Many people working in large companies speak business-buzzwords as a second language. Business language is full of pretty meaningless words. I Don’t Understand What Anyone Is Saying Anymore article tells that the language of internet business models has made the problem even worse. There are several strains of this epidemic: We have forgotten how to use the real names of real things, acronymitis, and Meaningless Expressions (like “Our goal is to exceed the customer’s expectation”). This would all be funny if it weren’t true. Observe it, deconstruct it, and appreciate just how ridiculous most business conversation has become.
Check out this brilliant Web Economy Bullshit Generator page. It generates random bullshit text based on the often used words in business language. And most of the material it generates look something you would expect from IT executives and their speechwriters (those are randomly generated with Web Economy Bullshit Generator):
“scale viral web services”
“integrate holistic mindshare”
“transform back-end solutions”
“incentivize revolutionary portals”
“synergize out-of-the-box platforms”
“enhance world-class schemas”
“aggregate revolutionary paradigms”
“enable cross-media relationships”
How to talk like a CIO article tries to tell how do CIOs talk, and what do they talk about, and why they do it like they do it. It sometimes makes sense to analyze the speaking and comportment styles of the people who’ve already climbed the corporate ladder if you want to do the same.
The Most Annoying, Pretentious And Useless Business Jargon article tells that the stupid business talk is longer solely the province of consultants, investors and business-school types, this annoying gobbledygook has mesmerized the rank and file around the globe. The next time you feel the need to reach out, touch base, shift a paradigm, leverage a best practice or join a tiger team, by all means do it. Just don’t say you’re doing it. If you have to ask why, chances are you’ve fallen under the poisonous spell of business jargon. Jargon masks real meaning. The Most Annoying, Pretentious And Useless Business Jargon article has a cache of expressions to assiduously avoid (if you look out you will see those used way too many times in business documents and press releases).
Is Innovation the Most Abused Word In Business? article tells that most of what is called innovation today is mere distraction, according to a paper by economist Robert Gordon. Innovation is the most abused word in tech. The iPad is about as innovative as the toaster. You can still read books without an iPad, and you can still toast bread without a toaster. True innovation radically alters the way we interact with the world. But in tech, every little thing is called “innovative.” If you were to believe business grads then “innovation” includes their “ideas” along the lines of “a website like *only better*” or “that thing which everyone is already doing but which I think is my neat new idea” Whether or not the word “innovation” has become the most abused word in the business context, that remains to be seen. “Innovation” itself has already been abused by the patent trolls.
Using stories to catch ‘smart-talk’ article tells that smart-talk is information without understanding, theory without practice – ‘all mouth and no trousers’, as the old aphorism puts it. It’s all too common amongst would-be ‘experts’ – and likewise amongst ‘rising stars’ in management and elsewhere. He looks the part; he knows all the right buzzwords; he can quote chapter-and-verse from all the best-known pundits and practitioners. But is it all just empty ‘smart-talk’? Even if unintentional on their part, people who indulge in smart-talk can be genuinely dangerous. They’ll seem plausible enough at first, but in reality they’ll often know just enough to get everyone into real trouble, but not enough to get out of it again. Smart-talk is the bane of most business – and probably of most communities too. So what can we do to catch it?
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Tomi Engdahl says:
How to Tell If Someone Is Lying: 10 Tells and Clues (Ranked in Ascending Order of Reliability)
https://www.inc.com/bill-murphy-jr/how-to-tell-if-someone-is-lying-10-tells-and-clues.html
Some of the things we’ve been taught are wrong; others are telltale signs. Combine them all for best results.
The average person hears between 10 and 200 lies per day. Strangers lie to each other three times within the first 10 minutes of meeting, on average. College students lie to their mothers in one-fifth of all interactions.
1. Inconsistency
2. Suspicious expressions
3. Repeating the question
4. Unnecessary superlatives
5. A desire to shut everything down
6. Qualifying language
7. Flourishes in the word no
8. Failing to remember details upon retelling
9. Inappropriate emotions
10. Contempt
Combine all that, and you’ll have a pretty good idea whether you’re being told the truth.
Tomi Engdahl says:
If You Say Yes to Any of These 3 Questions, Your Leadership Skills Are Way Better Than Those of Most ManagersLeadership is a matter of the head and the heart
https://www.inc.com/marcel-schwantes/if-you-say-yes-to-any-of-these-3-questions-your-leadership-skills-are-way-better-than-most-managers.html?cid=sf01002
Ever worked for a leader who was so inspiring and gifted, your memories of how he or she took care of the team remain vivid to this day?
Chances are, the reason you still talk about this leader from years past is because of how he or she made you feel.
Renowned poet and civil rights activist Maya Angelou famously quipped, “People will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
questions to assess your leadership skills
Leadership is a matter of the head and the heart–it’s about results and relationships. So, if you’re in a leadership role now or aspiring to one, the journey toward leadership greatness never ends. But it does have a starting point.
And sometimes the beginning of the journey requires some tough questions you need to ask yourself to raise your own bar.
1. Are you approachable?
Before you assume you’re fit to lead, this is an important question to ask. Because if you’re going to lead, you need to be approachable.
2. Do you foster an environment where people are psychologically safe?
Research on freedom and psychological safety by Amy Edmondson of Harvard indicates that when encouraging leaders foster a culture of safety — meaning employees are free to speak up, experiment, give feedback, and ask for help — it leads to better learning and performance outcomes.
3. Are you leading with integrity?
Let me give it to you straight: Your employees are watching your every move as a leader. If you’re acting unprofessional or unethical, they know. And if they know, you’ve already lost the battle for respect.
Tomi Engdahl says:
Stop Eliminating Perfectly Good Candidates by Asking Them the Wrong Questions
https://hbr.org/2019/03/stop-eliminating-perfectly-good-candidates-by-asking-them-the-wrong-questions?utm_source=facebook&utm_medium=social&utm_campaign=hbr
This isn’t the first time I’ve heard a leader say that a perfectly qualified candidate is a “bad fit.” Candidates are too often screened out because they don’t fit a particular pattern – one survey found as many as 75% of resumes don’t make it past Applicant Tracking Systems. As I discussed the issue further with the VP, I learned that he thought that Anand had the right skills and experience but that he found Anand’s questions annoying. He said: “He asked us a ton of questions that the team didn’t have the answers to.” His assessment that Anand was a “bad fit” was really code for “I don’t want to feel uncomfortable.”
Innovation requires not knowing long enough to learn new things. How can you build something new, if you aren’t okay with not already knowing the answer? The future is not created; it’s co-created. Leaders need to build teams that can both define the right questions, and then discover new answers.
Instead of being annoyed by Anand’s questions, the VP should’ve welcomed them — and asked Anand questions in return. That is, of course, the value of an interview. An employer seeks to learn about the candidate’s skills and relevant experiences. And a good candidate uses questions to learn about the role, the boss, and the company to assess whether it’s the right job. Here are some types of questions the VP might’ve asked — and the ones you should ask — to avoid screening out a perfectly good candidate based on the wrong criteria.
Questions that uncover capabilities, not just experience. Are you asking questions that get to someone’s capabilities or are you seeking confirming data that someone has done exactly what you have already scoped?
The first line read “10 years of experience.” Quite often, we use useless metrics to scope a job to do what has already been done. The upside of asking for years of experience is we get someone who has done what we need. The downside is we risk limiting what we can create next by doing what has already worked. Instead of asking, “Have you done x or y or z?” you want to ask, “How would you approach doing x or y or z?” This shift in question lets you learn someone’s capacity to think with you.
Unfortunately, right now, an estimated 77% of all jobs (60% in the U.S. and 80% worldwide) require little to no creativity, decision-making, or independent judgment. But if you are working on innovation, you need someone who can think with you. And by focusing on capability over experience, you increase the chances you find that person.
Questions that assess whether they can co-create on a team.
But they do say that there were cracks in the team — roles that weren’t being filled — and no one was able to step in to fill them. Because the world changes quickly, the work does too and teams can’t stay in their predetermined roles. Teams need to figure out new terrain together. You might ask candidates, “How would you handle a situation where it’s become clear that there is a gap on your team?” Interviewees are often told to use “I” to get credit for work done, but “we” is probably a more realistic depiction of how work gets done. Then follow up to learn how they felt about the situation: Were they proud of catching the gap? Concerned that it existed in the first place? This will help you see if you are dealing with a team player or a know-it-all.
Questions that uncover the kinds of things they love to work on. If you’re hiring for innovation, you need to ask what this person authentically brings to work. Ideas, after all, are not invented and grown in a vacuum; they grow and evolve by connecting previously separate elements. Figuring out what people genuinely care about lets you put people together who don’t have the same approaches but who want to reach the same goal. It’s that connection where innovation happens. But people need to be united around a shared purpose and focused on something that has meaning to them. Ask candidates, “What did you find meaningful about that project? What does that particular success say about what matters to you?” People want to match their purpose to the organizations they work for. And it’s your job as the leader to align that purpose so that seemingly disparate people can come together into an “us” headed in the same direction.
Too often, leaders screen out perfectly good candidates because they don’t understand how to hire people for co-creative problem solving. It’s easy to forget that the job of a leader isn’t to know all the answers but to create the conditions by which the entire team gets to learn and innovate.
Tomi Engdahl says:
Promotions can be silent career killers.
Should You Promote Your Best Employee? Here Are 4 Questions to Help You DecideCommon sense says every top employee wants a promotion. But a step up in title may lead to a step down in satisfaction
https://www.inc.com/gene-hammett/should-you-promote-your-best-employee-here-are-4-questions-to-help-you-decide.html?cid=sf01002
Tomi Engdahl says:
I was happy as a developer. Then I got promoted to team lead and I felt like I got hit by a freight train. See the 8 things they didn’t tell when I took the job and learn what it takes to become an effective software development lead.
Getting promoted to dev team lead
https://linearb.io/blog/promoted-from-dev-to-team-lead-8-things-they-didnt-tell-me/?utm_campaign=Content+Promotion&utm_source=facebook&utm_medium=paidsocial&utm_term=targeted&utm_content=superman&hsa_acc=438187396937886&hsa_cam=23845165919270600&hsa_grp=23845165919310600&hsa_ad=23845165954510600&hsa_src=fb&hsa_net=facebook&hsa_ver=3
I wanted to say yes but I had a million questions.
I don’t remember his exact words, but he gist of what Michael said was “Don’t worry. You’re going to be great. I’ll help you and we’ll make it work together.”
Marius says:
Forget promotions, the real problem nowadays is low engagement, burnout, and lack of inspiration among dev teams. I found one company trying to help out https://blog.howareyou.work/
Tomi Engdahl says:
For managers at higher levels, success becomes more about hiring exceptional leaders, building self-reliant teams, establishing a clear vision, and communicating well.
As Your Team Gets Bigger, Your Leadership Style Has to Adapt
https://hbr.org/2019/03/as-your-team-gets-bigger-your-leadership-style-has-to-adapt?utm_campaign=hbr&utm_medium=social&utm_source=facebook
Tomi Engdahl says:
As developers, we hate meetings. But we’re bad at articulating the negative effects it has on our work. We’ve all tried no-meeting-Friday and it doesn’t work. Learn 5 new ideas for getting time back to focus on writing code.
Rule 4.1 of the developer constitution
https://linearb.io/blog/too-many-meetings-a-devs-cry-for-help-5-things-team-leads-can-do/?utm_campaign=Content+Promotion&utm_source=facebook&utm_medium=paidsocial&utm_term=targeted&utm_content=pogs&hsa_acc=438187396937886&hsa_cam=23845165919270600&hsa_grp=23845165919310600&hsa_ad=23845165970890600&hsa_src=fb&hsa_net=facebook&hsa_ver=3
It’s the law. Software engineers have to hate meetings. If you’re caught enjoying yourself in a meeting you can get your dev card pulled. So be careful out there. And stay classy, San Diego.
We’re bad at articulating the negative effects of meetings
“Too many meetings” is not a complaint, it’s a cry for help
I’ve been asking developers why they don’t like meetings and what specifically they don’t like about them. The more I parse what I’m hearing and compare it to my own experience, the more I think “too many meetings” is a symptom of a bigger issue.
Most developers don’t arbitrarily dislike all meetings. When we say we don’t like meetings what we really mean is:
“I dislike inefficiency”
“I dislike poorly planned meetings”
“I dislike poorly executed meetings”
“I dislike not living up to my promises”
“I dislike missing our team iteration deadline”
“I dislike not getting enough time to do my job”
Developers are the most important asset innovative companies have.
Instead of dismissing this feedback as “engineers just don’t like meetings”, we need to listen to them.
Maker’s Schedule, Manager’s Schedule.
Here’s a summary:
Bosses (Managers) get stuff done through meetings – changing tasks every 60 minutes.
Developers (Makers) and other creators need 3-4 hour blocks of time to get work done.
Each way of working is perfectly fine by itself but problems arise when the two collide.
For a Maker, a single meeting at the wrong time can disrupt their entire day of work.
Powerful people on a Manager Schedule force Makers to “resonate at their frequency.”
We’ve all been there. Your VP needs an update on feature XYZ. They “have a call with customer ABC tomorrow” or they’re “presenting to the exec team this afternoon” so they summon you and the team. You share your status update. Or, worse, someone else talks and you just sit there.
And it’s not just your VP. Your team lead, your product owner, your project manager, your UX designer… they all want your time.
And it’s just not just meetings. The support person, the salesperson… they all have a “quick question” and it’s always “kind of urgent”. At least now they can’t walk by your desk when you don’t answer on Slack after 57 seconds. But you want to be helpful so it’s still a distraction.
You have to start your process all over. “Getting in the zone” takes time. And if you have another meeting in an hour you might not want to start something big or important. So you get up to date in Slack. Maybe pick up a friend’s PR and add some comments. Next thing you know the day is over and you didn’t get enough quality time into your big, important task.
Yet I was the cause of many meetings and interruptions. What was my alternative? I needed updates so I could communicate with our VP of Product and our CEO. Jira was never up to date. Slack worked sometimes but not always in the timeframe I needed.
PRO TIP FOR MANAGERS: Beware of how you feel when you leave a meeting with your team. The meeting was for you and you got work done so you’re probably feeling great. Your team probably did not get work done and might not be feeling as great. Don’t allow your feelings to cause your mind to overvalue the meeting.
Eventually, I heard enough complaints and tried to do something about it.
Failed idea #1: No meeting Wednesday
Failed idea #2: Brazilian BBQ meat coaster
5 steps for reducing meetings and increasing focus time blocks
Step 1: Take a meeting inventory and establish a baseline
Step 2: Assess the value of your meetings
Step 3: Position the true value of your meetings correctly
Step 4: Cluster meetings to maximize deep focus blocks
Step 5: Trade project transparency for fewer interruptions
So now we have a hard question to ask ourselves and our teams:
Which hurts more… updating Jira or going to extra meetings and being interrupted all the time?
As engineering leaders, this is where we need to have a tough conversation with our people and ask them to “help me help you.” Let them know that we’re willing to protect them from useless meetings and disruptive interruptions if they’re willing to step up the visibility. It’s only fair for everyone to have some skin in the game.
Maybe there’s another way
Our team at LinearB is obsessed with using automation to solve this problem. Everything you need to know about what devs are working on is in Git. The problem is, Git doesn’t talk to Jira. At least not well enough for stakeholders to easily see what’s happening with specific features and bugs.
So we’re building the dev team dashboard of the future.
Tomi Engdahl says:
“Money can’t buy happiness” is a phrase that boomers and rich people like to say, but we all know it’s nonsense.
Study Puts A Number On How Much You Need To Earn To Be Happy
https://www.iflscience.com/editors-blog/study-puts-a-number-on-how-much-you-need-to-earn-to-be-happy/
“Money can’t buy happiness” is a phrase that baby boomers and rich people like to say, but we all know it’s nonsense. Money does play, for better or worse, an important role in a person’s physical and mental well-being. That said, the exact nature of the relationship between money and happiness is less clear, so researchers from Purdue University set out to better understand it.
“It’s been debated at what point does money no longer change your level of well-being. We found that the ideal income point is $95,000 for life evaluation and $60,000 to $75,000 for emotional well-being. Again, this amount is for individuals and would likely be higher for families,” lead author Andrew T. Jebb said in a statement.
Your ideal income for emotional well-being in North America is between $65,000 and $75,000. In East Asia, Western and Northern Europe, Australia, and New Zealand it is around $50,000, while the threshold is lower for the rest of the planet, with the exception of North Africa and the Middle East where it is between $110,000 and $125,000.
The researchers were able to define the thresholds because people earning beyond a certain amount tended to report a lower level of life satisfaction, lower emotional well-being, or both. The team also highlights the fact that once you are capable of affording things beyond the basic needs of food and shelter, social factors like peer comparisons and expectations might influence the relationship between happiness and money.
“At this point they are asking themselves, ‘Overall, how am I doing?’ and ‘How do I compare to other people?’” Jebb added. “These findings speak to a broader issue of money and happiness across cultures. Money is only a part of what really makes us happy, and we’re learning more about the limits of money.”
Tomi Engdahl says:
Majority of tech workers expect company solidarity with Black Lives Matter
https://tcrn.ch/2XvY1Ib
The death of George Floyd and the recent Black Lives Matter protests have drawn widespread attention to the systemic racism within the United States. Millions of individuals across every state have come together to demand change.
Tomi Engdahl says:
Now more than ever, it’s important for employers to align themselves with their employees’ expectations, though. Since March 2020 professionals working remotely increased from 30% to 80%, drastically accelerating an already rapidly growing trend. This remote nature has made it increasingly difficult to maintain a strong sense of “corporate community” and trust between leaders and employees.
https://tcrn.ch/2XvY1Ib
Tomi Engdahl says:
Two numbers. One rule.
Following the 90:10 Rule Will Make You Noticeably More Self-Confident
https://www.inc.com/scott-mautz/following-9010-rule-will-make-you-noticeably-more-self-confident.html?cid=sf01002
Who would have thought that confidence and happiness could boil down to two numbers?
Stop focusing on gaining the approval of others and start improving who you are
When you seek approval, you’re seeking external validation, which is an empty victory at best and elusive and confidence and soul crushing at worst. When you seek approval, you worry about what the universe wants and thinks, especially if you’re a people pleaser (which is something I still have to work on to this day).
But when you seek authenticity, you don’t worry about the universe, you worry about the Youniverse–and I don’t mean this in a selfish way.
I mean you focus first and foremost on the North Star in your galaxy–living in accordance with your values and authentic identity and living up to your own standards, not someone else’s.
When you focus on the Youniverse, you focus on getting better than you were yesterday, not better than someone else, and you strive to serve the broader universe with your unique talents.
Two numbers you can, as a reminder, write on a sticky note and keep at your desk, or write on a whiteboard in your office, or even tattoo on the back of your hand, like one of my coaching clients did.
They are the numbers 90 and 10.
This stands for a ratio of 90 to 10–or the 90:10 Rule.
This is the simple formula for how you should calculate your worth: which is to say it should be based on 90 percent self-worth, 10 percent assigned worth.
How you feel about yourself should flow dominantly (90 percent) from your own self-acceptance and self-appreciation and only 10 percent from external approval or assigned worth.
Purists might not agree with allotting 10 percent for external validation, saying, “What you think of yourself is all that matters!” But I’m a realist. Becoming completely callous to the occasional signal that you’re valued and loved is unrealistic.
That said, we get into trouble when that 10 percent starts creeping up.
We get into trouble when we focus more on winning love than giving love.
Tomi Engdahl says:
https://www.inc.com/marcel-schwantes/8-signs-to-immediately-recognize-someone-with-gift-of-true-leadership.html?cid=sf01002
Tomi Engdahl says:
The 20 Most and Least Profitable Companies, Per Employee
https://www.visualcapitalist.com/the-20-most-and-least-profitable-companies-per-employee/
Tomi Engdahl says:
Want to Be a Great Leader? The Smartest Ones Start by Doing These 4 Rare ThingsIf you want your employees to respect you and give you exceptional performance, adopt these four behaviors of the best leaders.
https://www.inc.com/marcel-schwantes/want-to-be-a-great-leader-smartest-ones-start-by-doing-these-4-rare-things.html?sr_share=facebook&cid=sf01002
1. Surrender control.
If you want to foster high trust, high risk-taking, and high creativity, consider hopping off the ivory tower of “command and control” for the higher road of sharing your power and releasing your control over people. Because when you do, you actually gain real power; your team will have your back, unleash discretionary effort, and do amazing work.
2. Push authority down.
When employees are given the opportunity to exercise ownership over their work, and use their brains to make decisions on their own, their competency and confidence increase. In turn, leaders empower their people to become leaders themselves.
3. Actively listen to others, even those under your line of sight.
Top-down leaders driven by hubris have a hard time detaching from their own inner voices to consider other voices, because they think they’re always right. Great leaders are present and in the moment. They don’t need to talk over others to get their point across.
4. Apply the leadership strength of vulnerability.
Some might say vulnerability is too touchy-feely and inappropriate for business. Others may say they’re just not wired for it — it’s not in their personality makeup. Neither is true. Vulnerability is about trust — the backbone of successful leadership. Employees and leaders who trust one another learn to be comfortable being open to one another around their failures, weaknesses, even fears.
Tomi Engdahl says:
https://www.nitor.com/fi/uutiset-ja-blogi/tips-and-tricks-online-collaboration
Tomi Engdahl says:
https://hbr.org/2019/03/stop-eliminating-perfectly-good-candidates-by-asking-them-the-wrong-questions?utm_source=facebook&utm_medium=social&utm_campaign=hbr
Tomi Engdahl says:
https://tyopaikat.oikotie.fi/tyontekijalle/artikkelit/tee-lomalta-toihin-paluusta-helpompaa
Tomi Engdahl says:
https://linearb.io/blog/7-secrets-learned-on-my-journey-from-israeli-military-intelligence-to-vp-of-rd/?utm_campaign=Content+Promotion&utm_source=facebook&utm_medium=paidsocial&utm_term=targeted&utm_content=redacted&hsa_acc=438187396937886&hsa_cam=23845165919270600&hsa_grp=23845165919310600&hsa_ad=23845165958380600&hsa_src=fb&hsa_net=facebook&hsa_ver=3
Tomi Engdahl says:
https://linearb.io/blog/being-vp-of-software-development-is-harder-than-being-ceo/?utm_campaign=Content+Promotion&utm_source=facebook&utm_medium=paidsocial&utm_term=targeted&utm_content=harder&hsa_acc=438187396937886&hsa_cam=23845165919270600&hsa_grp=23845165919310600&hsa_ad=23845165952050600&hsa_src=fb&hsa_net=facebook&hsa_ver=3
Tomi Engdahl says:
Warren Buffett Says 3 Decisions in Life Separate High Achievers From Mere DreamersIf the third-richest man in the universe says it, who’s to argue?
https://www.inc.com/marcel-schwantes/warren-buffett-says-3-decisions-in-life-separate-high-achievers-from-mere-dreamers.html
1. Don’t risk what you have to get something you don’t need.
Buffett once advised graduating students at the University of Florida that he has witnessed both businesses and individuals put themselves at risk to chase after bigger things, usually out of greed when they should have held back.
2. Invest in relationships with honest and ethical people.
“That would be the person who is generous, honest, and who gave credit to other people for their own ideas.”
3. Measure your life’s success through one word: love.
In the Buffett biography, The Snowball: Warren Buffett and the Business of Life, Buffett explains that the highest measure of success in life comes “by how many of the people you want to have love you actually do love you.”
Tomi Engdahl says:
How Tech and Government Can Speak the Same Language
https://www.eetimes.com/how-tech-and-government-can-speak-the-same-language/
A failure to communicate. That’s one phrase that could be used to describe the meeting between tech CEOs and Congress in early August.
From Sundar Pichai of Google and Mark Zuckerberg of Facebook to Jeff Bezos of Amazon and Tim Cook of Apple, the tech giant executives took on questions from members of Congress on a wide range of topics. The tension between Congress and the tech world was clear, as sound bites about data control and monopolization were met with technical explanations and defensiveness.
The lack of results from the hearing shouldn’t come as a surprise. The tech community and the government are different worlds and they typically don’t understand each other.
A tech leader once told me, with the classic arrogance of a tech entrepreneur, that the industry operates under Moore’s Law, but the government seems to operate under Moron’s Law.
Whether or not the tech leader’s perception was true really didn’t matter. Either way, the failure to communicate between the government and the tech sector was an obstacle that was holding back the American economy and it needed to be fixed. Now more than ever, as the COVID-19 pandemic continues to wreak havoc, this barrier must be broken down for the benefit of both parties.
Innovation is a critical driver of economic growth, and no industry creates more innovation than tech, particularly in the field of electrical engineering. These innovations happen every day, and we often take them for granted. But in the past 25 years or so this kind of innovation has led to one of the greatest periods of prosperity the world has ever seen. And the process continues — magnetic resonance imaging, smart electric grids for power plants are improving efficiencies, and nanomanufacturing are just a few examples of technologies being developed today that have great promise for the future.
Unfortunately, the differences between the tech and government worlds can lead to problems that stall innovation. But there are ways we can bridge this gap.
What the government can do to help tech companies
Leave them Alone. It’s a bit of an overstatement, but the government can’t micromanage this industry. The government simply has no ability to predict the technology of the future or take the risks necessary to find out what does, or doesn’t, work. No matter how many Rhodes Scholars there are in the White House or Congress, they will never be smart enough to tell Bill Gates to drop out of Harvard and remake the software industry.
Clear and Reliable Rules. To the extent the government must get involved, on issues like taxes, education, antitrust, etc., it should adopt clear rules that don’t change with every new Congress or every new President. It doesn’t really matter what the rules are if they are reasonably fair and, above all, predictable, so tech companies can plan for them.
Fund Basic Research. The one proactive thing the government can do is to fund and conduct “science for science’s sake,” i.e., research that simply follows wherever the science leads it, with no commercial or business application in mind. When this research produces interesting results, the tech industry will be more than ready to find and develop commercial uses for it. This is exactly what happened when research at the Defense Department produced the technology that ultimately created the Internet.
Let them Fail. Doing something new involves risk because, by definition, no one knows how it will turn out. Most new companies will fail, and the government should let them fail. It distorts the market and wastes capital to give in to political pressure and rescue companies whose new ideas didn’t work. On the other hand, when the risk works out, the government must let companies succeed and enjoy the financial benefits from taking a big risk and turning out to be right.
What tech companies should do to work with the government
Think About It One Day Per Year. Tech companies have more important things to do than worry about the government. But they can’t just ignore it – they should do the minimum, so they aren’t completely unprepared if something drastic happens.
Don’t Let Them Help Too Much. A tech company needs to create something new, move quickly, and adapt as things changes. The government isn’t designed to do any of this, and it can’t really help with innovation iteration.
Take What is Available. On the other hand, there are many general benefits available to everyone that tech companies don’t take advantage of. This applies in particular to small to mid-sized tech firms in electrical engineering who are working to create new products and systems. A prime example is the R&D tax credit.
Stay Away from Big Company Battles. The big tech companies often fall into the trap of trying to use the government as a weapon against their competitors. This is probably unwise even for them, but smaller companies should definitely stay out of these battles. It may make sense to support an industry-wide initiative with the consensus of most parties, but it usually doesn’t make sense to side with one group of big guys against the other.
Tomi Engdahl says:
3 Mistakes Businesses Make During a Crisis
No business is immune to a crisis, but some recover better than others by avoiding these business mistakes.
https://www.designnews.com/industry/3-mistakes-businesses-make-during-crisis?ADTRK=InformaMarkets&elq_mid=14034&elq_cid=876648
Mistake #1 – Dissemination of Information
Mistake #2 – Unilateral Cuts Without Considering ROI
Mistake #3 – Try to Maintain and Return to Business as Usual
Conclusions
With a pandemic sweeping the globe, we find ourselves in unique times–many forced to work remotely or not at all. But, the fact is, we are always living in unique times. There are always challenges to face. During times of crisis, businesses can not only survive but really thrive. For this to happen, businesses and their teams must look beyond simple survival and a return to normal, and start examining what they can do to succeed under the circumstances.
While budgets may be tight, now is the time to innovate, do things differently, and seize opportunities to not only survive a crisis but come out the other side better than before.
Tomi Engdahl says:
”For at least a decade, introvert activists have been calling for a revolution: remake the extrovert-dominated workplace. Stop penalising the third of us who don’t fit the loud, highly sociable ideal fostered by open-plan offices; create a more inclusive culture equally suited to those who work better alone, with less outside stimulation. Then came the pandemic and many of us had to work from home. The 2020 “office” suddenly looked like the answer to an introvert-employee manifesto. It would be a chance to play to our strengths.”
https://www.ft.com/content/f8ceffe7-cc89-4d95-975e-6142924a33b8?shareType=nongift
Tomi Engdahl says:
Win People Over With 2 Simple, Powerful FBI TacticsA new MasterClass applies advanced negotiating techniques to everyday situations
https://www.inc.com/carmine-gallo/win-people-over-with-2-simple-powerful-fbi-tactics.html?cid=sf01002
Mirroring
Mirroring is the repetition of key words the other person uses in conversation. It’s designed to show the person that you’re listening and that you understand them.
According to Voss, mirroring is most effective when you repeat one, two, or three words from the last words your counterpart has spoken. It’s especially effective in defusing anger or hostility.
“People love to talk to someone who is paying attention to them,” says Voss.
Labeling
A label is a verbal acknowledgment of the other side’s feelings or positions. Labels are used to neutralize negative emotions or reinforce positive ones. Labels start with:
“It seems like…”
“It looks like…”
“You look like…”
The two techniques–mirroring and labeling–work in tandem.
Voss calls this tactic “trust-based influence.” If you want another person to say ‘yes’ to your idea, you must first gain their trust. Once they trust you, you’ll be far more influential and more likely to strike a deal that makes both of you happy.
Tomi Engdahl says:
Hit The Mid-Career Plateau? 10 Ways To Get Unstuck
http://on.forbes.com/6186Gc7kG
How do you overcome that weary feeling of constantly putting in 100% effort and not feeling valued?
What can you do to avoid the mid-career plateau? I feel like I’m starting to get there. My department is really small, and there’s really no room to move up.
When is it OK to voice your opinions…to ask for a raise?
Here are 10 ways to get unstuck and break out of the mid-career plateau:
1 – Clarify what you want next
2 – Identify your gaps
3 – Enroll your manager’s support
4 – Get company support
5 – Tap your broader network
6 – Go back to school – but not necessarily to study
7 – Develop your leadership skills
8 – Develop your negotiation skills
9 — Start a side gig
10 – Get another job
The mid-career plateau is a stop along the way, not a destination, as long as you keep going
Tomi Engdahl says:
3 Phrases Confident Leaders Use Every DayLanguage is a very empowering tool. Learn how to use it to your advantage.
https://www.inc.com/the-muse/how-to-speak-sound-confident-leader-effective-communication.html?cid=sf01002&sr_share=facebook
1. Use “Don’t” Instead of “Can’t” When Turning Down Projects
Most people often use can’t or don’t when turning opportunities down, but one of the two is exponentially better than the other.
When people say they can’t do something, it shows limitations to their abilities. By using don’t, it expresses power in the choice.
2. Stop Writing “Sorry for the Delay” in Emails
Why are we so eager to apologize for being a reasonable communicator? It ultimately makes people sound weak and undermines their authority.
Let’s ban the phrase. Instead of writing, “Sorry for the delay,” say, “Thank you for your patience.” You can even elaborate, if appropriate, to include why you were delayed in responding: “Thank you for your patience while I gathered the information required to provide you with clear next steps.”
This one small change will enhance your perception as a competent, confident leader.
3. Tell People You’re “Focused” Instead of “Busy”
When people say they’re busy, it sounds like their lives are out of control and they don’t know how to manage their time.
Instead of saying you’re busy, clearly state your priorities. That means “I’m so busy” or “Work is crazy right now” becomes “I’m traveling for an event” or “I’m focused on developing two new client proposals.”
Putting yourself back in the driver’s seat immediately makes you feel calmer and more in control.
People often don’t realize how the seemingly trivial things we say can significantly impact the way others perceive us. Making these small changes will increase your capacity to effectively lead others as well as work alongside them.
Tomi Engdahl says:
Leadership and management are not the same thing.
What Leaders Really Do
https://hbr.org/2001/12/what-leaders-really-do?utm_campaign=hbr&utm_source=facebook&utm_medium=social
Leadership is different from management, but not for the reasons most people think. Leadership isn’t mystical and mysterious. It has nothing to do with having “charisma” or other exotic personality traits. It is not the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it.
“Managers and Leaders: Are They Different?” The piece caused an uproar in business schools. It argued that the theoreticians of scientific management, with their organizational diagrams and time-and-motion studies, were missing half the picture—the half filled with inspiration, vision, and the full spectrum of human drives and desires. The study of leadership hasn’t been the same since.
“What Leaders Really Do,” first published in 1990, deepens and extends the insights of the 1977 article.
Tomi Engdahl says:
https://www.saleshacker.com/renegotiate-deal/?utm_source=facebook&utm_medium=cpc&utm_campaign=renegotiate
Tomi Engdahl says:
One CEO asks candidates only 3 questions–and expects the same answer for all of them.
Want to Hire a Good Leader? Just Ask These Three QuestionsThis is a simple method to quickly identify people with strong leadership qualities.
https://www.inc.com/rohini-venkatraman/want-to-hire-a-good-leader-just-ask-these-three-questions.html?sr_share=facebook&cid=sf01002
During interviews, Barra asks candidates just three questions. First, she asks the candidates to share the three adjectives their peers would use to describe them. Then, she asks candidates how their managers would describe them in three adjectives. Finally, she asks candidates to share the three adjectives their former colleagues would use to describe them.
While candidates may think they need to change their answer for each question, Barra is actually looking for the opposite — she wants the three adjectives they use in every answer to be almost the same.
Why?
As reported by Quartz, Barra explained, “If you’re hiring for integrity, you don’t want people to manage up differently than they manage down, and you want people to work just as well with their peers and superiors as they do with their subordinates.”
According to Barra, when leaders are consistent in their approach, it is empowering for their teams, thus enabling better work and making them better leaders.
https://qz.com/work/1245094/the-three-questions-gm-ceo-mary-barra-asks-in-job-interviews/
Tomi Engdahl says:
“The older I get the more I realise the value of spending your time wisely. As Seth Godin says, ‘You don’t need more time in your day. You need to decide.’”
-Megan Järvinen, Brand Strategist, Ahooy Creative
How a clear brand hierarchy can build a better business
https://www.ahooy.fi/en/zine/how-a-clear-brand-hierarchy-can-build-a-better-business/
As a brand strategist working at a creative agency, I have had the privilege of working with many brands over the years and have learnt a lot along the way, mainly that there is always more to learn. I feel like I’m on a never ending path of discovery.
Tomi Engdahl says:
How to manage an employee that chats too much with coworkers.
How to Manage an Overly Chatty Employee… and four other tricky workplace dilemmas.
https://www.inc.com/alison-green/how-to-manage-an-overly-chatty-employee.html?cid=sf01002
Tomi Engdahl says:
https://hbr.org/2018/08/most-managers-dont-know-how-to-coach-people-but-they-can-learn?utm_medium=social&utm_campaign=hbr&utm_source=facebook
Are you successful at coaching your employees? In our years studying and working with companies on this topic, we’ve observed that when many executives say “yes,” they’re ill-equipped to answer the question. Why? For one thing, managers tend to think they’re coaching when they’re actually just telling their employees what to do.
Tomi Engdahl says:
The Top 7 Career Risks People Don’t Regret Taking, According to a Recent Survey of 1,000 ExecutivesLearn from those who went before you and note which risks could be worth it.
https://www.inc.com/scott-mautz/the-top-7-career-risks-people-dont-regret-taking-according-to-a-recent-survey-of-1000-executives.html?cid=sf01002
Tomi Engdahl says:
Budgets may be tight in this tough economic climate, but professional development needs to be a priority so your people can stay engaged, connected and relevant.
4 Ways To Make Your Professional Development Budget Go Further
http://on.forbes.com/6188GmAqg
Tomi Engdahl says:
Coronavirus: Trump authorizes plasma treatment amid attacks on FDA
https://www.theguardian.com/world/2020/aug/23/coronavirus-donald-trump-plasma-treatment-fda-deep-state-navarro
President blamed ‘deep state or whoever’ for slow progress
Former FDA head hits back after chief of staff repeats claim
Tomi Engdahl says:
You can accomplish a lot more than you once thought possible.
Why Exceptionally Successful People Embrace the 40
https://www.inc.com/jeff-haden/why-exceptionally-successful-people-embrace-40-percent-rule.html?cid=sf01002
Percent RuleMost limits are self-imposed. The difference between good and great comes from pushing yourself beyond them.
Over the years, I’ve interviewed dozens of extremely successful people from a variety of fields. One of my favorite questions is simple: “What got you here?”
Their answers reveal a simple truth about success — and the people who achieve success.
If you feel you’re on the downside of advantage, it’s tempting to rationalize that incredibly successful people were blessed with some advantage. Intelligence. Talent. Education. Connections. A special something.
But that never turns out to be true. Almost to a person, highly successful people consider themselves to be average in almost all things. (Or even below average.)
Their only “advantage” was hard work.
Mental toughness. Determination. Willpower. Perseverance. Whatever word you use, the ability to overcome roadblocks — to push through hesitation and discomfort and even just boredom, and keep working toward a long-term goal — is what allows “ordinary” people to accomplish extraordinary things.
Even though I felt “done” at 100 reps. And at 250 reps. And definitely at 500, and then at 800 reps.
That’s the 40 Percent Rule, a concept popularized by Dave Goggins through Jesse Itzler’s book Living With a Seal. The premise is simple: When your mind tells you that you’re exhausted, fried, totally tapped out, you’re really only 40 percent done. You still have 60 percent left in your tank.
In short, you always — always – have more in you than you think. When you’re doing something difficult and think you need to stop, you have more in you.
Why? Because most of our limits are self-imposed. Over time, we’ve set those limits for ourselves.
How long we’ll stick with a challenge before giving up and moving on. How long we’ll stare at a whiteboard, trying to think of a way past a problem, before giving up and moving on.
How many calls we’ll make. Emails we’ll send. Proposals we’ll create. Follow-ups we’ll make.
Those limits only seem real because habit has created them.
But they aren’t real.
Think about a time when a huge incentive helped you push past what you thought was a barrier.
Then, you could do more.
Because it turns out your limit was only 40 percent of what you were truly capable of achieving.
The next time you think you’ve reached your cold-call limit, make one more. The next time you think you’ve reached your employee development meeting limit, conduct one more. The next time you think you’ve reached your quality double-check limit, check one more order.
Tomi Engdahl says:
Tutkimus: väsymys ei aina ole työuupumuksen ensimmäinen merkki – hälytyskellojen pitäisi soida, kun kyynistyy
Toisilla työuupumus liittyy erityisesti työn kuormitukseen, toisilla vähäisiin vaikutusmahdollisuuksiin.
https://yle.fi/uutiset/3-11508444
Tomi Engdahl says:
Stop asking ‘how are you?’ Harvard researchers say this is what successful people do when making small talk
https://www.cnbc.com/2019/03/07/stop-asking-how-are-you-harvard-researchers-say-this-is-how-successful-people-make-small-talk.html
Tomi Engdahl says:
MIKÄ ON LIIDI?
https://www.zoner.fi/liidi/
Tomi Engdahl says:
https://into-digital.fi/verkkopalvelun-projektipaallikon-10-kultaista-saantoa/
Tomi Engdahl says:
https://www.intotalo.com/miten-johdat-yrityksesi-kriisista/
Tomi Engdahl says:
How a clear brand hierarchy can build a better business
https://www.ahooy.fi/en/zine/how-a-clear-brand-hierarchy-can-build-a-better-business/
https://www.ahooy.fi/en/zine/ahooy-who/
Tomi Engdahl says:
My Employee Is Alienating All Her Co-WorkersShe’s a good employee … when she’s not wreaking havoc all around her.
https://www.inc.com/alison-green/my-employee-is-alienating-all-her-coworkers.html
Tomi Engdahl says:
5 Condescending and Demotivating Things Great Bosses Refuse to SayAnd what they say instead.
https://www.inc.com/jeff-haden/5-condescending-demotivating-phrases-great-bosses-refuse-to-say.html
Great leaders are ultimately defined by what they do — and by what they say: Inspiring, motivating, providing clarity and focus and instilling a genuine sense of mission and purpose.
1. “I hear what you’re saying, but …”
My grandfather used to say that everything after “but” is BS.
2. “This should only take …”
Using “only” as a minimizer is often used to convince or encourage. Like softening a request by saying, “Can you do this for me? It will only take you a minute or two.”
3. “I need you to calm down.”
Maybe the employee who just walked into your office to vent does need to calm down. But still: Saying “calm down” only serves to upset people more. And make them feel patronized.
4. “I actually agree with you.”
Genuine compliments leave you feeling good about yourself. Back-handed compliments leave you thinking, “Wait–what?”
Adding “actually” turns what a compliment into a slam, implying you’re surprised you would ever share the same opinion.
5. “At the end of the day …”
When I worked in manufacturing a boss often ended discussions by saying, “At the end of the day, we’re here to run books.”
It was his go-to move when he wanted something to go a certain way and couldn’t explain why. To him, it created closure. To us, it said, “I’m the boss and what I say goes.”
Which was certainly true — but didn’t help us understand why certain decisions were made.
Much less get behind them.
To help your employees understand why an idea makes sense, why a process should change, why a direction should be taken, always include the word “because.”
And then make sure you have a meaningful, compelling “because” to share.
Otherwise you’re dictating.
Not leading.
Tomi Engdahl says:
“A jack of all trades and a master of one”: What is the ideal skill set to balance in a creative team?
https://www.itsnicethat.com/features/creative-skills-report-what-is-the-best-skill-set-in-a-creative-team-graphic-design-creative-industry-140820?utm_source=adobeskillfacebook&utm_medium=social&utm_campaign=intsocial
When considering what kind of skill set makes most sense – whether generalist, specialist or even “T-shaped” – it appears the industry’s jury is still out on what’s best for personal growth and business.
Tomi Engdahl says:
https://www.callingbullshit.org/
Tomi Engdahl says:
https://tyopaikat.oikotie.fi/tyontekijalle/artikkelit/mita-hyvaa-poikkeusajasta-voi-seurata-tyoelamaan
Tomi Engdahl says:
Meet America’s Best Management Consulting Firms 2020
https://www.forbes.com/sites/vickyvalet/2020/03/17/meet-americas-best-management-consulting-firms-2020/?utm_campaign=forbes&utm_source=facebook&utm_medium=social&utm_term=Malorie/#6d616c6f7269
Few professionals flourish in the face of disruption quite like management consultants. As economic uncertainty has surged, executives have increasingly turned to outside experts for strategies to stay competitive. Consequently, the consulting business has boomed, growing 3.4% to revenues of $259 billion for more than 774,100 firms since 2014. But with so many consultancies to choose from, how can companies find those that best suit their unique needs?
Tomi Engdahl says:
This will have the biggest impact on your pursuit of success.
Why Aren’t More Highly Intelligent People Rich? A Nobel Prize-Winning Economist Says Another Factor Matters a Lot More
https://www.inc.com/jeff-haden/why-arent-more-highly-intelligent-people-rich-a-novel-prize-winning-economist-says-another-factor-matters-a-lot-more.html?cid=sf01002
Intelligence is important, but intelligence without effort is sometimes wasted.
Nobel Prize-winning economist James Heckman likes to ask people how great a role innate intelligence plays in financial success. Like how much the difference between my income and yours, for example, is based on our relative IQs.
Most people say about 25 percent. Some go as high as 50 percent.
But Heckman’s research reveals something else entirely. Innate intelligence plays, at best, a 1 to 2 percent role in a child’s future success.
Instead, financial success is correlated with conscientiousness: self-discipline, perseverance, and diligence.
That comes as no surprise to people familiar with research on married couples: People with relatively prudent and reliable partners tend to perform better at work, earning more promotions, making more money, and feeling more satisfied with their jobs.
“Partner conscientiousness” (for men and women) predicts future job satisfaction, income, and likelihood of promotion.
Granted, luck also plays a major role in success. As the researchers write, “The maximum success never coincides with the maximum talent, and vice versa. Our simulation clearly shows that such a factor is just pure luck.”
But you can’t control luck. And you can only partly control IQ. While you can certainly become more educated, fluid intelligence — the ability to think logically and solve problems independent of acquired knowledge — is somewhat trainable but tends to be largely fixed.
But what you can control is how conscientious you are. How diligent you are. How persistent you are.
How hard you work.
Everyone defines success differently, as well they should. But if you happen to define success by traditional measures, like professional achievement or fortune or fame, hard work is the great equalizer.
But you can substitute effort for intelligence — because, over time, effort results in skill and experience. You can always be more persistent than others. You can always be more disciplined.
That you can control.
Tomi Engdahl says:
How To Demonstrate Your True Competence And Win People Over
https://www.forbes.com/sites/kathycaprino/2018/10/22/how-to-demonstrate-your-true-competence-and-win-people-over/?utm_campaign=forbes&utm_source=facebook&utm_medium=social&utm_term=Malorie/#6d616c6f7269
Nasher: One of the keys to displaying your expertise is a high level of confidence. Your clients and superiors don’t select what they like best, they choose what they fear least. So eliminate others’ anxieties and you will be handsomely rewarded. Demonstrate confidence regarding your skills and underpin this with your successes, whether from past achievements or from experiences related to a project you are currently working on.