Feeds:
Posts
Comments

Archive for the ‘Man Management’ Category

From an article by Jessica Stillman, available here:

getty_631080340_20001332181884391434_318666The founder and CEO of Chinese e-commerce giant Alibaba, knows something about what it takes to succeed despite long odds. He grew up poor, failed his university entrance exams (twice), and was turned away from dozens of jobs. Now he’s worth something like $29 billion.

What does he credit for his success?

In a recent talk at the Bloomberg Global Business Forum, he explained that while IQ is certainly helpful, and EQ is also beneficial for getting ahead, his rags to riches story was possible only because he possessed another extremely valuable quality — LQ. “If you want to be respected, you need LQ,” he told the assembled bigwigs.

Our secret weapon to beat the machines: LQ

What’s LQ? It’s “the quotient of love, which machines never have,” Ma explained. In a world of rising technology, what will allow you to succeed isn’t sheer mental horsepower — computers will always be faster and more accurate, after all — nor is it just basic EQ, like regulating your own emotions and recognizing others’. What sets humans apart is love, i.e. our feeling for justice, our creativity in the face of challenges, our ability to empathize deeply and respond wisely.

“A machine does not have a heart, [a] machine does not have soul, and [a] machine does not have a belief. Human being have the souls, have the belief, have the value; we are creative, we are showing that we can control the machines,” he insisted.

The problem, according to Ma, is that we’re training young people to try to outdo machines in areas where we’ll never beat them. Instead, we should be nurturing children’s LQ. “We have to teach our kids to be very, very innovative, very creative,” Ma said. “In this way, we can create jobs for our own kids.

Perhaps the post What Philosophy can teach children Google can’t  is in a way directed at a part of the problem Ma leaves us with.

End

Advertisements

Read Full Post »

Dilbert

115bb6baaf4495a0860e49beb0b57c45

 

End

Read Full Post »

George Buckley

These words come in at a time when reality perceived to be very complex and no one claims to have all answers. Today organizations are said to prefer smart and empowered individuals homed in flatter structures to command-driven ‘tools’ embedded in deep hierarchies.

Reality is better served, one would think, by a middle ‘gray’ with a place, time and degree for either approaches..

Perhaps Buckley made the observation in a context that wasn’t included.

End

 

 

Source: managementtoday.co.uk

Read Full Post »

Sanmargam

unfortunately, remains unwritten. If only Lt Gen Krishnaswami Balaram (1927 – 2010) had put his pen to paper in his life time. Then as an army officer given to action and a practitioner, perhaps writing a book was not appealing to him.

BALARAM Report My Signal PVSM

I heard about him only a few days ago in my evening gup-shup session – an hour-long chit chat about this and that – in the park with a small group of seniors presently in US like me spending a couple of months with their sons and daughters. My source among them is S, a gentleman long retired from employment in the estate maintenance department at Kurukshetra University in Haryana. The anecdotes he shared with us about KB who was then the vice-chancellor of the university piqued my interest I decided to look him up on the net.  What I got was quite scanty. Not unusual – after…

View original post 1,151 more words

Read Full Post »

Some have all the luck!

China 1

2

China 3

China 4

End

 

 

Source: net

Read Full Post »

and the sticks too.

From Drive: The Surprising Truth About What Motivates Us by  Daniel H. Pink via Delancey.com (lightly edited)

 “…

“Behavioral scientists often divide what we do on the job or learn in school into two categories: ‘algorithmic’ and ‘heuristic.’ An algorithmic task is one in which you follow a set of established instructions down a single pathway to one conclusion. That is, there’s an algorithm for solving it. A heuristic task is the opposite. Precisely because no algorithm exists for it, you have to experiment with possibilities and devise a novel solution. Working as a grocery checkout clerk is mostly algorithmic. You do pretty much the same thing over and over in a certain way. Creating an ad campaign is mostly heuristic. So are designing new software, inventing new products…

“During the twentieth century, most work was algorithmic — and not just jobs where you turned the same screw the same way all day long. Even when we traded blue collars for white, the tasks we carried out were often routine. That is, we could reduce much of what we did — in accounting, law, computer programming, and other fields — to a script, a spec sheet, a formula, or a series of steps that produced a right answer. … The consulting firm McKinsey & Co. estimates that in the United States, only 30 percent of job growth now comes from algorithmic work, while 70 percent comes from heuristic work. A key reason: Routine work can be outsourced or automated; artistic, empathetic, non-routine work generally cannot.

“The implications for motivation are vast. Researchers such as Harvard Business School’s Teresa Amabile have found that external rewards and punishments — both carrots and sticks — can work nicely for algorithmic tasks. But they can be devastating for heuristic ones…

Rewards, by their very nature, narrow our focus. That’s helpful when there’s a clear path to a solution. They help us stare ahead and race faster. But ‘if-then’ motivators are terrible for [complex conceptual problems]. As experiments show, the rewards narrowed people’s focus and blinkered the wide view that might have allowed them to see new uses for old objects.”

…”

 

End

Read Full Post »

From Inc. (lightly edited):

Walmart Just Created a Side Hustle for Its 1 Million Employees

By Chad Perry, Senior Sales Leader 
walmart-02-2017_222426

These days, you’ll be hard pressed to find an individual who isn’t working a side gig or side hustle.

In the old days, it was paper routes and second jobs. Today, many side hustlers aspire to be the next internet star or consulting guru. But most are simply looking to make an extra buck or two.

Don’t believe me?

Look around your company and you’re sure to find more than one individual hustling on the side. And that’s from the front lines all the way to the executive suite.

In a brilliant move, Walmart just tapped into the “make money on the side” desire of its employees.

The Walmart Associate Delivery Program

In a Walmart blog post Thursday, Marc Lore, president and CEO of Walmart U.S. e-commerce, announced the testing of an associate delivery concept.

The model is pretty simple: Associates are able to opt in to deliver groceries on their way home from work.

Associates can choose how many packages to deliver, along with the size and weight, and also which days they want to deliver.

(Some sources report that Walmart will limit the number of associate deliveries to 10 a day. The remaining deliveries will be handled by carriers like UPS and FedEx.)

Walmart then uses technology to match deliveries and associates. The technology will never take an associate too far out of their way home.

Here’s why the move is brilliant.

The Hunter Becomes the Hunted

Walmart was once considered the unbeatable juggernaut, gobbling up anything in its path. Today, Amazon has grown to two times the size of Walmart, and threatens to devour it.

Amazon has built a delivery network of over 40 cargo jets, truck fleets, drivers, and, in the not-too-distant future, drones. Many have speculated that this network will be the downfall of Walmart.

But, in one single action, Walmart tapped into the latent needs of more than a million employees, and now has a home delivery force to rival that of Amazon. For little to no extra cost (certainly less than Amazon spent).

The Lesson of Latent Employee Needs

Walmart knows that many of its employees are no doubt working side hustles. We all have employees and co-workers who are doing the exact same thing.

Why not keep it in the family? Why not build greater employee loyalty and improve the customer experience (because your employees are more loyal)?

Why not make the side hustle an on-the-way-home hustle? Why not be both the employer and the side hustle?

And that is the brilliant lesson we can learn from Walmart: There are latent needs in every employee. Tap into them, and you’ll find yourself with an increase in bandwidth, productivity, and skill-sets.

End

 

 

 

Source: Inc.com

Read Full Post »

Older Posts »