Quote from the book: “Six Thinking Hat can help you think better, make right decisions, explore new ideas. De Bono Unscrambles the thinking process”
Excellent Method For Managing Brainstorming Group Sessions
See on www.slideshare.net
Global Leadership, International Career, Expat Life, Intercultural Communication
Top 11 best management and leadership practices from Red Hat CEO Jim Whitehurst:
1- Replace the word “boss” with the word “cheerleader.” The more senior people don’t necessarily have the best ideas,”
2-Include anyone in the decision process, not everyone. In a meritocracy, the people choose their areas of interests and participate.
3-It’s not democracy. It’s transparency. Employees don’t get to vote decisions but managers have to explain and articulate the reasons for the decisions they are responsible for.
4-Collaboration tools can be a stupid idea Collaboration is a culture, not a set of tools
5-People will call you an idiot. Let them. The real problem is getting people who are genuinely nice to say something that might be harsh
6-Passionate employees will clobber each other. Let them
7-Guide employees to self police. As people grow comfortable expressing opinions, the obnoxious opinions will naturally be shouted down.
9-Employees who deserve free time get it, 100% of the time. At Red Hat, engineers who earn the respect of their peers get to spend “100% of the time to do what they want and everyone else gets zero.
10-Decisions take longer but execution is nearly flawless. Listening to employees means it takes a lot of time for every decision. That can be painful for managers. But it’s worth it.
1. Users are contributors (leaders lower the barriers for users to contribute)
2. People are free to contribute how they choose (leaders motivate and coordinate volunteers across modular opportunities)
3. Governance is by a do-ocracy, not democracy
4. Community is a vital asset to any open source project.
5. Well-defined communication and systems are vital
6. Contribution process is rigorously defined.
See on www.businessinsider.com
Related article : The Open Source CEO: Jim Whitehurst (techcrunch.com)
According to the latest Gallup survey on American employee’s productivity conducted in 201, only 29% of employees were engaged or involved and enthusiastic about their job. In contrast 71 % of full-time workers, were “not engaged” including 20% miserable or actively disengaged. These findings are really shocking and very disheartening. Miserable employees are simply ignored, they are disconnected from the company’s goals, often scared to lose their job, taking sometimes additional workload from a colleague who has been laid-off.
Can sustainable organizations ignore employee’ s morale ? Cutting costs has direct impact on the bottom line but not necessarily in the desired way:
For the most part the recovery of the American economy is dependent on the innovation capacity of America Inc. If employees are not intrinsically motivated chances are very high that they are not creative as well. and won’t work hard enough as passionate people do according to Steve Jobs in a video about the rules for success. I cannot agree more and I have observed the power of passion in people at any level and any function of organizations and across cultures.
Passion is putting you in a state of “flow” where you ignore fatigue or hunger because you are so engaged by what you do that you ignore the time you spend on a particular activity, you are intrinsically rewarded by what you do and truly happy. The concept of “flow” has been introduced by Mihaly Csikszentmihalyi a psychologist making connections between satisfaction and daily activities in his book: ” Flow: The Psychology of the Optimal Experience“.
Being passionate is coming from the inside-out. You can break somebody’s motivation very easily but it is very hard for leaders to inspire people to give happily the best of what they have to offer if they don’t want to and don’t have trust in the management.
High performance organizations know that engaged employees drive customer value and business performance. Good examples of such companies are Google or Zappos with its CEO’s vision of putting his people first.
Gallup measures employees’ engagement by collecting the answers of the following 12 survey items listed bellow.
If you want to engage people you need to provide what it takes for them to say YES to a maximum of the questions:
In the second part of his look at the US military and language learning, The World\’s writer Alex Gallafent, reports on efforts to develop automated translation devices for US soldiers to use in the field instead of human interpreters.
In this article, there are interesting developments in the field of automated translation integrating, body language, slangs or dialect. Toshiba is developing a Voice Translation Software and Google just released the Google Voice Translator app for smartphones.
Beside the military use, In today’s global competitive market, it is very important to be able to communicate with the right language conveying more information than just words such as business etiquette, gestures or facial expressions. If a human translator is still required in most business negotiations, being able to translate simple sentences and body language correctly through voice translation is a great step toward making our world an even more global village. I also think it is a great way to learn and practice a language.
Read full story: Machine translation for the military.
What about your employees ? Do you give them extra money if they exceed their goals ?
The way you encourage and praise kids and adults is very cultural. For example in France, Japan or China praise is rare. Those cultures think that too much praise will spoil the children and prevent them from making efforts to get results. On the other hand, in America, it is almost considered as a crime if you don’t praise your kids for anything and everything they do. Most teachers and parents think that praising children is good for their self-esteem.
Our basic strategy for raising children, teaching students, and managing workers can be summarized in six words: Do this and you’ll get that. We dangle goodies (from candy bars to sales commissions) in front of people in much the same way that we train the family pet.
In the famous book, “Punished by Rewards”, Alfie Kohn shows that while manipulating people with incentives seems to work in the short run, it is a strategy that ultimately fails and even does lasting harm.
On a short-term basis, praise do increase the motivation in children and adults for boosting the performance at school or at work. However many evidence-based studies show that in the long run the motivation is actually decreasing. Those studies also demonstrated that both in children and adults praise kills risk-taking attitude and creativity.
In one experiment, two groups of children in 5th grade were asked to make an easy puzzle for everyone. In one group the children have been told that they were very intelligent and the other group that they worked hard. Then the same groups of students got the option to choose between doing another easy puzzle or a more difficult and challenging one. In the group who was told they were very intelligent, the majority selected the easy one while in the other group more children choose to take the challenge of making a more difficult task.
Kids praised for being smart want to keep looking good, therefore they avoid taking risks or more challenges due to fear of failure preventing them to learn new things. They have also a tendency to be competitive and benchmarking themselves with other kids. On the contrary, the children who have been told they worked hard learned that by working harder they can learn more and preferred the challenging task.
In this article “effect of praise” there are good tips on how to praise kids the right way.
In business, financial incentives like sales commissions and bonuses are the most common ways used to motivate people and reward performance despite the fact that most economic and behavioral scientific studies demonstrate that it doesn’t work. Companies like Google, Apple or Zappos use different approaches based on intrinsic motivation rather than external rewards and get better results on how workers are engaged and creative.
The If-Then-Rewards model destroys creativity
In this video: TED talk, Dan Pink demonstrates that financial incentives don’t work on productivity and motivation for most people working in jobs that require more than just following simple tasks. What works on a long run is employee’s autonomy, engagement, mastery and purpose
Many institutions provide very large incentives for tasks that require creativity, problem solving, and memory. Our results challenge the assumption that increases in motivation would necessarily lead to improvements in performance. Across multiple tasks (with one important exception), higher monetary incentives led to worse performance. the largest the financial incentives the poorest the performance were .
In thisvideo, Freaknomics‘s author Steve Levitt found also lot of evidence that giving financial incentive don’t work.
In conclusion, While most people think intuitively that too much punishment may not be an effective way to improve performance on cognitive tasks such as learning or being creative, the negative impact of over-praising or offering large incentives is ignored by most parents, teachers and companies. Anything that stimulates intrinsic motivation such as autonomy and independence, overcoming personal challenges or problem solving is the way both schools and companies should base their incentive programs.Related links: http://www.parentingscience.com/theory-of-intelligence.html http://www.rotman.utoronto.ca/newthinking/largestakes.pdf
Why Paying a coffee at Starbucks 3$ while you could get a good coffee at your local Deli or coffee shop for 99 cts?
This is not only the taste, price does not matter because you don’t drink coffee, it is the “Starbucks Experience“: Everywhere in the world Starbucks use the same design with subtle adjustments to local cultures but the offer is basically the same everywhere: lounge-music, sandwiches and cakes, mugs with the city name and other accessories. The beverage pricing is “fixed” in local currency, 3$ for a “Tall” coffee in Atlanta or New York and 3 Euros in Paris. This means in Paris it is about 30% overvalued against the dollar.
Starbucks has a global blog with access to many countries’ pages translated in local languages.
For sure Jean-Paul Sartre, Simone De Beauvoir and all the ” Parisian Rive-Gauche” intellectual elite would be horrified to know that the “Quartier Latin”, where the French cultural revolution took place in 1968, has already three lounges from the American coffee company around “Place Saint-Michel” . There are 50 Starbucks in Paris: http://www.starbucks.com/blog/ah-paris! . Read more about Starbucks in France from an American Expat in France.
The customers look more or less the same in big cities: You will see in New-York or Paris, moms with babies in strollers who socialize for the whole afternoon, students writing their essays on their laptops or workers indulging in high Kcal cakes with a “Non-fat Grande Latte” or a double-shot espresso posting some pictures on Facebook or tweeting while checking their emails at lunch break. All Starbucks have a WIFI connection.
Starbucks Coffee Company has 15,000 coffee lounges in North America, Latin America, Europe, Middle East, Asia and the Pacific Rim all of them offering the same concept. For some travelers, finding a Starbucks in Qatar or Tokyo is a way to be in a known territory, feel connected with both the other clients and the “partners” (staff) even if they are 3,000 kilometers away from their home.
Starbucks’ mission statements is almost the same everywhere slightly localized to local customers’ values but not much as you can see from he missions statements I translated from Starbucks’ blog’s country pages:
In France : We are committed to providing the best coffee in the world and the best tasting experience to our customers while managing our business in order to contribute to changing social, economic and ecological communities where we operate.
In the US: Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time. Starbucks is committed to a role of environmental leadership in all facets of our business.
In Brazil: The mission of Starbucks is more than words on a piece of paper. It is the philosophy that guides the way we do business in our day-to-day. To establish Starbucks as the premier provider of the finest coffees in the world, without ever compromising their principles throughout our growth process.
#1 Provide a great work environment and treat each other with respect and dignity.
#2 Embrace diversity as an essential component of the way we do business.
#3 Apply the highest standards of excellence to the purchasing, roasting, preparation and delivery of our coffee.
#4 Generate enthusiastically satisfied customers all the time.
#5 Contribute positively to our communities and our environment.
#6 Recognize that profitability is essential to our future success.
1-Same principles apply for Starbucks and your global personal brand: be yourself everywhere with the minimum of cultural adjustments in your communication strategy: use your target audience’s language and key words but your value offer remains the same globally.
2-Define your global target audience your target customers’ profile might slightly differ from one country to another but you should feel “connected” through their values and principles otherwise your concept or unique selling point cannot work globally.
3-Values shape actions: yours and those of your stakeholders: clients, partners, employees, employers, subordinates, etc. Craft your value proposition based on who you are and what your are best at doing ? Be aware of your perceived image in different countries: choose your target carefully. Write your personal mission statement that identify what you do that is unique for a company or a client to hire you: Combine your unique attributes+ benefits for your target audience: Here is mine (not perfect but the key elements are there) :
“I am a professional coach with 20 years of international business management in Fortune 500 global companies in the US, Europe, Asia-Pacific, inspiring global executives to reach their full potential by leveraging difference for excellence while inventing their futures”
4-Communicate with cultural sensitivity your global offer : Be aware of local customs and your competitors’ offer locally but if your concept has a true global value, then competition does not matter, at least if you are the first on the market. In France be formal, always use Mrs. or Mrs for first contact, in US you can use first name even if you don’t know the person. If you apply for a local job in Japan, use Japanese only if you are fluent, in most cases International Japanese or foreign-owned companies are looking for a specific expertise and English fluency. If you have the time to learn and become fluent do, but if you can only learn “survival Japanese” to break the ice that is fine as in business settings a translator will probably be used even if your partner is fluent in English.