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:
6 Holistic Mental Health Tips For Every Entrepreneur
https://www.forbes.com/sites/shamahyder/2020/09/25/6-holistic-mental-health-tips-for-every-entrepreneur/
Entrepreneurship is stressful in the best of times, but when you’re also dealing with worries about your own and loved ones’ health, financial uncertainty, and the intensity of an election year—well, it’s easy to understand why health organizations and crisis phone lines are reporting up to eight times higher rates of people reaching out for help.
Tomi Engdahl says:
Bill Gates: This tiny gesture of Warren Buffett’s ‘means the world to me’—here’s the valuable life lesson behind it
https://www.cnbc.com/2019/06/27/this-small-gesture-from-warren-buffett-taught-bill-gates-the-most-important-life-lesson.html
Tomi Engdahl says:
5 Creative Ways To Keep Remote Workers Engaged And Excited
https://www.forbes.com/sites/heidilynnekurter/2020/09/22/5-creative-ways-to-keep-remote-workers-engaged-and-excited/
Tomi Engdahl says:
The Expert: Progress Meeting (Short Comedy Sketch)
https://www.youtube.com/watch?v=u8Kt7fRa2Wc
Tomi Engdahl says:
Bill Gates Just Explained How He Used ‘Negative Praise’ to Lead Teams at Microsoft, but Only the Best Leaders Can Copy It
The reason you’re here is because you’re amazing.
https://www.inc.com/bill-murphy-jr/bill-gates-just-explained-how-he-used-negative-praise-to-lead-teams-at-microsoft-only-best-leaders-can-copy-it.html
Tomi Engdahl says:
https://www.iflscience.com/editors-blog/can-you-spot-the-liar-in-the-photo/
Tomi Engdahl says:
How Bill Gates, Steve Jobs, and Vince Lombardi Embraced the Rule of Formidable Expectations
The more you demand, the more you must be willing to give–not just in terms of pay.
https://www.inc.com/jeff-haden/how-bill-gates-steve-jobs-vince-lombardi-embraced-rule-of-formidable-expectations.html
In the early days of Microsoft, Bill Gates was notoriously tough on his employees. Not only did he memorize license plates so he could tell who was still at work, he made a habit of sending 2 a.m. emails that started with, “This is the stupidest piece of code ever written.”
Steve Jobs could be an even tougher boss. According to one former employee: “Steve, like Napoleon, had two faces. On one side he was a brilliant genius and a true misfit. And the other side–his lack of care and sensitivity for people, his disrespect and dictatorial behavior–were all real.”
Jerks, one and all? Maybe.
But then again, Gates built Microsoft. Jobs built Apple. Lombardi’s Green Bay Packers won five NFL championships and the first two Super Bowls.
More importantly, many people reflect fondly on the time they spent working with Jobs, Gates, and Lombardi. The experience taught them to prepare. To think critically. To work harder, work smarter, and put their teams ahead of themselves.
The rule of formidable expectations is simple: The more you expect–OK, demand–from others, the more gratitude you must display for their effort, dedication, and loyalty.
Pay is Not Gratitude
Unfortunately, most bosses focus solely on the demand side. That’s understandable. For one thing, we’re all taught that great outcomes always spring from great expectations; the only way to get more is to require more.
Higher pay can help offset higher expectations, but only to a point. That’s when gratitude kicks in.
Gratitude isn’t just an occasional, “Thank you,” or a few words of praise, though. Gratitude is also providing developmental opportunities. Facilitating new connections. Teaching new skills. Mentoring, motivating, and providing a sense of purpose that turns work into something much more meaningful.
Tomi Engdahl says:
How to Change Anyone’s Mind Without Persuading Them
Effective persuaders don’t tell people what to do. They encourage people to persuade themselves.
https://www.inc.com/carmine-gallo/change-anyones-mind-without-persuading-strategy-leadership.html
At some point, maybe even today, you’ve wanted to change someone’s mind. Persuasion is a key skill for everyone, and it can help you in business.
In his new book, The Catalyst, Wharton business school marketing professor Jonah Berger offers techniques and strategies for changing minds. One strategy seems counterintuitive, but it’s brilliant: Effective persuaders don’t tell people what to do; they encourage people to persuade themselves.
According to Berger, if you tell someone what to do, they become defensive. However, if they arrive at the same conclusion themselves, they’re much more likely to buy what you’re selling, whether it’s your idea or product.
Here are four strategies to become an effective persuader and get anyone to follow your lead.
1. Provide a menu.
Give people a choice and they’re more likely to go along with your idea.
2. Ask, don’t tell.
Ask more questions and make fewer statements.
3. Highlight a gap.
Berger says that people strive for internal consistency. They want their beliefs and actions to align. Highlighting a gap means pointing out a disconnect between a person’s thoughts and actions.
4. Start with understanding.
Applying “tactical empathy” is far more effective than telling people what to do. Effective persuaders make people feel like they’re looking out for them. Rather than “persuade,” start by understanding the other person.
Pay attention to your words. Berger suggests using inclusive pronouns. For example, you can say: “You and I are going to work this out” or “We’ve got to keep working together.” By using “we” instead of “I” statements, you’re more likely to build a bridge of trust.
Stop trying to convince people and encourage them to persuade themselves. It’s the most effective persuasion strategy there is.
Tomi Engdahl says:
Does Resilience Really Exist? How To Build A Psychologically Resourceful Workforce
https://www.forbes.com/sites/sap/2020/09/18/does-resilience-really-exist-how-to-build-a-psychologically-resourceful-workforce/
My research ultimately led me to conclude that resilience is a set of resources that can be learned or developed over time. We can draw upon these resources in times of stress or adversity to build our psychological armor.
In 2020, that protective layer of resilience built up by employees around the world is being tested in unexpected ways. Employers who focus on building a resilient workforce will develop the ability to not only weather, but thrive, during a storm. In fact, Qualtrics’ 2020 Global Workforce Resilience study found that lower resilience in the workforce means employees are less likely to stick around. Here’s how to build a resilient workforce.
Tomi Engdahl says:
The Millennials Are Coming For The Boomers’ Money: One Bank Sees Generational Conflict Breaking Out This Decade
https://www.zerohedge.com/markets/millennials-are-coming-boomers-money-one-bank-sees-generational-conflict-breaking-out
Tomi Engdahl says:
19 Microsoft Teams Tips that will help and save you time
https://collab365.community/microsoft-teams-hacks/
Tomi Engdahl says:
Tieto ilman vastakaikua on arvotonta – miksi perinteinen tutkimustapa pitää kääntää päälaelleen?
https://kaikuhelsinki.fi/blogi/tieto-ilman-vastakaikua-on-arvotonta/
Tieto ilman vastakaikua on arvotonta. Vastakaiun toimitusjohtaja Katariina Tenhunen, mitä se tarkoittaa?
Tiedon tulee herättää tunnetta. Vain siten tieto johtaa toimintaan ja muutokseen – ja vasta silloin niistä paljon puhutuista strategiakuvista tulee todellista elämää.
Tässä maailmantilanteessa tarvitsemme laadukasta ja luotettavaa tietoa. Yritykset ovat joutuneet hetkessä muokkaamaan johtamis- ja toimintamallejaan. Asiakkaiden käyttäytyminen ja arvostukset ovat muuttuneet valtavasti.
Emme voi enää luottaa pelkkiin olettamuksiin, vaan toimintaympäristöämme pitää aktiivisesti tutkia ja selvittää. Meidän kaikkien on oltava hyvin valppaina siitä, mikä on niin oman henkilöstön, asiakkaidemme kuin sidosryhmienkin tulevaisuus. Nyt on haettava vastakaikua omille päätöksille ja toiminnalle!
Tomi Engdahl says:
Stanford psychology expert: This is the No. 1 work skill of the future—but most fail to realize it
https://www.cnbc.com/2019/10/09/stanford-psychology-expert-most-important-work-skill-of-the-future.html
A lack of focus comes at a cost
The challenge at work, of course, has always been to dodge things that distract us. But today’s distractions feel different.
The amount of information available, the speed at which it can be disseminated and the ubiquity of access to new content on our devices has made for a trifecta of distraction.
What’s the cost of all this?
The most important skill of the 21st century
The workplace is rapidly changing, and in the near future, there will be two kinds of people in the world: those who let their attention and lives be controlled and coerced by others and those who proudly call themselves “indistractable.”
That said, not being distractable is the single most important skill for the 21st century. Many experts, including Adam Grant, who said that “success and happiness belong to people who can control their attention,” have addressed the importance of focus.
…attention and focus are the raw materials of human creativity and flourishing.
Here are some of the most common workplace distractions and how to hack them so you can become one step closer to mastering the skill of being indistractable:
Email
Email is the curse of the modern worker. A study published in the International Journal of Information Management found office workers take an average of 64 seconds after checking email to reorient themselves to get back to work.
Group chats
Jason Fried, co-founder of the popular group-chat app Basecamp, acknowledged that being in a group chat can be similar to “being in an all-day meeting with random participants and no agenda.”
Meetings
The primary objective of most meetings should be to gain consensus around a decision, not to create an echo chamber for the meeting organizer’s own thoughts.
Your phone
Our smartphones have become indispensable. This miracle device, however, is also a major source of potential distraction. The good news is, being dependent isn’t the same as being addicted.
Coworkers
While open-office floor plans offices were designed to foster idea-sharing and collaboration, they often lead to more distraction. Interruptions tend to decrease overall employee satisfaction and increase mistakes.
A multi-hospital study coordinated by the University of California, San Francisco, for example, found an 88% drop in the number of errors nurses made when they wore bright orange vests that told colleagues to not interrupt them.
Tomi Engdahl says:
10 ways to have a better conversation | Celeste Headlee
https://www.youtube.com/watch?v=R1vskiVDwl4
When your job hinges on how well you talk to people, you learn a lot about how to have conversations — and that most of us don’t converse very well. Celeste Headlee has worked as a radio host for decades, and she knows the ingredients of a great conversation: Honesty, brevity, clarity and a healthy amount of listening. In this insightful talk, she shares 10 useful rules for having better conversations. “Go out, talk to people, listen to people,” she says. “And, most importantly, be prepared to be amazed.”
Tomi Engdahl says:
The Silent Exodus Nobody Sees: Leaving Work Forever
The “take this job and shove it” exodus is silently gathering momentum.
http://charleshughsmith.blogspot.com/2020/09/the-silent-exodus-nobody-sees-leaving.html
The exodus out of cities is getting a lot of attention, but the exodus that will unravel our economic and social orders is getting zero attention: the exodus from work. Like the exodus from troubled urban cores, the exodus from work has long-term, complex causes that the pandemic has accelerated.
Tomi Engdahl says:
Gallup: Americans Tend to Trust Only News That Confirms Their Beliefs; Highly Educated Americans Are by Far the Most Closed-Minded Group
https://www.strategic-culture.org/news/2020/09/27/gallup-americans-tend-trust-only-news-that-confirms-their-beliefs-highly-educated-americans-far-most-closed-minded-group/
Tomi Engdahl says:
The Future Of Business Innovation Is Not Based On Coding Alone
Accelerate innovation with APIs, no-code, and automation.
https://www.forbes.com/sites/googlecloud/2020/09/08/the-future-of-business-innovation-is-not-based-on-coding-alone/
Tomi Engdahl says:
Here’s Why Ineffective Bosses Are So Hard to Fire, According to Warren Buffett
https://www.inc.com/sylvia-lafair/heres-why-ineffective-bosses-are-hard-to-fire-according-to-warren-buffett.html?cid=sf01002&sr_share=facebook
Leaders are the ones who make or break a company, so the lingo goes. Then why are there so many bully bosses and weak and ineffective people at the head of lots of organizations?
We all know the list. Great leaders are visionaries, they are empathetic, they have high-level emotional intelligence, they know how to engage others, they create collaboration, they know how to form a kick-ass team.
So why are there so many creepy, cowardly, vindictive, and just plain nasty bosses in power positions? And how, in heaven’s name, can they stay at the top of the totem pole for as long as they want?
Here’s what Warren Buffett, one of the smartest businessmen around, says about why these types have such staying power:
The supreme irony of business management is that it is far easier for an inadequate CEO to keep his job than it is for an inadequate subordinate. A CEO who doesn’t perform is frequently carried indefinitely.
One reason is that performance standards for his job seldom exist. Another important, but seldom recognized, distinction between the boss and the foot soldier is that the CEO has no immediate superior whose performance itself is getting measured.
Finally, relations between the Board and the CEO are expected to be congenial. At Board meetings, criticism of the CEO’s performance is often viewed as the social equivalent of belching.
No such inhibitions restrain the office manager from critically evaluating the substandard typist.
So there you have it.
Tomi Engdahl says:
Yritys saa moninkertaisena takaisin investoinnit, jotka käytetään työntekijöiden työkyvyn kohentamiseen. Työehtoasiantuntija Anu Kaniin erittelee keinoja työkyvyn parantamiseen
Työkyky on kultaakin arvokkaampi
https://insinoori-lehti.fi/tasta-on-kysymys/tyokyky-on-kultaakin-arvokkaampi/
Työkyky on arvokas asia, niin henkilölle itselleen kuin työnantajalleenkin. Työkyky on niin arvokas, että tuskin kukaan on valmis luopumaan siitä mistään hinnasta. Mutta mitä se työkyky kummankin näkökulmasta on?
Työkyky ei ole sama asia kuin työhyvinvointi. Työhyvinvointi on työyhteisön ominaisuus. Sitä arvioidessa tarkastellaan yhteisön kykyä tehdä työtä turvallisesti ja terveellisessä työympäristössä, toimia ammattitaitoisesti ja tuottavasti hyvin johdetussa organisaatiossa.
Työkyky puolestaan liittyy yksilöön, hänen fyysisiä, psyykkisiä ja sosiaalisia voimavaroja työnsä tekemiseen. Kun nämä tekijät ovat tasapainossa, työkyky on kunnossa.
Henkilön työkyky vaihtelee työkaaren ja jopa työpäivän aikana. On helppo kuvitella, miten esimerkiksi yöuni vaikuttaa työn tekemiseen. Jaksaminen on aivan eri tasolla hyvien yöunien jälkeen kuin silloin, kun stressi tai pienet lapset ovat valvottaneet edellisenä yönä.
Työnantaja ei voi vaikuttaa kotioloihin, mutta kylläkin työoloihin. Yksilön näkökulmasta katsottuna vaikuttavia tekijöitä on paljon, osa hänen omissa käsissään. Ihminen itse vastaa esimerkiksi siitä, että ruokavalio ja riittävä liikunta auttavat tai varmistavat oman työkyvyn säilymisen.
Työnantaja voi puolestaan tehdä suunnitelmallista työkyvyn johtamista. Monien tutkimuksien mukaan se tuottaa rahaa takaisin vähentyneinä sairauspoissaoloina ja tuotannon keskeytymättömyytenä.
Kehityskeskustelu on oiva paikka käydä henkilön työkykyyn liittyvää keskustelua. Jos alaisen käyttäytyminen muuttuu aikaisempaan verrattuna, kannattaa kysyä, mikä muutoksen on aiheuttanut. Keskustelu antaa mahdollisuuden kertoa esimerkiksi liiallisesta työkuormituksesta tai työvälineidensä toimimattomuudesta.
Työkykyä yritetään vaalia myös lakisääteisillä suunnitelmilla. Laki määrittelee minimitason, mutta mikään ei estä sen ylittämistä. Yksinkertaisimmillaan henkilöstön työkyvyn ylläpitäminen ja kehittäminen voi käydä varmistamalla koulutussuunnitelmassa jokaiselle työntekijälle riittävä laite- ja järjestelmäkoulutus oman tehtävänsä hoitamiseen.
Tomi Engdahl says:
Parhaimmillaan työkykyinen ja hyvinvoiva henkilöstö tuottaa työnantajalleen kuusinkertaisen tulon työkyvyn ylläpitämiseen sijoitettuihin rahoihin verrattuna.
Tomi Engdahl says:
How Great Leaders Bring Out Others’ Self-Confidence
https://www.forbes.com/sites/georgebradt/2019/11/05/how-great-leaders-bring-out-others-self-confidence/?utm_campaign=forbes&utm_source=facebook&utm_medium=social&utm_term=Malorie/#6d616c6f7269
Leaders inspire and enable others to do their absolute best together to realize a meaningful and rewarding shared purpose. Great leaders add bringing out others’ self-confidence by emphasizing confidence-building in their approach to the direction, authority, resource, and accountability aspects of delegation.
“They can because they think they can.” – Virgil
How leaders help/what they bring out in their followers:
5 – EVOLVE – The self-confidence to evolve themselves, colleagues, and organization.
4 – EXCEL – The drive to excel.
3 – DELIVER – The motivation to deliver results.
2 – CONTRIBUTE – An interest in contributing to the group or team.
1 – COMPLY – A willingness to comply with what is clear, consistent and fair.
Bring out self-confidence in others by adding an emphasis on confidence-building to the way you delegate and trust across 1) direction, 2) bounded authority, 3) resources, and 4) accountability.
Direction. Providing direction helps others follow. Start with the problem you need solved or the opportunity you can take advantage of. Be clear on the objective – what they should accomplish. Then, let them determine how to get it done. Finally, bring out their self-confidence by empowering them to do it their way within appropriate guidelines or strategic boundaries.
Authority. It’s counter-intuitive to some, but bounded authority is more confidence-building than is blanket authority. Strategic boundaries for tactical decisions give people confidence in their ability to make those tactical decisions without worrying about others second-guessing them.
Resources. A big part of how is resources. Instead of giving them the resources you think they need, ask them what they think they need and then help them assemble those resources or make things work with the resources available.
Accountability. The key here is assuming success. Have confidence in the people to whom you delegate. Show them your confidence in them and in their approach. Recognize and reward them for their achievements at milestone steps along the way to bring out their self-confidence.
Putting it all together. If you’re lucky enough to have followed a level 5 confidence-activating pinnacle executive, you know how it feels. You know how it feels to follow someone who cares about building enduring greatness, puts others first, and is relentless in the pursuit of what matters. You know how it feels to follow someone who lives “Be. Do. Say.” – someone you respect for who they are and what they represent. You know how it feels to follow someone who trusts you, makes you feel better about yourself, and brings out your own self-confidence.
Tomi Engdahl says:
Business Leaders Who Reject Woke Culture To Be ‘First People Lined Up Against The Wall And Shot In Revolution’: Ex-Twitter CEO
https://www.zerohedge.com/political/business-leaders-who-reject-woke-culture-be-first-people-lined-against-wall-and-shot
Tomi Engdahl says:
https://korner.fi/blog/kuinka-jalostaa-etatyon-opit-palvelemaan-tulevaisuuden-tyoelamaa/?%2F%3Futm_source=facebook&utm_medium=paidsocial&utm_campaign=blog-et%C3%B6ty%C3%B6n-tulevaisuus
Tomi Engdahl says:
Exceptional employees will quit if these are repeated enough.
8 Reasons Why Exceptional Employees Quit Their Jobs
http://on.inc.com/Ejp385L
Avoid these critical leadership mistakes (or these bosses) if you want to thrive.
To have exceptional success in business, you need to have exceptional employees. However, hiring them is only half the battle.
Unfortunately, it’s the easiest for A-players to find another opportunity, and they’ll be the most motivated to find the best job possible. It’s no small wonder that more than one in five employees are searching for greener pastures in 2017.
The good news? Most of the slip-ups made by bosses that motivate rock stars to leave are completely avoidable.
End these common mistakes if you want your top talent to stick around (or start looking for another job if you’re dealing with them):
1) They overwork the best ones.
“We treat our people like royalty. If you honor and serve the people who work for you, they will honor and serve you.” – Mary Kay Ash, founder of Mary Kay
2) They don’t respect time out of the office.
Managing the balance between family life and work is a battle that, unfortunately, a lot of us are losing these days. In fact, having a healthy work-life balance is so important to people that 14% of employees said that this issue is a deal breaker, according to a survey by BambooHR.
3) They micromanage.
Take it from actress and producer Tina Fey, who wrote in her memoir Bossypants, “In most cases being a good boss means hiring talented people and then getting out of their way.”
If you’re constantly trying to control every inch, you’ll detract from the work quality of everything, while quickly dissolving trust in your team.
4) They don’t instill purpose.
“Good leaders organize and align people around what the team needs to do,” said Marillyn Hewson, CEO of Lockheed Martin. “Great leaders motivate and inspire people with why they’re doing it…and that’s the key to achieving something truly transformational.”
5) They don’t provide opportunities for growth.
A study in Harvard Business Review looked at why top performers are job-hunting, and they found that a lack of development opportunity is often the fuel that leads to early exits.
6) They participate in gossip.
HR expert, Suzanne Lucas, says “the reality is you need to be in a position to not only hire, but fire, discipline, promote, mentor and pass people over for promotion. When you get caught up in the drama and concerned about the little things, you lose perspective on the things that matter, like the business.” As tempting as it might be to turn the office into a soap opera, above all, remain impartial.
7) They don’t let you pursue your passions.
Employees want to uncover their unique talents, not get stuck in a career pigeonhole. That’s why at LexION Capital, it’s not uncommon to see an admin writing blogs or the finance team working on a marketing project. That’s because I want their unique skills to flourish.
8) They don’t have empathy.
“As a leader, I am tough on myself and I raise the standard for everybody; however, I am very caring because I want people to excel at what they are doing so that they can aspire to be me in the future.” – Indra Nooyi, CEO of PepsiCo
Tomi Engdahl says:
A job that robots won’t be able to steal – being a superhuman
https://cybernews.com/editorial/a-job-that-robots-wont-be-able-to-steal-being-a-superhuman/?utm_source=facebook&utm_medium=cpc&utm_campaign=rm&utm_content=robots_superhuman
Soon, robots will take over mundane tasks, and therefore people will have more time to be creative at their jobs. But using digital tools seamlessly will be a must, Jevgenij Abdulajev, Head of Sales and Business Development at Vilnius CODING School, told CyberNews.
Technology revolutions are not something new. But as the world is in the middle of the 4th industrial revolution, it’s become clear that most of the workforce will need good technical skills to adapt. The good news is that jobs that require human qualities, such as team work or psychology knowledge, will not be replaced by robots. Not yet, at least.
“Programming is not enough anymore,” Jevgenij Abdulajev said during the LOGIN conference. Shortly, people who manage to be good both at managing robots and communicating with people will benefit the most.
“During the first and second industrial revolution, the success of a worker was determined by how good he is in a particular area, such as manufacturing or sewing. It was also important to have the ability to stand long hours at the factory machines, and sometimes perform not the most interesting tasks,” said Jevgenij Abdulajev.
During the third industrial revolution, when computers replaced computing machines, people still had to have good knowledge of what they were doing, plus technology knowledge.
“With the spread of digital tools, the demand for specialists who could create software grew. Also, we learned that a programmer is the most desirable occupation there is,” Jevgenij Abdulajev said.
Even though programmers are in high demand, just writing code won’t be enough.
“Nowadays, technological skills are not the only important thing. Human qualities, such as teamwork, creativity, and problem-solving skills are crucial. During the 4th industrial revolution, so now, we already have hybrid jobs that require both technological and human skills,” he said.
What are hybrid jobs?
At the moment, we are doing hybrid jobs. This means that we need both technology and human skills. Let’s take a look at a programmer. These days, he or she is not only writing code, but needs skills to communicate, to provide insights, to work in a team, and understand the business process of the particular industry.
The product manager is another example of a hybrid job. That person has to be good at organizing, communicating, problem-solving, and technology.
“In order to be successful, he has to be able to understand what a programmer tells him,” said Jevgenij Abdulajev.
A marketing specialist nowadays is also a person with a hybrid job as he has to be creative and communicate efficiently.
The future is for superhumans
“Robots don’t get sick. They can do some tasks more effectively, faster, and not get tired. Jobs that have more technical elements will be automated faster,” Jevgenij Abdulajev said.
According to the World Economic Forum (WEF), around 75 million jobs could be displaced because of robotization. But, over the next decade, around 133 million jobs globally could be created because of the rapid technological advances.
We already work hybrid jobs, and soon we will have to learn even more about how to work closely with robots and algorithms.
Tomi Engdahl says:
First, grab a pen and paper.
Not Sure What to Do With Your Life? Richard Branson Says Start by Asking These 2 Simple QuestionsBranson offers a straightforward program for those who aren’t sure what they want to be when they grow up.
https://www.inc.com/jessica-stillman/how-to-choose-career-business-idea-richard-branson.html?cid=sf01002&fbclid=IwAR0idwS4y-1ss9h-39QPLnCwOqJAYzWnZFxavaQZugjDzezWfaKfLtCnDzA
Tackling challenges with curiosity
https://www.virgin.com/branson-family/richard-branson-blog/tackling-challenges-curiosity
Tomi Engdahl says:
Highly Confident People Avoid These 14 BehaviorsThose who are certain of themselves tend to avoid these actions.
https://www.inc.com/scott-mautz/highly-confident-people-avoid-these-14-behaviors.html?cid=sf01002
An organization is never more confident than its leader, which accentuates the importance for leaders to display unswerving confidence in themselves, their vision, their strategy, and their people.
1. They don’t seek attention and praise.
2. They refuse to make excuses.
3. They aren’t defensive.
4. They don’t avoid conflict.
5. They don’t hide behind indecision.
6. They’re not downtrodden by feedback
7. They don’t feel they’re in competition with others.
8. They’re not afraid to take a stand.
9. They don’t shy from failure and setbacks.
10. They don’t pummel themselves with negative self-talk.
11. They don’t spread negative energy.
12. They don’t talk only about themselves.
13. They don’t do the easy thing by doing everything
14. They don’t require permission to act.
They know that homebuilders need permission to act, but business builders don’t. They’re not disrespectful of authority. Rather, they’re respectful yet autonomous.
So tear down these behaviors to build up the self-confidence you exude.
Tomi Engdahl says:
60 Employees Leave Coinbase Over CEO’s Pledge To Be Apolitical
http://on.forbes.com/6182G2kl2
More than 60 Coinbase employees have taken an exit package after CEO Brian Armstrong said in a controversial blog post last month that the company would not participate in social activism.
The San Francisco-based cryptocurrency exchange offered all employees an exit package if they didn’t agree with the company’s pledge to not take a stand on issues outside its business goals.
60 employees or 5% of Coinbase’s workforce, have taken the deal, Armstrong said Thursday, and a number of conversations are still ongoing, meaning the final number could be higher.
The discussion around Coinbase’s politics started internally this summer when the company didn’t release a statement supporting Black Lives Matter, causing a virtual walkout among employees, Wired reported.
Some Business Leaders Should Face A Firing Squad, Former Twitter CEO Dick Costolo Suggests In Angry Tweet
https://www.forbes.com/sites/abrambrown/2020/10/01/some-business-leader-should-face-a-firing-squad-former-twitter-ceo-dick-costolo-suggests-in-angry-tweet/#b6d46327b948
Costolo was responding to a debate that has consumed tech’s elite on Twitter over the past few days, an argument about whether the industry should actively promote social justice causes and encourage political conversations at work. Costolo’s comments had the effect of dumping a jerrycan’s worth of fuel on the fire. “Me-first capitalists who think you can separate society from business are going to be the first people lined up against the wall and shot in the revolution,” he tweeted. “I’ll happily provide video commentary.”
Costolo’s extraordinary language—suggesting he’d like to see some of his peers face a firing squad—was jarring and reinforced the profoundly unusual and troubling circumstances that have enveloped corporate America this year. Businesses have faced a deadly pandemic, a global recession and the most profound reckoning over civil rights in several generations, sparked by George Floyd’s death while in police custody last May. By turn, corporations and the CEOs running those firms have been left wondering what role—if any—they should take in the movement, inaction on their part sometimes leading to the unhappiness of their employees.
While the fiery controversy had largely been reduced to embers in recent weeks, it was sparked anew on Twitter by Coinbase CEO Brian Armstrong’s sternly worded blog post from Sunday, a lengthy treatise that attempted to draw a firm line in the sand: Coinbase would take no part in any social justice movement. Generally, Armstrong seemed to say, he expected his employees to keep their heads down and focus on their job of building out the cryptocurrency exchange.
Tomi Engdahl says:
https://blog.coinbase.com/coinbase-is-a-mission-focused-company-af882df8804
Tomi Engdahl says:
https://korner.fi/blog/kuinka-jalostaa-etatyon-opit-palvelemaan-tulevaisuuden-tyoelamaa/?%2F%3Futm_source=facebook&utm_medium=paidsocial&utm_campaign=blog-et%C3%B6ty%C3%B6n-tulevaisuus&fbclid=IwAR0lIXLj6AGV_FLQ3QEejFEMb8utoFsz2GJdcXFrHUiswpp-6yPrmLXen3g
Tomi Engdahl says:
Microsoft’s CEO is tired of working from home and he’s not alone
https://www.zdnet.com/article/microsofts-ceo-is-tired-of-working-from-home-and-hes-not-alone/
Satya Nadella worries that staring into a screen lulls you into a stupor and casual interactions just don’t happen anymore. Some research agrees with him.
He explained: “Thirty minutes into your first video meeting in the morning, because of the concentration one needs to have on video, you’re fatigued.”
Is this because too many meetings are dull? Is it because it’s harder to hide that you’re texting a friend about last night? Is it because you know you have another nineteen video meetings that day?
In Nadella’s case, he believes all those video meetings are merely transactional. The really inspired, creative work happens in casual conversations before and after meetings. Surely, at times, in bars, too.
The company’s investigators found that although employee work hours have been extended, they’re still finding ways to meet for casual encounters, rather than strictly work-related purposes.
Writing for CNBC, Bloom said he fears “a slump in innovation. In-person collaboration is necessary for creativity, and my research has shown that face-to-face meetings are essential for developing new ideas and keeping staff motivated and focused.”
Tomi Engdahl says:
Why flexibility is invaluable.
Microsoft’s New 6-Word Remote Work Policy Is Brilliant. Here’s Why Your Company Should Steal It
https://www.inc.com/justin-bariso/microsofts-new-6-word-remote-work-policy-is-brilliant-heres-why-your-company-should-steal-it.html?cid=sf01002&fbclid=IwAR2nIJyChoWLYs7jMyXmXWDrULuINKCgGVNZogfudPlJ-uSvSwYd6CvrNzM&fbclid=IwAR3RJ01PNOCS_CJleW9ENDWbOYy9NDwc_a27hy_8JWgtPXjfW2PqteBLPkA&fbclid=IwAR03vmgJN8s3Dp2ORw-xan2g9Q–ROjJnjz_Ek21omh07aarOo6fRcWpNuw&fbclid=IwAR1CK4m6apmxn8qR8pDKrkZGdXTEK6gonyk230ywLRnkaM-KhutcFrUSgCM
Microsoft’s new policy is great because it recognizes its employees as individuals. And that’s empowering.
Microsoft recently announced new guidance for remote work, and it has potential to change how the company works for years to come.
The biggest change: making work from home, at least part of the time, the new permanent standard. Also standard is “work schedule flexibility,” which gives employees more freedom to choose the hours and days when they work, along with their workday start and end times.
https://blogs.microsoft.com/blog/2020/10/09/embracing-a-flexible-workplace/
Tomi Engdahl says:
Huijarisyndrooma piinaa menestyjiäkin: Tunnetut ammattilaiset kertovat, milloin pelkäsivät paljastuvansa huijareiksi – ja mitä sitten tapahtui
Epäiletkö omaa osaamistasi, vaikka suoriutuisit muiden mielestä hyvin? Tässä jutussa kuusi ammattilaista kertoo, miten he ovat pyristelleet irti huijariajatuksista.
https://yle.fi/uutiset/3-11606092
Tomi Engdahl says:
Your project fails because of resourcing. But why? Because someone wrote a bad bid. But it does not have to be messy until the end.
BID MANAGER VS. PROJECT MANAGER
https://propellerhat.co/bid-manager-vs-project-manager/?utm_source=Facebook&utm_medium=cpc&utm_campaign=bid&utm_content=blog&fbclid=IwAR0rbaW8Ox_8fhTRuKkcXrh-Nbow-pMIS7rIvyZULdeOnQw-nkJQ_SlNiow
Having a background in project management is great when you are faced with the task of planning a new project. However, managing a bid or writing a proposal is fundamentally different from managing a project.
There are two main differences between bid management and project management.
1. A PROJECT MUST DELIVER
When doing a project you already know what you have to do, by when and how much can it cost. That is called the iron triangle of project management: quality, time and cost. Those are contractual facts.
Your goal is to stay in scope, spend available resources and make it in the timeline that is written down in the plan. You can sometimes make exchanges between shorter timeline for more resources, smaller scope for less money to spare, but sometimes not even that. You need to stick to the plan because of dependencies to clients partners or other projects.
Main point about a project is just to push through and deliver in time, scope and quality.
2. NO PLAN, NO RESOURCES
However, when writing a bid or a project plan you basically have no time, no money and no resources. And your task is to invent how you would spend it if you had it.
The work that results from these constraints is at best fast, lean and collaborative – at worst it is slow, complex and you are all alone. To get it right you have to get attention from technical, sales, legal and business experts as well as other managers and senior level sponsors to get comments or approval. And none of them has any intention of doing your job for you. They are always busy, but you need to get their attention in order to succeed. But if you fail, it’s not their fault.
3. COMMUNICATE MORE
Typically the expertise needed in planning and executing a project is scattered around the organization. In a networked project consortia between organizations and sometimes in different locations and countries.
When you get domain experts collaborating smoothly, it is great cross-disciplinary teamwork. But they are sometimes also negotiating against each other and competing with partner companies for the resources that you have put in your plan. And your job as manager in planning the project is to pull this all together in a very short deadline. This means a lot of communication.
And if you make it right, the bid will end up being a contract that your project managers have to deliver.
Tomi Engdahl says:
//Pro-tip for anyone working in IT, Linux/Unix sysadmin works, or tech support. Learn to say no. Otherwise, they will ruin your sleep for sure.
Tomi Engdahl says:
https://lehtilehti.fi/2020/10/jeesus-kohtaa-haasteita-golgatalla-uudessa-raamatun-kaannoksessa/
Tomi Engdahl says:
Emilia Kujalan kolumni: Syy videokohtaamisten puuduttavuuteen löytyy sosiaalipsykologiasta
Videokohtaamisissa sosiaalinen tiedonkäsittelymme menee sekaisin, kirjoittaa psykoterapeutti ja sosiaalipsykologi Emilia Kujala.
https://yle.fi/uutiset/3-11588402
Nyt ajatus hyvälle ystävälle järjestettävistä yllätyskutsuista tai psykoterapiatyöstä videon välityksellä tuntuu sydäntä ja hermoja raastavalta. En jaksa enää yhtään sosiaalista tilannetta, jossa en ole varma, kuuleeko kukaan, kiinnostaako ketään tai miten kauan saan tuijottaa paikalleen jäätynyttä naamaa.
Jokin videokontakteissa aidosti puuduttaa. Kyse ei voi olla vain siitä, että jatkuva näytön tuijottelu väsyttää silmiä ja kotitoimistolla muiden perheenjäsenten elämöinti ajoittain häiritsee keskittymistä.
Arvelen, että videokonktaktit eivät palkitse sosiaalisesti samalla tavalla kuin aidot kohtaamiset. Päätin selvittää hypoteesini paikkaansa pitävyyden
Heti puhelun alkuun käy ilmi, että tavallinen puhelu on vuorovaikutuksen tutkimuksen näkökulmasta vähemmän kuormittava sosiaalinen tilanne kuin videopuhelu. Kun emme näe keskustelukumppaniamme, sosiaalinen tiedonkäsittelymme sopeutuu tilanteeseen, jossa on parasta luottaa pelkkiin äänivihjeisiin. Videokohtaamisessa mielemme taas kuvittelee olevansa livekohtaamisessa. Moni sosiaalisen vuorovaikutuksen näkökulmasta perustavanlaatuinen asia on kuitenkin pielessä.
Vuorovaikutuksessa sillä, mitä sanotaan, on loppujen lopuksi paljon vähemmän merkitystä kuin sillä, miten sanotaan. Evoluution näkökulmasta keskustelutilanteissa on ollut äärimmäisen hyödyllistä kiinnittää huomiota mikroilmeisiin, eleisiin, äänen painoihin ja kehon asentoon. Näin olemme osanneet suojautua ajoissa uhkaavilta ihmisiltä ja tilanteilta.
Yksi suurimmista videokeskustelun ongelmista liittyy juuri sanattomaan viestintään, Kohonen-Aho kertoo. Kehonkieli, eleet ja ilmeet eivät erotu videokohtaamisissa samalla tavalla kuin luonnollisissa kohtaamisissa, koska näistä kertovat vihjeet tulevat videolla viiveellä tai jäävät kokonaan pois. Monella on esimerkiksi tapana selittää käsillään, mutta käsiä tuodaan harvemmin niin korkealle kehon etupuolelle, että ne näkyisivät videolla.
Katsekontaktilla on tärkeä tehtävä keskustelijoiden välisen intimiteetin luomisessa ja sen avulla varmistetaan kuulijan huomio. Videokohtaamisissa aito katsekontakti ei toteudu, koska harva katsoo suoraan kameraan, vaan hieman sen alapuolelle – eli sinne, missä saattaisimme kohdata keskustelukumppanin katseen. Näemme siis silmät, joilla ei kommunikaation näkökulmasta tee juuri mitään.
Katsekontaktilla on tärkeä tehtävä keskustelijoiden välisen intimiteetin luomisessa ja sen avulla varmistetaan kuulijan huomio. Videokohtaamisissa aito katsekontakti ei toteudu, koska harva katsoo suoraan kameraan, vaan hieman sen alapuolelle – eli sinne, missä saattaisimme kohdata keskustelukumppanin katseen. Näemme siis silmät, joilla ei kommunikaation näkökulmasta tee juuri mitään.
Tomi Engdahl says:
https://electricalfundablog.com/strikethrough-text/
Tomi Engdahl says:
Technology and fresh thinking will help us reinvent teamwork
As the coronavirus pandemic shows no sign of abating, can teams remain productive?
https://www.wired.co.uk/article/reinventing-teamwork-technology
Tomi Engdahl says:
https://auntie.fi/loyda-tasapaino-stressin-ja-palautumisen-valilla/
Tomi Engdahl says:
https://jyunity.fi/ajattelijat/teknostressi/
Tomi Engdahl says:
Taklaa työuupumus ajoissa – uupumuksesta toipuneiden oivalluksia
https://tyopaikat.oikotie.fi/tyontekijalle/artikkelit/taklaa-tyouupumus-ajoissa-uupumuksesta-toipuneiden-oivalluksia
Tomi Engdahl says:
TAITAVA ESIINTYJÄ SAA VIESTINSÄ PERILLE – NÄIN VAKUUTAT YLEISÖSI
https://www.telia.fi/yrityksille/artikkelit/artikkeli/taitava-esiintyja-saa-viestinsa-perille-nain-vakuutat-yleisosi?utm_source=facebook&utm_medium=social_paid&utm_campaign=B2B+%7C+CONTENT+%7C+Brand+Content+2020+Z13897+%7C+prospecting+%7C+BuP11160004019&utm_content=Link+Ad+%7C+CONTENT+%7C+Myyntitaidot+%E2%80%93+Maikki++09+2020&utm_term=Native+%7C+BC+p%C3%A4%C3%A4tt%C3%A4j%C3%A4t&fbclid=IwAR1oPav8HK-KQD-zHFOrc5zI2_M0VAUjE4I_K-o3WAOibrAF82sDroUBtcs
Tomi Engdahl says:
The Most Profitable Industry in Every U.S. State
https://www.visualcapitalist.com/most-profitable-industry-u-s-state/
Tomi Engdahl says:
To Control Your Life, Control What You Pay Attention To
https://hbr.org/2018/03/to-control-your-life-control-what-you-pay-attention-to?utm_medium=social&utm_campaign=hbr&utm_source=facebook
Your attention determines the experiences you have, and the experiences you have determine the life you live. Or said another way: you must control your attention to control your life. Today, in a world where so many experiences are blended together — where we can work from home (or a train or a plane or a beach), watch our kids on a nanny-cam from work, and distraction is always just a thumb-swipe away — has that ever been more true?
Attention Management
To be consistently productive and manage stress better, we must strengthen our skill in attention management.
Attention management is the practice of controlling distractions, being present in the moment, finding flow, and maximizing focus, so that you can unleash your genius. It’s about being intentional instead of reactive. It is the ability to recognize when your attention is being stolen (or has the potential to be stolen) and to instead keep it focused on the activities you choose. Rather than allowing distractions to derail you, you choose where you direct your attention at any given moment, based on an understanding of your priorities and goals.
Better attention management leads to improved productivity, but it’s about much more than checking things off a to-do list. The ultimate result is the ability to create a life of choice, around things that are important to you. It’s more than just exercising focus. It’s about taking back control over your time and your priorities.
Aspirations vs. Experiences
The leaders I work with tell me, “I believe in the power of mentoring and coaching my team members. The most important thing I can do as a leader is support them and encourage their growth. This is how I make a difference, and it’s what gives me satisfaction at work.”
But later in our conversation, I hear how their days actually go: “I spend a big chunk of my time on email and putting out fires. I started the year with a coaching plan for my team, but it’s fallen by the wayside amid everything else that is going on. My one-on-ones with team members don’t happen as often as I would like, and the content is too much ‘trees’ and not enough ‘forest.’”
Even if you see yourself as a passionate advocate for coaching and mentoring, you won’t have the impact you’d like if your actions and experiences don’t reflect these values. As James said, your experience is what you attend to. And your experiences become your life. So if your attention continues getting diverted, and email, meetings, and “firefighting” consume your days, pretty soon weeks or months will have gone by and your life becomes full of the “experiences” you never really intended to have.
Today, we have internet-connected phones and other devices that are always with us, delivering a volume of information and communication James couldn’t have imagined. There’s a lot more competition for our attention.
Let’s go back to our mentoring and coaching example. You could start each day intending to focus on developing your team. But those intentions can quickly get swept away in the rush of demands that characterize our workdays.
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STRESS
To Control Your Life, Control What You Pay Attention To
by Maura Thomas
March 15, 2018
Save Share 8,95
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CSA Images/Getty Images
One of the best insights on what true productivity means in the 21st century dates back to 1890. In his book The Principles of Psychology, Vol.1, William James wrote a simple statement that’s packed with meaning: “My experience is what I agree to attend to.”
Your attention determines the experiences you have, and the experiences you have determine the life you live. Or said another way: you must control your attention to control your life. Today, in a world where so many experiences are blended together — where we can work from home (or a train or a plane or a beach), watch our kids on a nanny-cam from work, and distraction is always just a thumb-swipe away — has that ever been more true?
Attention Management
To be consistently productive and manage stress better, we must strengthen our skill in attention management.
Attention management is the practice of controlling distractions, being present in the moment, finding flow, and maximizing focus, so that you can unleash your genius. It’s about being intentional instead of reactive. It is the ability to recognize when your attention is being stolen (or has the potential to be stolen) and to instead keep it focused on the activities you choose. Rather than allowing distractions to derail you, you choose where you direct your attention at any given moment, based on an understanding of your priorities and goals.
Better attention management leads to improved productivity, but it’s about much more than checking things off a to-do list. The ultimate result is the ability to create a life of choice, around things that are important to you. It’s more than just exercising focus. It’s about taking back control over your time and your priorities.
Aspirations vs. Experiences
The leaders I work with tell me, “I believe in the power of mentoring and coaching my team members. The most important thing I can do as a leader is support them and encourage their growth. This is how I make a difference, and it’s what gives me satisfaction at work.”
But later in our conversation, I hear how their days actually go: “I spend a big chunk of my time on email and putting out fires. I started the year with a coaching plan for my team, but it’s fallen by the wayside amid everything else that is going on. My one-on-ones with team members don’t happen as often as I would like, and the content is too much ‘trees’ and not enough ‘forest.’”
Even if you see yourself as a passionate advocate for coaching and mentoring, you won’t have the impact you’d like if your actions and experiences don’t reflect these values. As James said, your experience is what you attend to. And your experiences become your life. So if your attention continues getting diverted, and email, meetings, and “firefighting” consume your days, pretty soon weeks or months will have gone by and your life becomes full of the “experiences” you never really intended to have.
So why don’t we just have the experiences we want to have, and create the lives we most want to lead? Why does this painful gulf exist between the selves we aspire to and how we spend our time?
The fact that James was thinking about this topic in the 19th century shows that we’ve long wrestled with the conflict between our goals and values and the lure of distractions. But, of course, we live in a world with many more distractions than existed in the 1890s. When he published The Principles of Psychology, the telephone was brand-new. Today, we have internet-connected phones and other devices that are always with us, delivering a volume of information and communication James couldn’t have imagined. There’s a lot more competition for our attention.
Let’s go back to our mentoring and coaching example. You could start each day intending to focus on developing your team. But those intentions can quickly get swept away in the rush of demands that characterize our workdays.
In this frenzied work environment, accomplishing the things that are most meaningful to you doesn’t just happen. You can’t leave it to chance. Your busy environment presents choice after choice every day about what you will attend to — and what your experiences will be.
Deliberately Choosing What You Attend To
This is where attention management offers a solution. It’s a deliberate approach that puts you back in control. Practicing attention management means fighting back against the distractions and creating opportunities throughout your day to support your priorities. First, control external factors:
Control your technology. Remember, it’s there to serve you, not the other way around! Decide to take control by turning off email and “push” notifications which are specifically designed to steal your attention. This will allow you to engage in more stretches of focused work on tasks and activities that you choose. As often as possible and especially when you’re working, keep your phone silent and out of sight.
Control your environment. Set boundaries with others, especially in an open-office setting. For example, use headphones or put up a “do not disturb” sign when you need to focus. If that doesn’t work, try going to a different part of your office, or even another floor of your building. If things are really bad, you can try teaming up with colleagues to designate a certain time of day, or day of the week, a “no distractions” day for everyone to do heads-down work.
But here’s an overlooked truth: Our productivity suffers not just because we are distracted by outside interruptions, but also because our own brains, frazzled by today’s frantic workplaces, become a source of distraction in and of themselves.
For example, the problem isn’t just that an email interrupts your work. It’s also the fact that being tethered to your email inbox conditions you to expect an interruption every few minutes, which chips away at your attention span. You then become so afraid of forgetting to do some small task — like sending an email or forwarding a document — that you start to do everything as soon as you’ve thought of it; but then you end up getting sucked into your overflowing inbox before you know it. Moreover, knowing that you have a catalog of all the world’s knowledge at your fingertips — in terms of the internet on your smartphone — makes it difficult to be comfortable in a state of “I don’t know,” and hard to avoid the distracting temptation to “find out now.”
So you must also learn to control internal factors.
Control your behavior. Use those times when your technology is tamed and your do-not-disturb sign is up to get used to single-tasking: open only one window on your computer screen, and give your full attention to one task until it’s complete, or until a designated stopping point. Take breaks throughout the day where you step away from your computer. Try to “unplug” completely (no technology) for at least an hour or more, as often as you can. Try it for 15-20 minutes at first; then build up to an hour, or even 90 minutes.
Control your thoughts. For many of us, this is the hardest nut to crack, which is why I’ve left it to last. Minds are made to wander. Practice noticing when your mind is veering off in its own direction, and gently guide your focus back to where you want it. If you think of some important small task while you are doing focused work, jot it down on a notepad and come back to it later. Do the same with information you want to look up online.
Practicing attention management will not eliminate distractions from your day. But as you start to recognize when you become distracted, and build your “attention muscle” through habits like those above, you’ll start to reclaim your life and devote more of yourself to what’s really important to you. Don’t allow distraction to derail your aspirations and intentions. Instead, control your attention to control your life.
Tomi Engdahl says:
Depression, Anxiety And Heart Disease Risk All Linked To Single Brain Region
https://www.iflscience.com/brain/depression-anxiety-and-heart-disease-risk-all-linked-to-single-brain-region/
Tomi Engdahl says:
http://uk.businessinsider.com/downsides-of-being-smart-2016-7
Tomi Engdahl says:
6 Surprising Downsides Of Being Extremely Intelligent
http://uk.businessinsider.com/downsides-of-being-smart-2016-7
Below, we’ve rounded up some of the most thought-provoking responses and explained the science behind them.
1. You often think instead of feel
2. People frequently expect you to be a top performer
3. You might not learn the value of hard work
4. People may get annoyed that you keep correcting them in casual conversation
5. You tend to overthink things
6. You understand how much you don’t know
Being super-intelligent often means appreciating the limits of your own cognition. Try as you might, you’ll never be able to learn or understand everything.
Tomi Engdahl says:
KUINKA OLLA ERI MIELTÄ HAASTATTELIJAN KANSSA JA SILTI ONNISTUA TYÖHAASTATTELUSSA?
https://www.monsterklubi.fi/kuinka-olla-eri-mielta-haastattelijan-kanssa-ja-silti-onnistua-tyohaastattelussa/
Työhaastattelutilanteessa hakijan tärkein tavoite on yleensä vakuuttaa haastateltava hakijan sopivuudesta tehtävään. Tällöin voi helposti ajatella, että saadakseen työpaikan kannattaa myötäillä haastattelijaa – vaikka olisikin eri mieltä hänen kanssaan. Kannattaako tällainen taktiikka kuitenkaan pidemmän päälle?
Luonnollisesti on hyvä pyrkiä antamaan mahdollisimman miellyttävä ja yhteistyökykyinen vaikutelma itsestään, sillä lähes jokaisessa työssä tarvitaan jonkinlaisia tiimityöskentely- ja yhteistyötaitoja. Liiallinen myötäily voi kuitenkin kääntyä itseään vastaan, jos et ole aidosti oma itsesi.
Kertomalla työhaastattelussa omia mielipiteitäsi, vaikka ne eriäisivätkin haastattelijan näkemyksistä, annat itsestäsi jotakin enemmän ja jäät paremmin mieleen. Konfliktin sijaan asian voi ajatella lähtökohtana hedelmälliselle keskustelulle ja ongelmanratkaisulle. Mieti kuitenkin, miten näkemysero kannattaa parhaiten tuoda esille, jotta et vaikuta vastaanvänkääjältä.
Tee taustatyöt
On hyvä selvittää hieman etukäteen, minkälainen kulttuuri yrityksessä on. Suhtaudutaanko yrityksessä avoimin mielin uusiin ideoihin ja kehitysehdotuksiin? Minkälainen hierarkia yrityksessä on? Tutustu, mitä yrityksestä kirjoitetaan esimerkiksi sosiaalisessa mediassa ja Tunto-palvelussa tai kysy kokemuksia tutuiltasi.
Pohdi vastaustasi rauhassa
Kun haastattelija esittää väitteen tai kysymyksen, haastateltavalle syntyy helposti kiusaus täyttää hiljaisuus ja vastata jotakin suin päin. Joskus kuitenkin kannattaa pitää pieni mietintätauko, jolloin vastauksesi on strukturoidumpi kuin ensimmäisenä mieleen tullut ajatus. Voit hyvin pelata itsellesi lisäaikaa kommentoimalla esimerkiksi “Mielenkiintoinen näkökulma, pitää pohtia asiaa hetki”. Tämä osoittaa, että pystyt ajattelemaan kriittisesti ja ratkaisemaan ongelmia.
Pohjusta vastauksesi
Älä suoraan tyrmää toisen osapuolen sanomista täräyttämällä olevasi eri mieltä. Asia kannattaa ottaa esiin hienovaraisemmin, esimerkiksi “Näen tämän eri tavalla. Saanko jakaa oman näkökantani?”. Näin et vihjaa haastattelijan olevan väärässä, vaan katsot asiaa eri kantilta. Asiasta voi syntyä mielenkiintoinen ja rakentava keskustelu, joka avaa uusia näkökulmia kummallekin osapuolelle.
Luota intuitioosi
Haastattelun aikana sinulle todennäköisesti muodostuu jonkinlainen käsitys siitä, millaisen vastaanoton eriävä mielipide saa. Jos uskot, että asiasta ei synny järkevää keskustelua eikä näkökantaasi oteta hyvin vastaan, saattaa olla parempi purra hammasta. Pohdi jälkeenpäin, miltä haastattelukokemus sinusta tuntui. Olitko innoissasi ja luottavainen? Vai oliko kokemus henkisesti uuvuttava? Tämä antaa sinulle osviittaa siitä, minkälaista työskentely itse yrityksessä voi olla.
Tomi Engdahl says:
https://insinoori-lehti.fi/tasta-on-kysymys/valivuoden-pitaminen-ei-ole-rikos/