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March 2014
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10 posts from April 2014

Is there any human behavior that can't be explained by pattern making?

As a person who's never been in love with practice, I'm beginning late in life to understand its power. Repetitions strengthen muscles and memory. The patterns feed the mind. Superstitions are efforts of the mind to find patterns where none exist, although many athletes put them to work as cues to fall into a desired behavior. As we work to improve the quality of life, we have to focus on our patterns. Do you have the patterns you need and desire?

Aeon magazine: Why we love repetition in music, 2014 by Elizabeth Hellmuth Margulis

Tq140414...‘musicalisation’ shifts your attention from the meaning of the words to the contour of the passage (the patterns of high and low pitches) and its rhythms (the patterns of short and long durations), and even invites you to hum or tap along with it. In fact, part of what it means to listen to something musically is to participate imaginatively....

Repeated exposure makes one sound seem to connect almost inevitably to the next, so that when we hear ‘What is love?’, ‘Baby, don’t hurt me’ immediately plays through our minds. Few spoken utterances contain this irresistible connection between one part and the next. And when we do want bits of speech to be tightly bound in this way – if we’re memorising a list of the presidents of the United States, for example – we might set it to music, and we might repeat it. Listening seems musical when the current bit of sound feels like it’s inextricably pulled to the next bit of sound. Repetition intensifies this effect.


Assigning ourselves a job

Looking for a job is not about working on a resume or searching job listings. It's about assigning work for yourself. Tq140407wd

Ask The Headhunter: 2 Big Time Sucks: Resume and Slowpoke Employers, 2014 by Nick Corcodilos

  • What’s the problem (or the opportunity) the manager faces?
  • What are the possible solutions?
  • What resources will you need to achieve it?
  • What’s your short-term and long-term plan for doing the work?
  • What are the obstacles?
  • What’s the payoff to the employer and to you?
  • What questions do you need answers to?

Managing versus making things happen

Many people are promoted for the ability to "make things happen," and many people start successful businesses because they know how to accomplish wonderful things. Unfortunately, execution is different than both management and leadership. When these "executives" manage other people, they hold them back. Tq140404ss

When we are managers we must stop doing and start helping other people.

HBR Blogs: Why Good Managers Are So Rare, 2014-Mar-13 by Randall Beck and James Harter

If great managers seem scarce, it’s because the talent required to be one is rare. Gallup finds that great managers have the following talents:

  • They motivate every single employee to take action and engage them with a compelling mission and vision.
  • They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
  • They create a culture of clear accountability.
  • They build relationships that create trust, open dialogue, and full transparency.
  • They make decisions that are based on productivity, not politics.

Gallup’s research reveals that about one in ten people possess all these necessary traits....

...finding great managers doesn’t depend on market conditions or the current labor force. Large companies have approximately one manager for every 10 employees, and Gallup finds that one in 10 people possess the inherent talent to manage. When you do the math, it’s likely that someone on each team has the talent to lead. But given our findings, chances are that it’s not the manager. More likely, it’s an employee with high managerial potential waiting to be discovered.

The good news is that sufficient management talent exists in every company – it’s often hiding in plain sight. Leaders should maximize this potential by choosing the right person for the next management role using predictive analytics to guide their identification of talent.

For too long, companies have wasted time, energy, and resources hiring the wrong managers and then attempting to train them to be who they’re not. Nothing fixes the wrong pick.