16 luglio 2015 § Lascia un commento
HBR è sempre una fonte inesauribile di argomenti interessanti;
Regardless of your age, background, or accomplishments, you have probably fantasized about the possibility of a new career at some point in your life – those who haven’t are the exception.
LinkedIn reports that of its 313 million members, 25% are active job seekers, while 60% can be considered passive job seekers – people who are not proactively searching for a new job, but seriously willing to consider opportunities. In addition, there has been a steady increase of self-employed and temporary workers over the past two decades. This is true even in rich economies with low unemployment rates, like the U.S. and the U.K., partly because of the glamorization of entrepreneurship, the rise of the sharing economy, and the ubiquity of incompetent management, which makes the prospect of not having a boss rather alluring.
Yet at the same time, humans are naturally prewired to fear and avoid change, even when we are decidedly unhappy with our current situation. Indeed, meta-analyses show that people often stay on the job despite having negative job attitudes, low engagement, and failing to identify with the organization’s culture. And, since career changes are often driven by emotional rather than rational factors, they often end up disappointing. So at the end of the day, there is something comforting about the predictability of life: it makes us feel safe. As the Danish philosopher Søren Kierkegaard observed: “Anxiety is the dizziness of freedom.”
You and Your Team
When you’re feeling stuck.
The inability to make a decision is in itself anxiety-provoking, because it increases uncertainty about the future. In addition, most people, even millennials, value long-term job stability, not just in themselves but also inothers. Unsurprisingly, the OECD sees job security as a key component of quality of life, while academic studies report that job insecurity is a major cause of psychological stress.
All this explains why it is so hard to leave a job, no matter how uninspiring or monotonous it may be. In order to help you decide whether it may be time for a career change, here are five critical signs, based on psychological research, that you would probably benefit from a career switch:
- You are not learning. Studies have shown that the happiest progression to late adulthood and old age involves work that stimulates the mind into continuous learning. This is particularly important if you are high onOpenness to Experience/Inquisitiveness, a personality trait associated with curiosity, creativity, love of learning, and having a hungry mind.
- You are underperforming. If you are stagnated, cruising in autopilot, and could do your job while asleep, then you’re almost certainly underperforming. Sooner or later, this will harm your resume and employability. If you want to be happy and engaged at work you are better off finding a job that entices you to perform at your highest level.
- You feel undervalued.Even when employees are happy with their pay and promotion prospects, they will not enjoy their work unless they feel appreciated, especially by their managers. Furthermore, people who feel undervalued at work are more likely to burnout and engage in counterproductive work behaviors, such as absenteeism, theft, and sabotage. And when the employee in question is a leader, the stakes are much higher for everyone else because of their propensity to behave in ways that coulddestroy the organization.
- You are just doing it for the money. Although people tend to put up with unrewarding jobs mostly for financial reasons, staying on a job just for the money is unrewarding at best, and demotivating at worst. As I pointed out in a previous post, employee engagement is three times more dependent on intrinsic than extrinsic rewards, and financial rewards extinguish intrinsic goals (e.g., enjoyment, sheer curiosity, learning or personal challenge).
- You hate your boss. As the saying goes, people join companies but they quit their bosses. This implies that there is a great deal of overlap between employees who dislike their jobs, and those who dislike their bosses. In ourresearch, we find that 75% of working adults find that the most stressful part of their job is their immediate supervisor or direct line manager. Until organizations do a better job at selecting and developing leaders, employees will have to lower their expectations about management or keep searching for exceptional bosses.
Of course, these are not the only signs that you should pay attention to. There are many other valid reasons for considering a job switch, such as work-life balance conflicts, economic pressures, firm downsizing, and geographical relocation. But these reasons are more contextual than psychological, and somewhat less voluntary. They are therefore less likely to lead to decision uncertainty than the five reasons I listed.
At the end of the day, real-world problems tend to lack a clear-cut solution. Instead, the correct answer depends on its consequences and how pleased we are with the outcome, and both are hard to predict. As Abraham Lincoln said, “the best way to predict the future is to create it,” so the only way to know whether a career move is actually right for you is to make it.
5 agosto 2014 § Lascia un commento
Può essere difficile e in un trattativa riuscire a mantenere un rapporto personale con un cliente o con un capo, in quanto si possono creare tensioni. Ma rinunciare alle proprie esigenze non è altro che un errore
Qui ci sono tre modi per negoziare senza imbarazzo:
Trattare con la mente aperta
Separare il vostro rapporto da l’essenza di ciò che è in discussione. Sottolinea che la relazione è importante per voi, ma poi accetta di metterlo da parte. Se non lo fai, sarà difficile affrontare termini specifici, le condizioni o preoccupazioni.
Non lasciate che diventa una leva.
“Se tu fossi un buon partner, sarete d’accordo con me,” non è una strategia efficace per voi o il vostro interlocutore. Portare la discussione di nuovo al problema specifico a portata di mano.
Non Chiudetevi nella tana.
Invece di placare la vostra controparte per risparmiare rancore, lavorare con lui o lei. Siate rispettosi, ben preparati, e ascoltate. Essere affidabile e costruttivo sarà la mossa efficace per rendere vostro rapporto più forte
18 aprile 2013 § Lascia un commento
Mi piacerebbe raccogliere da parte di tutti coloro che me sentono il bisogno, le,loro idee, e condividerle…
chi ha voglia di crescere con noi?
20 novembre 2012 § Lascia un commento
Amare quello che si fa, amare il proprio lavoro, ecco le chiave del successo…
Io stesso ho vissuto questo momento, sono passato da un lavoro che mi ha fatto crescere mi ha dato la possibilità di fare quello che oggi faccio, e che ho amato ma, che però ad certo punto, per motivi che non derivavano da me ma da altre persone, ho perso la passione.
Oggi svolgo un lavoro che adoro, amo con tutto me stesso al quale dedico ogni momento della il vita
Di seguito un video, “di un certo” Steve Jobs, che testimonia quando detto
19 novembre 2012 § Lascia un commento
Prima di fare qualsiasi ragionamento riguardo ad un’azienda ,bisogna capire se le abbiamo le persone giuste, e se le stesse sono al posto giusto
Solo dal quel momento potrete procedere verso al direzione desiderata,certi di lettera raggiungere gli obiettivi prefissati, diversamente lo sforzo che dovrete applicare sará enorme senza avere la certezza di raggiungere la “destinazione”
Di seguito un video dei più esperti USA, Jim Collins
17 febbraio 2012 § Lascia un commento
Nel Mondo ci sono persone veramente da stimare e da prendere d’esempio. Di fatto quanto sotto raccontato (grazie ad un blog rivolto solo a notizie positive) sembra quasi impossibile, complimenti per il coraggio
Chi sarebbe in grado di fare lo stesso?
C’è un imprenditore che, dopo aver deciso di vendere la sua società, ha pensato di distribuire parte del ricavato ai suoi 1.800 ex-dipendenti, per ringraziarli del lavoro svolto e della lealtà dimostrata verso l’azienda.
Questo imprenditore si chiama Ken Grenda ed è australiano. A fine 2011, Grenda ha deciso di vendere la società che era stata fondata dai suoi genitori nel 1945 e che ha sede a Victoria. La società (che costruisce pullman e ne gestisce i trasporti) è stata venduta per 400 milioni di dollari australiani e Grenda, d’accordo con i due figli, ha distribuito bonus ai suoi 1.800 ex-dipendenti per un totale di 15 milioni di dollari, come ringraziamento per aver contribuito al successo aziendale.
Tutti gli ex-dipendenti hanno mantenuto il posto di lavoro e sono stati assunti dalla società acquirente, ma nell’ultima busta paga …..
8 febbraio 2012 § Lascia un commento
I primi 100 giorni di un CEO o COO (oserei dire), come in politica sono i giorni in cui si esegue il cambio di rotta, e vengono intraprese le nuove scelte e/o decisioni. Ma non sempre, questi 100 giorni sono decisivi e i più facili, ecco quindi di seguito cosa può accadere e come gestire le attività
It’s tough at the top and getting tougher. CEO turnover in medium and large U.S. companies is speeding up: Today CEOs last just six years on average, down from eight years a decade ago. More than 15% of current CEOs are freshmen. Starting off on the right foot is crucial, especially during “the first 100 days,” when new top executives are under intense scrutiny to prove they’re equal to the job. Unfortunately, the 100-day strategy has fallen victim to several myths that make it more difficult for leaders to lead.
MYTH #1: New CEOs should look outward and move quickly, rapidly inspecting personnel and procedures and identifying shortcomings in order to “sort out the mess.” One CEO, newly installed in an ailing industrial goods company, wasted time investigating and disparaging his predecessor. After a year of “I’m-not-the-other-guy” leadership, this executive hadn’t stamped his own identity on the business or made any distinctive decisions.
FACT: New CEOs benefit from introspection, not just inspection. They should reflect on their leadership style in order to adapt and harmonize with the company. One CEO, for example, excelled at communicating to small groups, delegating and team-building. Because he initially concentrated on assembling a strong team and personally communicating with them, he was able to develop a firm launch-pad for a variety of initiatives aimed at transforming the company.
MYTH #2: New CEOs should make an impact as soon as possible, notching up some “quick wins.” Consider one American executive who took over a foreign-owned manufacturing company. Without pausing to fully appreciate the company’s culture, ownership structure and tolerance for change, he developed a turbo-charged reorganization and growth plan. The Board of Directors rejected it, forcing him to backtrack, rebuild credibility and endure increased scrutiny.
FACT: New CEOs should find out what makes a company tick and work with this reality to achieve goals. In this spirit, the CEO-elect of an established media company devoted eight months prior to her accession to soliciting the views of stakeholders and identifying areas of future innovation and growth. After taking office and completing her review, she assembled her team. Her patience and precision instilled confidence, enhanced morale, and was rewarded with impressive growth.
MYTH #3: New CEOs should establish their executive team by recruiting the ablest functional and line leaders. One over-enthusiastic food company CEO established a team of outstanding executives, only to find that it wasn’t a team at all, but rather a group of individuals with divergent and conflicting approaches. His role became that of compromise-seeker and peacekeeper, not leader.
FACT: “Teamability” may be more important than individual ability. New CEOs should look for team players, rather than individual superstars, when they establish the inner circle. A top talent who can’t work effectively with colleagues is a liability, not an asset.
MYTH #4: New CEOs must promptly define and communicate performance metrics. An incoming CEO of an entertainment company, eager to secure first-mover advantage, instituted an ambitious growth strategy and set specific targets for managers. The board, concerned he had taken his eye off the core business, forced him to start again.
FACT: Before defining standards and evaluation criteria for others, new CEOs should first establish and communicate how they themselves will be evaluated.
MYTH #5: New CEOs must strive to be the smartest person in the room; you’re the chief, right? After a healthcare executive was promoted over longer-serving colleagues, he took a crash course in their fields of expertise. Whenever they made constructive suggestions, he knew better. Except, of course, he didn’t, and he suffered for it.
FACT: Omniscience is unattainable and does not guarantee great leadership. Smartness is helpful, but so are humility and inquisitiveness. The new CEO of a financial services business, an outside hire, studied just enough to ask the right questions. He acknowledged and deferred to those with superior expertise, but knew enough to challenge easy assumptions. This enabled him to slowly reset the organization’s goals, with his senior colleagues firmly on board.
Perhaps the most dangerous myth of all is that a new CEO’s worth can be judged in the “first 100 days.” That’s often not the case. New CEOs need to maximize job preparation through research, consultation and introspection. They need to listen to others, seek impartial, external counsel who can discuss the un-discussable, and differentiate between self-interested counsellors and the advice of team players. The most successful CEOs are not always the leaders who are most knowledgeable and decisive. Often they are the leaders who create the best teams, inspire peers, and set a coherent vision in keeping with the organization’s mission.
3 febbraio 2012 § Lascia un commento
Vi fermate mai a pensare o siete presi costantemente dalla frenesia delle giornate?
Gestite il vostro tempo o e’ il tempo a gestire voi?
Queste sono alcune domande che dovremmo porci di continuo, e quanto sotto indicato esprime perfettamente cosa abbiamo visto in giro e cosa dobbiamo fare
I was sitting with the CEO and senior team of a well-respected organization. One at a time, they told me they spend their long days either in back-to-back meetings, responding to email, or putting out fires. They also readily acknowledged this way of working wasn’t serving them well — personally or professionally.
It’s a conundrum they couldn’t seem to solve. It’s also a theme on which I hear variations every day. Think of it as a madness loop — a vicious cycle. We react to what’s ain front of us, whether it truly matters or not More than ever, we’re prisoners of the urgent.
Prioritizing requires reflection, reflection takes time, and many of the executives I meet are so busy racing just to keep up that they believe they don’t have time to stop and think about much of anything.
Too often — and masochistically — they default to “yes.” Saying yes to requests feels safer, avoids conflict and takes less time than pausing to decide whether or not the request is truly important.
Truth be told, there’s also an adrenalin rush in saying yes. Many of us have become addicted, unwittingly, to the speed of our lives — the adrenalin high of constant busyness. We mistake activity for productivity, more for better, and we ask ourselves “What’s next?” far more often than we do “Why this?” But as Gandhi put it, “A ‘no’ uttered from the deepest conviction is better than a ‘yes’ merely uttered to please, or worse, to avoid trouble.”
Saying no, thoughtfully, may be the most undervalued capacity of our times. In a world of relentless demands and infinite options, it behooves us to prioritize the tasks that add the most value. That also means deciding what to do less of, or to stop doing altogether.
Making these choices requires that we regularly step back from the madding crowd. It’s only when we pause — when we say no to the next urgent demand or seductive source of instant gratification — that we give ourselves the space to reflect on, metabolize, assess, and make sense of what we’ve just experienced.
Taking time also allows us to collect ourselves, refuel and renew, and make conscious course corrections that ultimately save us time when we plunge back into the fray.
What follows are four simple practices that serve a better prioritized and more intentional life:
1. Schedule in your calendar anything that feels important but not urgent — to borrow Steven Covey’s phrase. If it feels urgent, you’re likely going to get it done. If it’s something you can put off, you likely will — especially if it’s challenging.
The key to success is building rituals — highly specific practices that you commit to doing at precise times, so that over time they become automatic, and no longer require much conscious intention or energy. One example is scheduling regular time in your calendar for brainstorming, or for more strategic and longer term thinking.
The most recent ritual I added to my life is getting entirely offline after dinner each evening, and on the weekends. I’m only two weeks into the practice, but I know it’s already created space in my mind to think and imagine.
2. As your final activity before leaving work in the evening, set aside sufficient time — at least 15 to 20 minutes — to take stock of what’s happened that day. and to decide the most important tasks you want to accomplish the next day.
Clarifying and defining your priorities — what the researcher Peter Gollwitzer calls “implementation intentions” — will help you to stay focused on your priorities in the face of all the distractions you’ll inevitably face the following day.
3. Do the most important thing on your list first when you get to work in the morning, for up to 90 minutes. If possible, keep your door closed, your email turned off and your phone on silent. The more singularly absorbed your focus, the more you’ll get accomplished, and the higher the quality of the work is likely to be. When you finish, take a break to renew and refuel.
Most of us have the highest level of energy and the fewest distractions in the morning. If you can’t begin the day that way, schedule the most important activity as early as possible. If you’re one of the rare people who feels more energy later in the day, designate that time instead to do your most important activity.
4. Take at least one scheduled break in the morning, one in the afternoon, and leave your desk for lunch. These are each important opportunities to renew yourself so that your energy doesn’t run down as the day wears on. They’re also opportunities to briefly take stock.
Here are two questions you may want to ask yourself during these breaks:
1. Did I get done what I intended to get done since my last break and if not, why not?
2. What do I want to accomplish between now and my next break, and what do I have to say “no” to, in order to make that possible?
29 gennaio 2012 § Lascia un commento
Buongiorno a tutti
Sviluppare Leader oggi Leader, è oramai da considerarsi fondamentale, senza di essi le aziende non possono progredire; in questo momento solo chi è in grado di prendere decisioni in breve tempo in maniera consapevole può rimanere in “Vita”, proprio così, rimanere in Vita, non vi sono altre parole per descrivere questo momento complesso dove il negativismo sta colpendo anche chi si trova in una situazione, come dire positiva, ha il timore a muoversi, a fare ogni singolo passo
Di seguito, viene spiegato come e quanto sia importante avere consapevolezza e avere leader
Organizations invest billions annually on a success curriculum known as “leadership development,” which ends up leaving so much on the table. Training and development programs almost universally focus factory-like on inputs and outputs — absorb curriculum, check a box; learn a skill, advance a rung; submit to assessment, fix a problem. Likewise, they leave too many people behind with an elite selection process that fast-tracks “hi-pos” and essentially discards the rest. And they leave most people cold with flavor of the month remedies, off sites, immersions, and excursions — which produce little more than a grim legacy of fat binders gathering dust on shelves.
What if, instead of stuffing people with curricula, models, and competencies, we focused on deepening their sense of purpose, expanding their capability to navigate difficulty and complexity, and enriching their emotional resilience? What if, instead of trying to fix people, we assumed that they were already full of potential and created an environment that promoted their long-term well-being?
In other words, what if cultivating a successful inner life was front and center on the leadership agenda?
That was the question Todd Pierce asked himself in 2006 after years of experimenting with the full menu of trainings, meetings, and competency models in his capacity as CIO of biotechnology giant Genentech. He had just scoured the development reports of some 700 individuals in the IT department and found that “not one of them had an ounce of inspiration. I remember sitting there and saying, ‘There’s got to be a another way.'”
At the time, Pierce was benefiting personally from work with a personal coach and had recently woken up to the power of the practice of mindfulness. He called in a kindred soul, Pamela Weiss, a long-time executive coach and meditation teacher, to help design an experiment that would cast out the traditional approach to leadership development to focus instead on helping people grow.
“If you want to transform an organization it’s not about changing systems and processes so much as it’s about changing the hearts and minds of people,” says Weiss. “Mindfulness is one of the all-time most brilliant technologies for helping to alleviate human suffering and for bringing out our extraordinary potential as human beings.”
Pierce and Weiss distilled a set of principles that form the basis of what became the “Personal Excellence Program” (PEP), now heading into its sixth year inside Genentech (Pierce left the company this fall after 11 years to join salesforce.com). Together, these pillars offer up a short course in unleashing human capability, resilience, compassion, and well-being (and they’re unpacked in even more detail in Weiss and Pierce’s entry).
1. Developing people is a process — not an event. “Development is all too often considered a one-time event,” says Weiss. She and Pierce designed PEP as a ten-month-long journey that unfolds in three phases, with big group meetings, regular small group sessions, individual coaching, peer coaching, and structured solo practice.
2. People don’t grow from the neck up. Too much training focuses on the the mind — it’s about transferring content. “We talk about the head, the heart, and the body,” says Weiss. In fact, they do more than talk about it — they enact it every day at the start of every meeting. The “3-center check in” is the gateway drug to mindfulness. As Weiss describes it: “You close your eyes for a moment and you notice, ‘What am I thinking — what’s happening in my head center,’ then you notice, ‘What am I feeling — what’s happening in my heart center.’ then, ‘What am I feeling — what’s happening in my body.’ It’s a way in which people start paying attention and practicing mindfulness without ever practicing meditation.”
3. Put mindfulness at the center (but don’t call it that!). Weiss and her team were careful to keep the language of specific belief systems and religions out of PEP. The program revolves around three phases: reflection on and selection of a specific quality or capacity you want to work on (patience, decisiveness, courage); three months of cultivating the capacity for self-observation; and the hard work of turning insight into deliberate, dedicated, daily practice.
4. It’s hard to grow alone. “People grow best in community,” says Weiss. “People don’t grow as well just reading a book, getting an online training, or just taking in information. There’s an exponential impact in having people grow and learn together.” That’s why the PEP “pod” (small 6-8 person group) is the main vehicle throughout the year.
5. Everybody deserves to grow. Pierce felt strongly that PEP should be available to people across the board — not just the usual “stars” — and that it should be voluntary. “The program is by application and not declaration,” he says.
As PEP heads into its sixth year at Genentech, some 800 people have participated in the program. (Weiss added a graduate curriculum and a student training program to create “PEPtators” as few people want the journey to end.) The impact has been nothing short of transformative for individuals and organization alike. When Pierce took over the IT department in 2002, its employee satisfaction scores were at rock bottom; four years into the program, the department ranked second in the company and is now consistently ranked among the best places to work in IT In the world (even in the wake of Genentech’s 2009 merger with Roche Group — always a turbulent and dispiriting experience).
Pierce attributes that to “the emotional intelligence of people and the capacity to change” developed in PEP. But don’t take his word for it. The data-obsessed Pierce commissioned a third path impact report on PEP. It came in glowing: 10-20% increase in employee satisfaction, 50% increase in employee collaboration, conflict management, and communication; 12% increase in customer satisfaction; and nearly three times the normal business impact.
“Through PEP we have created a smarter, more agile, and more responsive organization,” says Pierce. “The reduction of suffering, the capacity to deal with difficulties, the level of engagement — these things are very powerful and you can’t call a meeting to get them or give people stock options and have them. These are skills and qualities you have to cultivate and practice.”
So how’s this for a new year’s resolution for hard-charging leaders: turn every ringing, pinging, tweeting, and blinking thing off — especially your mind — and just breathe.