starts from a position it takes someone years to achieve.

Namely, the position of the highly competent and skillful intellectual with at least some kind of a vision for the future.

And that is not everyone.

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Make Mentoring Work PDF Summary

Make Mentoring Work PDFThe very core of creating value for your community revolves around the idea of having someone to teach you and gear you up for the unavoidable clash.

Each organization requires a person with expertise to handle the toughest challenges!

In this book summary, we turn our heads towards finding the secret recipe in delivering the ultimate solution to every problem.

Who Should Read “Make Mentoring Work”? And Why?

If at some point, you’ve shown promising signs of developing into a smart leader or manager, this book comes as a blessing to you.

Each leader in-the-making should explore the depths of it and learn how to make the most of each activity.

In other words, “Make Mentoring Work” questions the traditional styles of managing human resources and provides revolutionized ideas you can use.

About Peter Wilson

Peter Wilson currently has the role of national president of the Australian Human Resources Institute Ltd.

He is also an author and a mentorship expert.

“Make Mentoring Work PDF Summary”

Top-notch organizations are totally aware of the necessity of recruiting and most-importantly spotting talents to help them launch their mentoring ideas. Nurturing these programs takes more than just proper planning and even better execution.

Nowadays, job applicants and employees in various companies look ahead to perceiving mentorship as some sort of a job benefit. To bring these demands into line with the digital age, corporations are prepared to initiate planned programs.

Laying the groundwork for the mentoring program requires a certain dose of expertise and discipline to abide by these guidelines:

  • The person who is in the spotlight must be aware of its role in the mentorship agenda.
  • People who thrive in mentorship situations, and those being coached should specialize in all features related to management and building such relationships.
  • Regardless of your position, you should wholeheartedly enroll in programs to understand the big picture in an often-neglected race against time.
  • Although many organizations skip this step, it’s vital for the mentor and the student to reach a state of full-compliance and blend their ideas into the overall objective.
  • Mentors should actively support their students and show them how to destroy their shallow limitations. Seize the day and don’t dread the idea to endorse your new concepts and give them a go.
  • The bottom line is – the mentor should allocate some time in writing and defining the final report.
  • Both need to perpetrate acts which lead to finding a final resolution to job-related issues.
  • Mentoring requires supervision, control, and higher understanding.

It’s needless to say that without integrity and honesty, mentors can’t carry out the fundamental activities on a daily basis. In other words, they have to be friendly and honest regarding all matters that involve human management. Moreover, they have to put themselves in the shoes of their subordinates and look at things differently.

For instance, every noteworthy mentor is aware that its responsibilities are stretched out to the maximum. Basically, without wisdom, hard work and credibility they can’t enforce rules or enact specific ideas.

Today’s top workers are looking for an employer prepared to invest in their skill levels and career learning.

They should always lean towards active listening and deep understanding, instead of promoting their official status on every occasion. A good mentor spends 80% listening and only 20% talking.

Most importantly, skillful mentors place emphasis on filling the atmosphere with hope and welcoming approach. For instance, many companies now pay their employees to generate ideas. For every bad idea, each employee gets a reward.

So, encouraging your mentees to speak up and share their views leads to profits; and ultimately, satisfaction at the end of the sales funnel. Mentors must not step outside the lines of decency and protocols. Behaving positively at meetings will give the mentees the vital edge they require.

Expanding the network of associates and partners is one of the few things you should strive to achieve.  

It’s not all butter and milk. Friendly mentors must sometimes go for a hard pep talk, which can lift the spirits of all parties involved in the process. You have to feel the situation and provide a response that is in tune with the environment.

The mentor must show understanding and interest in paving the way with healthy habits and even better management skills. Mentees, on the other hand, must display a commitment to follow the lead and thus increase their input. Proficient mentors are a valuable gem for up-and-comers in these activities:

  • Handling complex relationships and dealing with complicated characters.  
  • Managing the corporate framework and the needs of the stakeholders.
  • Lean towards the idea of becoming a full-equipped manager who tackles social, economic and political ambiguities.
  • Looking for answers that cast doubt on ethical norms.

Here are the three crucial roots:

  1. Socratic philosophy – Socrates had a huge base of students, who perceived him as a figure of authority whose actions revealed great wisdom. Mentors have the same role and act with the same dose of mystery. They provide guidance and instruct younger mentees on how to improve their performance.  
  2. Parental behavior – It comes as no surprise why many people refer to mentors as “second parents” who guide them through life.
  3. Spiritual vibes – Last but not least – mentors are spiritual gurus. Whenever an employee/mentee has a problem, a mentor should be willing to listen and find time to resolve the issue.

Key Lessons from “Make Mentoring Work”

1.      The harder you train, the easier the game
2.      Discover new forms of leadership
3.      Explore the depths of the relationship-building process

The harder you train, the easier the game

Face-to-face meetings are pivotal and unavoidable routine for every four-start mentor. Why’s that?

In these gatherings, the students learn how to act with decorum, because in the foreseeable future they may have to test the burden of being a mentor.

Discover new forms of leadership

You must not allow direct interference in the company’s long-term prosperity by any newbie, and on such occasions – the ends do justify the means.

It’s fair to say that coaching, is the embodiment of proper leadership because it directs the employees’ efforts and puts the mentor’s expertise to the test.

Explore the depths of the relationship-building process

In the traditional sense of mentor-mentee relationships, the mentor often takes the role of an older brother.

However, in the modern era, the age difference is melting, and co-mentoring emerges as a method way of coping with the increased pressure.

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“Make Mentoring Work Quotes”

Good mentors help you to walk in your own shoes, even if you start out just wanting to walk in theirs. Click To Tweet Listening to how the challenges of the mentee would have been handled at a similar stage in the mentor’s own working life is hugely powerful. Click To Tweet Mentoring is also about life leadership. It’s about becoming a leader in your own life with a little help from someone who has already shown leadership on their own. Click To Tweet Mentoring is a proactive bespoke art that confers rights but also places obligations on both mentor and mentee. Click To Tweet Mentors need to telegraph that their purpose is to give unconditional positive support and encouragement. Click To Tweet

Our Critical Review

Mentoring is a real struggle. A fierce psychological battle that you have to win.

Peter Wilson makes it easier for you by developing a full system that can guide your efforts. Don’t miss it and understand the benefits of it!

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Why Motivating People Doesn’t Work… and What Does PDF Summary

Why Motivating People Doesn’t Work... and What Does PDFThe New Science of Leading, Energizing, and Engaging

The good old carrot-and-stick method doesn’t work anymore?

Well, times have changed!

And there’s a new science of leading, energizing, and engaging!

Time to find out “Why Motivating People Doesn’t Work… and What Does.”

Who Should Read “Why Motivating People Doesn’t Work… and What Does”? And Why?

Traditional motivational techniques may have worked in the past, but, to expect them to work still would mean to ignore how much the world has changed over the past several decades.

In “Why Motivating People Doesn’t Work… and What Does,” Susan Fowler urges leaders and managers to move beyond outdated motivational tactics and embrace the new science of energizing.

Start-up entrepreneurs and small business owners will find plenty of advice here as well!

Susan FowlerAbout Susan Fowler

Susan Fowler is a sought-after speaker and motivational trainer, the lead developer of The Ken Blanchard Company’s Optimal Motivation program.

Throughout her career, Fowler has co-authored numerous books, including “Self Leadership and The One Minute Manager” (with Ken Blanchard and Laurie Hawkins), “Achieve Leadership Genius” (with Drea Zigarmi and Dick Lyles) as well as “Leading at a Higher Level” and “Empowerment” (both with Ken Blanchard).

In addition, Fowler also blogs regularly for SmartBrief on Leadership, the Huffington Post, and LeaderChat.

She has coached in over 30 countries.

“Why Motivating People Doesn’t Work… and What Does PDF Summary”

In a way, there are only two types of motivation.

People are motivated to do something either because they must do it or because they want to do it.

In the former case, it’s all about ambition, rewards, and goal; the motivation of the must-doers is an ego-grounded motivation.

In the latter, the point is to grow, to learn, to excel; the motivation of the want-doers is a values-based motivation.

What science has recently discovered is that the values-based motivation is the only one which actually makes sense in the long run.

Because:

Peak performers are not goal driven. Peak performers are values-based and inspired by a noble purpose.

It took science a long time to reach this conclusion.

Why?

Well, because just a few years after the Second World War, B. F. Skinner – possibly the most influential psychologist of the 20th century – did quite a few experiments with pigeons, investigating phenomena such as superstitions and motivation.

A radical behaviorist, he came to a startling conclusion: you can make a pigeon do absolutely anything if it knows that there’s a reward; in addition, you can visibly inhibit some aspects of its behavior if you punish it by holding back on the food pellets.

What did this mean in terms of motivation at the workplace?

In an idiom (which, coincidentally, dates back to around the same time when Skinner was conducting his pigeon experiments): carrots and sticks.

And for many decades, managers believed that if you reward your employees for their good work and punish them for their bad behavior, you’ll eventually carve out the perfect worker out of them.

The problem is – it doesn’t work that way.

For even when they do, rewards only work in the short term – and cause plenty of problems in the long run.

That is, when there is a lack of money in the company, and you must put an end to the reward program, the reward-oriented employees will start doing a lot less work.

In fact, Drs. Richard Ryan and Edward Deci have demonstrated all but conclusively that real long-term motivation has nothing to do with carrots and sticks – but everything with “hope and promise.”

In other words, most people are already motivated but usually in a much more abstract way than the market would want them too.

Consequently, the job of leaders and managers is practically mission impossible: they need to motivate their employees to do things which may not be aligned with the employees’ inherent motivation.

It’s almost like a Catch-22:

The motivation dilemma is that leaders are being held accountable to do something they cannot do –motivate others.

But, if people are already motivated, how motivated are they?

And is there anything you can do?

According to Susan Fowler, there are six motivational outlooks, which can be easily illustrated by examining the reaction of six different employees to a routine work meeting:

#1. Disinterested: Employee n. 1 thinks that the meeting was a waste of time.
#2. External: Employee n. 2 thinks that this (like any other) meeting was a venue for him to exercise his power and position; he now expects a reward for being there.
#3. Imposed: Employee n. 3 was under severe pressure to attend the meeting because, well, everybody did; otherwise, he wouldn’t have come.
#4. Aligned: Employee n. 4 believes that he learned one or two valuable lessons at the meeting.
#5. Integrated: Employee n. 5 loved the meeting: he/she sincerely believes in the things discussed during this meeting and would want many more meetings such as this one in the future.
#6. Inherent: Employee n. 6 loves being around people, and meetings are his thing. This one? It was (like all the others) fun and enjoyable!

Now, as is obvious at first sight, the first three motivational outlooks are suboptimal drivers which can physically drain a person. Fowler calls them “motivational junk food.”

The last three motivational outlooks are energetic: they are the “motivational health food.”

Now, someone likes his burgers and Nachos, but others prefer broccoli and spinach. And, if you have a child, you know that it is pretty difficult to motivate it to eat the latter if it likes the former.

Scientific research has discovered that the same is true with motivation as well.

The good news?

Just like children feed themselves better by themselves, employees seem more motivated when they feel that three fundamental psychological needs of theirs are satisfied:

#1. Autonomy: I’m free to choose what you can do;
#2. Relatedness: I care about other people, and they care about me as well;
#3. Competence: I am capable of doing this job – and I am capable of doing it better than many.

So, the way out of the motivation dilemma is quite counterintuitive: instead of trying to motivate your employees to do something, just discover what they are already motivated about.

And, afterward, allow them to do exactly that.

Key Lessons from “Why Motivating People Doesn’t Work… and What Does”

1.      External Motivation Undermines Internal Motivation
2.      The Internally Motivated Live Under an ARC of Freedom
3.      There Are Six Motivational Outlooks – and Only Three Are Good

External Motivation Undermines Internal Motivation

In a nutshell, there are two types of motivation: either you must do something, or you want to do something.

In the case of the former, even though mostly in the short run, external motivation works; however, in the case of the latter, it is, in fact, an impediment.

Why?

Because money and promotions motivate people only to a certain extent; everything after that is intrinsic.

The Internally Motivated Live Under an ARC of Freedom

An internally motivated person will move mountains for you and ask for nothing in return.

The reason is quite simple: the three fundamental psychological needs (autonomy, relatedness, and competence – ARC) are already satisfied in his case.

In other words, when people feel competent to do something, have complete freedom to do it the way they want to and have evidence that their work brings some good in the lives of others – then they’ll do it without any external incentives.

In fact, they may feel these as a sort of an insult:

People who experience ARC are thriving. They do not need something or someone else doing the driving.

There Are Six Motivational Outlooks – and Only Three Are Good

There are six motivational outlooks.

The disinterested, external and imposed are the junk food of motivation, while its health food is the aligned, integrated, and the inherent motivational outlook.

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“Why Motivating People Doesn’t Work… and What Does Quotes”

The motivation dilemma is that leaders are being held accountable to do something they cannot do – motivate others. Click To Tweet

Misunderstanding what motivation means leads to a misapplication of techniques to make it happen. Click To Tweet

Devoting time and effort to help people shift their motivational outlook pays off in countless ways for them, your organization and you as a leader. Click To Tweet

Leaders are so immersed in five motivation-eroding beliefs that they find it difficult to hear, see, or do something different. Click To Tweet

Motivation is a skill. People can learn to choose and create optimal motivational experiences anytime and anywhere. Click To Tweet

Our Critical Review

“Why Motivating People Doesn’t Work… and What Does” seems to borrow a lot from Daniel H. Pink’s classic “Drive.”

However, this doesn’t make Susan Fowler’s book obsolete.

Because, what it lacks in originality, it compensates in applicability.

And that is at least as important.

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Want to Get Great at Something? Get a Coach PDF Summary

Want to Get Great at Something? Get a Coach PDFNothing new on the program today: once again, we talk about coaching and mentoring.

Or, rather, the necessity of it.

However, this time we’ll leave the subject where it’s most safe: in the hands of a surgeon, Atul Gawande.

Unsurprisingly, he’s pretty precise and straightforward:

Want to get great at something?” he asks. “Then, get a coach!

Who Should Read “Want to Get Great at Something? Get a Coach”? And Why?

Coaching is not only for the amateurs, Gawande says; it’s also for the experts.

So, “Want to Get Great at Something? Get a Coach” should function as a wakeup call for everyone who thinks that he/she has reached his/her peak.

In merely 15 minutes, we guarantee that Gawande will change your ways of thinking.

Atul GawandeAbout Atul Gawande

Atul Gawande is an American surgeon and writer.

A professor in the Department of Health Policy and Management at the Harvard T.H. Chan School of Public Health and the Samuel O. Thier Professor of Surgery at Harvard Medical School, Gawande is also the executive director of Ariadne Labs and chairman of Lifebox.

He has authored few bestselling books: “Complications,” “Better,” “The Checklist Manifesto” and “Being Mortal.”

In 2010, he was listed among the 100 most influential people in the world in the annual list assembled by “Time” magazine.

“Want to Get Great at Something? Get a Coach PDF Summary”

There’s no such thing as reaching your peak.

So, if you believe that you are there –  Atul Gawande says in his unassuming (and all the more brilliant for it) 2017 TED Talk “Want to Get Great at Something? Get a Coach” – you’re not seeing things objectively.

In other words: if you are at a stage where you can’t find any more room to improve, that doesn’t mean that you can’t; it only means that you can’t on your own.

It all boils down to this small, but extremely important distinction, which, in its less formal imperative version, sounds a bit Nazi:

Get a coach!

However, this, in Atul Gawande’s opinion, is the best advice you will ever get, and his conviction is deeply rooted in a continual interest for and personal strive for excellence, best summed up by his inspiring and thought-provoking credo:

It’s not how good you are now; it’s how good you’re going to be that really matters.

Now, Atul Gawande is a world-renowned surgeon who just recently – barely two weeks ago (June 20, 2018) – was named a CEO of a healthcare venture jointly owned by Amazon, Berkshire Hathaway, and JP Morgan Chase.

So, how much better can he get?

Or, to rephrase that: if he’s the best, then who’s better than him to coach him?

To answer this, Gawande starts by addressing one fundamental question: “How do professionals get better at what they do?”

And there are two views about this.

The first one is the pedagogical view.

According to it, expertise means not needing to be coached. That is: you know you’re good, when you can make it on your own.

In fact, you allow yourself to be coached (read: “you go to school, you study, you practice, you learn…”) so that you can reach a stage in which your know-how will make a coach obsolete:

A professional is someone who is capable of managing their own improvement.

There is practically no professional on this planet who hasn’t gone through this process.

Which is why, for the most of them (whether they are lawyers, scientists or musicians), it seems a bit shameful to ask someone else for help.

It basically means that you haven’t finished your training process; or even that you are admitting that the other guy knows more than you.

The opposing view comes out of sports.

According to this one, everybody needs a coach; in fact, in sports, coaching is an essential part of talent, no matter how talented you are.

And, as opposed to other fields of human endeavor, we are not at all surprised to see even the greatest basketball or chess players coached!

According to Gawande, this latter view is the right one – no matter what you are, or what you want to become.

Take him, for example!

As we said above, he’s one of the best surgeons in the world.

But, once he realized that he wasn’t improving anymore, Gawande decided to hire a coach, i.e., to ask a former professor of his (Bob Osteen) to observe him in his operating room.

I remember the first case,” notes Gawande. “It went beautifully. I didn’t think there would be anything much he’d have to say when we were done. Instead, he had a whole page dense with notes.

Why?

Because Bob could see Atul from a different perspective; and from where he was, Atul’s elbow was up in the air every once in a while, and the light had swung out of the wound.

Small things – but it’s them that matter in the long run.

Another great example would be Itzhak Perlman, one of the greatest violinists of our time.

His coach?

His wife, Toby, who’s always in the audience at his performances, observing him and giving him feedback.

And why should Itzhak listen?

Because coaches perform three fundamental functions you can’t do (at least not as well) on your own.

First of all, they can be your external eyes and ears, providing a more accurate picture of reality – one that you can’t see from where your standing.

Next, they are capable of recognizing fundamentals and instilling positive thinking, i.e., they can motivate us and remind us of the things we might have forgotten.

Finally, they can break our actions down for us, and then, they can help us build them back up once again.

So, do you still think you are better off without a coach?

Well, think again!

Key Lessons from “Want to Get Great at Something? Get a Coach”

1.      What Does It Mean to Be a Professional?
2.      Two Views on Coaching
3.      What Do Coaches Do? Three Benefits of Coaching

What Does It Mean to Be a Professional?

In the opinion of most people, a professional is someone who is capable of performing what he does independently.

And few – if anyone – can argue with this definition.

However, a professional is also someone who is constantly improving in his field.

Here’s the catch:

Can you improve unaided?

If you can – then what’s the deal with the education system?

Should we redefine the term “professional”?

Two Views on Coaching

There are two opposing views on coaching.

According to the pedagogical one, coaching is the process through which you need to go to become a professional. According to sports-related people, coaching is an essential part of being a professional.

In other words, the former think that once you learn your craft, you don’t need to be coached anymore; the latter believe that even if you are the best in the world – you still need a coach.

What Do Coaches Do? Three Benefits of Coaching

Why would a Tiger Woods or a Michael Jordan need a coach?

Well because coaches provide three benefits of utmost importance.

In the words of Gawande, they are

your external eyes and ears, providing a more accurate picture of your reality. They’re recognizing the fundamentals. They’re breaking your actions down and then helping you build them back up again.

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“Want to Get Great at Something? Get a Coach Quotes”

I think it's not just how good you are now, I think it's how good you're going to be that really matters. Click To Tweet

The greatest in the world needs a coach. Click To Tweet

You don't recognize the issues that are standing in your way or if you do, you don't necessarily know how to fix them. And the result is that somewhere along the way, you stop improving. Click To Tweet

Great coaches…are your external eyes and ears, providing a more accurate picture of your reality. Click To Tweet

I saw a team transformed because of coaching. And I saw at least one life saved because of it. Click To Tweet

Our Critical Review

The main idea of Atul Gawande’s TED Talk is there in its title: “Want to Get Great at Something? Get a Coach.”

And, obviously, it’s not exactly an innovative one.

However, his argumentation, and the fact that he’s a surgeon and has successfully employed this advice in his own practice, makes all the difference.

Put differently, this TED Talk may finally help you realize the importance of coaches and even inspire you to get one.

No matter what you do.

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The New Financial Order PDF Summary

The New Financial Order PDFRisk in the Twenty-First Century

Over the course of thousands of years, people did everything in their power to minimize the risks.

Consciously or unconsciously, we strive to create a better living space, in which we can then indulge in leisure activities.

To do so, you have to take every potential financial threat into account.

Acting with caution is what this book summary is all about – Read on!  

Who Should Read “The New Financial Order”? And Why?

We often hear about the New World Order, but is there a new financial one? Let’s find out. Indeed, having an alternative for every possible scenario is impossible.

The New Financial Order” targets a new set of audience, which realize that risks are everywhere and hiding from them is easier said than done. We recommend it for people who have at least basic knowledge in economic processes and inconsistencies.

About Robert J. Shiller

Robert J. ShillerRobert James Shiller is one of America’s finest economists and authors. Currently, he is an economics professor at Yale University.

Robert is the author of several books including Irrational Exuberance.

“The New Financial Order PDF Summary”

Economic risks in the new age are treated as harmless voice, whose impact is widely disregarded. Politicians don’t seem to be stressed out about the influences which may affect the country’s GDP and global economy.

We are accustomed to stability, which is fragile even after WW2. The progress and the endless opportunities have made the everyday person feel like – there’s nothing significant to make a fuss about!

90% of these low-profile risks are perceivable only in the long-run, thereby making it impossible to spot an early threat. Due to such occurrences, politicians, the general public, and the media take them for granted.

For instance, having life or property insurance is the central defense mechanism most people embrace to safeguard their interest. Nonetheless, have you given any thoughts on the risks deriving from business twists, such as – What if Global Warming instigates chaos in your industry? Or, what if the new administration affects the currency that you are highly dependent on?

You don’t need us telling you that such precautions are non-existing, and insurance policies can’t cover similar eventualities. So, what can at least minimize the risk? Companies and organizations are compelled to manage present-day threats triggered by cutting-edge technology and here’s how:

  • Gradual replacement of human resources with more-advanced technological machinery and gear.
  • To find lucrative opportunities for you to leverage by using globalization as your main weapon.
  • The prowess on the “battlefield” which allows a few prominent individuals to absorb the lion’s share of incomes and eventually profits.
  • The ability to allocate resources to focus on building highly-advanced military equipment.

Fluctuation in currency values occurs mainly due to external influences such as in the event of war, change of foreign policy, and others. This never-ending economic issue can be put under control by pressing into service the indexed units of an account.

People are aware of the growing economic concern, which may one day leave them on the brink of financial collapse. In addition, people buy insurance policies to ensure that after some unpleasant event in the future, they’ll have a backup plan to cover their losses.

However, the society falls short in delivering highly needed offers to deal with two prevailing economic risks:

  • The potential risk of not being able to sustain the earning power.
  • The potential risk of a drop-off in terms of property value.

How the process goes? Similar to other insurance policies, the idea is to pass the buck over to investors who would then manage to diversify the portfolio to control the risks:

Livelihood Insurance

Let’s say that a company may face a potential bankruptcy, and the workers are in a real threat of ending up penniless. So, what do we do? To bottom line is, the insurance companies must find a way to put all skills and specialists into one basket. By stretching the net wide, students will not be reluctant to choose a risky profession instead of going for something mediocre.

Home Equity Insurance

In the late 70s, the idea of this type of insurance came to light. Coming directly from the Chicago suburbs, the movement was launched to stem “white flight.” Nowadays, when we have all the available technology and data in home price indexes, people can create better policies.

Macro Markets

How far is the stock market obliged to go? We often take it as an indicator of the economic performance of a single country or region. It’s critical for you to realize that only a tiny portion of country’s financial capabilities can be gauged in the same manner.

If you are in pursuit of a better proxy-indicator – you might want to take into account the macro markets, in which potential investors could have a look at the country’s GDP.

Not being able to trade securities in similar eventualities could inflict a major blow in the country’s economic display on the global arena. This market exchange allows the investors to bet on the future values of incomes or properties!

Finding common ground with all parties is vital for keeping the morale up and ensuring that the poorer countries are gradually escaping the circle of stagnation.

Key Lessons from “The New Financial Order”

1.      Currency values are at risk
2.      Global awareness and understanding
3.      The power of a deal

Currency values are at risk

Most people don’t know that currency as a way of evaluating someone’s wealth is declining in popularity.

According to recent financial analysis, less than 5$ of U.S. household financial capabilities are “guarded” in bank vaults. A significant chunk of the daily transactions including electronic money transfer are not cashed.

Global awareness and understanding

To stabilize the market, you need global contribution. Wealthier nations should bear the cost of low GDP in economically-weak regions, by lending money in the Third-World.

In addition, expecting a compensation when the country exceeds the GDP-expectations in the foreseeable future.

The power of a deal

The potential progressive problems can be subsided if agreements are made. The amounts paid as a foreign aid are targeting to improve the well-being of the global community.

Directing these economic resources to newly-formed or transition countries can lead to relieving the plight of those living in poverty.

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“The New Financial Order Quotes”

History shows that much of financial innovation, even that which appears in the private sector, occurred only after some government initiative to improve financial markets. Click To Tweet Concerns about privacy should not lead us to try to stop progress in identification systems tied to databases. The challenge is to design these systems correctly. Click To Tweet Inequality insurance is not a Robin Hood plot to take money from the rich and give it to the poor. Like other risk management devices, it focuses only on protecting all of us from future risks. Click To Tweet Investors around the world are perfectly capable of handling the risks of Bulgaria, or of any other country, by putting it into a diversified portfolio. Click To Tweet The new information technology puts economics today roughly where astronomy was when the telescope was invented. Click To Tweet

Our Critical Review

Every book designed around the objective of improving the reader’s financial status deserves our praises.

This is not a “How-to-get-rich-quickly” Guide but how to stay wealthy.

Learn the gapes, and protect yourself and your family from a possible breakdown.

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Reset PDF Summary – Ellen Pao

Reset PDFMy Fight for Inclusion and Lasting Change

If you’re living in the States, you’ve probably heard many things about the Pao v. Kleiner Perkins 2015 case.

Here’s your chance to hear it from the horse’s mouth:

“Reset” is the work of none other but Ellen Pao herself.

Who Should Read “Reset”? And Why?

If you are a woman and you feel that you have experienced some form of sexual harassment at work – read this book right away.

It has inspired many to come out with their stories; it should inspire you as well.

And the future of whole humanity depends on that fact.

We’re not exaggerating.

Ellen PaoAbout Ellen Pao

Ellen Pao is an American investor and activist, the co-founder of the diversity consulting organization Project Interlude.

After her gender discrimination suit against Kleiner Perkins made her a celebrity and earned her a reputation as a champion for women rights, she has focused her efforts on making the problems women face at work more widely known.

“Reset,” a book chronicling her battle against Kleiner Perkins, is part of this campaign.

“Reset PDF Summary”

Discrimination is a thing of the past, right?

Well, that’s exactly what Ellen Pao, the middle child of three daughters born to Chinese immigrants in New Jersey, believed as well.

After all, she had the fortune of being born in the Land of the Free, the one country in the world in which vertical mobility is firmly rooted in the reality of people’s day-to-day activities, the nation which prides itself in being the leader of the democratic world.

So, when Ellen Pao graduated from Harvard Law School in 1994, she believed that her sought-after future is there for the taking.

Nothing could stop her.

However, her outlook changed the minute she got a job as a corporate lawyer at the renowned New York City law firm Cravath, Swaine & Moore.

The first thing Ellen Pao noticed was not a good thing: sexual discrimination.

So deeply embedded in the workplace that even those suffering from it weren’t able to notice it.

For example, one of her colleagues – an African-American female – was constantly mistaken for a paralegal or an administrative assistant, despite the fact that she was dressed like neither.

Even worse: the culture of the firm was so obviously a male-dominated one that one time, the head of the department organized a visit to a strip club!

Naturally, the only people who were allowed to come were her male coworkers – resulting in her and her female colleagues missing out on the opportunity to get to know their boss on a more personal level.

Now, is that fair?

If you think not – then, brace yourself: it gets even worse from here.

After finishing her two-year MBA at Harvard Business School, Pao started working as chief of staff at the well-known venture capital firm, Kleiner Perkins Caufield & Byers.

The result?

Some more discrimination.

For example, on a business trip to New York, Pao – the only woman there – had to endure her colleagues talking about the hotness of a potential future member of the company’s board (Marissa Mayer), because, obviously, that’s an important quality to have if you want to succeed.

Then, the conversation moved even more doggedly in that direction, as the men started bragging about meeting the famous porn star Jenna Jameson, finally culminating in a night out for which Pao didn’t receive an invitation.

Once again, she was left out.

Her only fault?

Being a woman.

But that’s not the end.

The “boys club” philosophy of Kleiner resulted in the company even ignoring some of her advises, like, for example, her pitch for Twitter in the early days of the company when she even arranged a meeting with the company’s then-CEO, Jack Dorsey.

However, after a male junior partner had made the same pitch four years later, Kleiner agreed to invest, hailing the male partner as a genius and completely disregarding Pao’s offer, made when Twitter’s value was lower by 400 percent!

Things escalated when Ellen Pao started seeing her coworker Ajit Nazre.

She believed Nazre had separated from his wife when she began dating him, but once she found out he was lying, Pao terminated their relationship.

This did not go well with Nazre, who started intentionally misleading Pao, excluding her not only from important meetings but also from as important email threads.

Pao complained of Nazre’s misconduct to her managing partner, Ray Lane, but Lane wasn’t interested in listening to her since he was much closer to Nazre due to the “boys club” philosophy which allowed for Ray and Ajit to bond over the many male-only events and dinners they had attended together.

When Nazre was promoted, Pao’s circumstances worsened even further, since he now started writing negative reviews about her!

Ellen filed numerous complaints, but this only resulted in Kleiner’s HR consultant telling her to stop complaining.

The situation became so unbearable that Pao was thinking of leaving the company – even though she liked the job.

However, while confiding to Trae Vassallo, a fellow junior partner – also a female – Pao learned that she wasn’t the only one with the same problem.

Namely, Ajir Nazre had sexually harassed Trae Vassallo as well, tricking her into going with him on a fake business trip during which he tried to force himself upon her.

Now, the women got a serious case against Nazre, and this led to him finally leaving the firm.

The battle was won.

The war had just begun.

Its supposed culmination: Pao v. Kleiner Perkins, a landmark trial which became a cause célèbre after it got the attention of the media.

The final verdict arrived on March 27, 2015.

And according to it, Ellen Pao lost the case.

However, as it turned out, it was merely a slight hitch on the road to equality.

Because Pao’s case inspired many women around the world with similar experience to start sharing their stories.

The #IWasRapedToo hashtag, the Chia Hong v. Facebook and Tina Huang v Twitter trials, Katie Moussouris suit against Microsoft – these are all part of Ellen Pao’s legacy.

In fact, reporters started calling the sudden surge of women complaining against gender discrimination, quite appropriately, the Pao Effect.

Key Lessons from “Reset”

1.      Gender Discrimination Is a Real Thing
2.      Ellen Pao’s Role in Gamergate
3.      Project Interlude

Gender Discrimination Is a Real Thing

We can discuss the reasons as much as you want to, but it’s an undeniable fact that men earn more and women earn less.

And, as Ellen Pao found out working for few exceptionally powerful and influential American firms, this is merely the beginning.

Because women also have many fewer opportunities to change the disparity for the very simple reason that companies tend a “boys club” culture, which includes all-male events, strip clubs, and female-objectifying discussions.

In a nutshell – if you want to succeed as a woman – you better become a man.

Ellen Pao’s Role in Gamergate

In 2014, journalist Eron Gjoni published “thezoepost” in which he detailed his relationship with Zoë Quinn, an American video game developer and programmer.

The content of the post resulted in Zoe being the constant victim of doxing, in addition to receiving numerous rape and death threats.

One of the platforms on which this was happening was Reddit, of which Ellen Pao was a CEO at the moment.

Appalled by the incident, In 2015, Ellen Pao “banned revenge porn and unsolicited nudes” on Reddit, resulting in many similar websites (including Facebook) embracing the zero-tolerance policy.

Project Interlude

After losing the case against Kleiner, Ellen Pao felt that it would be wrong to let all the support she had during the time go to waste.

So she gathered other women in executive positions, and, together with Erica Joy Baker (former Google engineer), Tracy Chou (former Pinterest engineer) and Brianna Wu (diversity advocate), she co-founded Project Interlude.

Its goal: giving CEOs useful advice on diversifying.

Its status: an award-winning non-profit organization.

Fully in line with the motto of “Reset,” this wonderful Toni Morrison’s quote:

If you are free, you need to free somebody else. If you have some power, then your job is to empower somebody else.

So, go Pao!

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“Reset Quotes”

If you get an opportunity that someone offers you, take it. Click To Tweet

There are so many times that being a woman of color counts against you. If it ever gives you an advantage, don't feel guilty about it. Click To Tweet

There was some awareness back then about hidden gender bias, particularly because of research like the famous ‘Howard and Heidi’ study. Click To Tweet

If you are free, you need to free somebody else. If you have some power, then your job is to empower somebody else. (Via Toni Morrison) Click To Tweet

More than ever, I believe that most people are ready to face the issue of diversity in tech. Click To Tweet

Our Critical Review

Shortlisted for the 2017 “Financial Times” and “McKinsey” Business Book of the Year Award, “Reset” is the best – even though at times, a bit too subjective – account you’ll find out there of the Pao v. Kleiner Perkins case which effectively blew open a conversation about the status of women.

Relatable (yes, even if you are a man) and brave, “Reset” serves as both a lesson in awareness and a rallying cry for equality.

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