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:
https://wtfhappenedin1971.com/
Tomi Engdahl says:
Stanford Professor: These 3 Small Actions Make You a Magnet for Attracting Luck
A crash course on creating your own luck in business and life.
https://www.inc.com/betsy-mikel/a-stanford-professors-simple-3-step-formula-to-make-your-own-luck.html?cid=sf01002
Many believe luck is a lightning bolt that strikes when you least expect it. It’s a right-place-right-time kinda thing.
Stanford entrepreneurship professor Dr. Tina Seelig would like you to strike that perception of luck from your brain entirely.
Embrace your inner kid to take baby-step-size risks.
Take risks.
Step outside your comfort zone.
We’ve heard this advice before.
Taking all these micro-risks will not guarantee your success. But the direction some risks might take you in could be surprising.
Show appreciation, even in rejection.
Showing appreciation can take you quite far–even when you’re disappointed in the outcome.
Maybe you weren’t offered your dream job. Perhaps you were flat-out rejected from what you thought was a perfect-fit opportunity. Swallow your pride. Take a moment to reflect on what you learned from the experience. Then thank the people who helped along the way.
Find the good stuff in bad ideas.
Got an idea but you’re worried it sucks? It might. But there’s probably something good in there that you can mine.
Seelig doesn’t believe ideas are either good or bad. “In fact, the seeds of terrible ideas are often something truly remarkable,” she says. She encourages student to look at bad ideas with a lens of possibility.
What ultimately turns out to be a good, workable idea might never come to you in a sudden light-bulb moment. It’s kind of like luck. Both luck and remarkable ideas are multidimensional and multi-layered.
“We rarely see all the levers that come into play to make people lucky,”
Each of these steps contributes something different to your future lucky self. Take small risks. Say thank you more often. Mine bad ideas for good ones. Over time, they all stitch together to build your sail. When luck blows your way, you’ll be ready to catch it.
Tomi Engdahl says:
Jeff Bezos Uses This Simple Leadership Trick to Overcome Toxic MindsetsIt starts with a simple but challenging fact. And if you’re not careful, it can lead to more problems.
https://www.inc.com/bill-murphy-jr/jeff-bezos-uses-this-leadership-trick-overcome-toxic-mindsets.html?cid=sf01002
Here’s a simple trick that Jeff Bezos suggests using to overcome a basic business leadership problem.
It stems from the fact that the most important business decisions are often also the hardest ones–and those tough decisions often result in an additional cascade of leadership challenges.
It’s pretty simple, really. If you make a choice from among several reasonable choices in your business, some of your team members or stakeholders will likely conclude you’ve made the wrong choice.
And once you’ve made that decision, they might have a hard time getting on board with it.
How do you get the team members who will inevitably think you’ve chosen wrong to move past that disagreement? That’s where Bezos and Amazon come in.
Overcoming the toxic mindset
Let’s call the failure to commit what it is: a toxic mindset — although one that reflects such basic, human, emotional needs that it’s hard to condemn people for it.
Bezos wrote that he values making fast decisions, which often means deciding before you have all the information you’d like. He puts the sweet spot at acting when you have 70 percent of needed information.
The lack of information makes tough decisions even tougher, however, and that prompts the cascade of leadership challenges described above.
To overcome them, Bezos introduced a simple linguistic trick that stops these toxic mindsets in their tracks, and cuts off the metastasis of difficulties.
It’s just a three-word phrase. Bezos wrote: “Disagree and commit.”
The phrase can save a lot of time. If you have conviction on a particular direction even though there’s no consensus, it’s helpful to say, “Look, I know we disagree on this but will you gamble with me on it? Disagree and commit?”
By the time you’re at this point, no one can know the answer for sure, and you’ll probably get a quick yes …
If you’re the boss, you should do this too. I disagree and commit all the time.
Commitment over consensus. It’s a powerful concept.
And if it works for Bezos and Amazon, maybe it can work for your business, too.
Tomi Engdahl says:
Managers are always looking for ways to improve worker productivity. But new research says proceed with caution: Not all interventions are a good idea.
https://stanford.io/32MTsMs
Tomi Engdahl says:
https://blog.netprofile.fi/teknologia-ala-kaipaa-diversiteettia-ala-sabotoi-omaa-tyonantajamielikuvaasi
Tomi Engdahl says:
Explained: Goods not fulfilling the conditions laid down in Articles 28 and 29 of the Treaty on the functioning of the European Union
https://tompai.pro/ecommerce/goods-not-fulfilling-conditions-laid-articles-28-29-treaty-functioning-european-union/
Tomi Engdahl says:
https://m.facebook.com/story.php?story_fbid=716525178988781&id=118448838796421
How to have a successful career in Software Engineering?
We discussed the latest trends in recruiting to technical positions with Danas Venclovas, Head of IT Recruitment at People Link.
Some of the main takeaways:
Companies appreciate the ability to combine systems and programming languages. Constant learning is the key.
The recruitment process has become much faster over the years, which benefits the candidates.
Personality has gained more weight in hiring decisions as projects have more stakeholders.
Read the entire interview https://bit.ly/37i4I4Q
#recruiting #softwareengineers #softwaredeveloperjobs
Tomi Engdahl says:
Personality vs Tech Skills in Software Development: Interview with Danas Venclovas, Head of IT Recruitment at People Link
https://meetfrank.com/blog/hr/personality-vs-tech-skills-in-software-development-interview-with-danas-venclovas-head-of-it-recruitment-at-people-link/
Software speciality is a major force in the job market. Unfortunately the field is strongly stereotyped. It is commonly believed that software engineers are introverts that work silently in the corner – somewhat typical nerds
Tomi Engdahl says:
It’s Okay to Not Be Okay
https://hbr.org/2020/11/its-okay-to-not-be-okay
We were struggling with managing meals, work, online schooling, keeping the kid busy indoors, and our own emotional well-beings. As if this wasn’t enough, I got a call from my mother breaking the news that both of my parents had tested positive for Covid.
My world had just collapsed. My father has underlying health conditions and, with both of them being ill, I did worry. How would they get the care they needed to recover?
I was met with pep talks and positive affirmations:
“Just try to put positive energy into the world.”
“Focus on the good things in your life.”
“It could be so much worse — be grateful.”
“This too shall pass.”
One response stood out: “It’s okay to feel this way right now. It’s your parents.”
When I heard that, I could finally take a breath. I needed to know that it was okay to feel how I was feeling in the moment — rather than bury my emotions and pretend they didn’t exist.
That’s when I came across the term toxic positivity. Dr. Jaime Zuckerman, a licensed clinical psychologist and trained cognitive behavior therapist, describes it as, “the assumption, either by one’s self or others, that despite a person’s emotional pain or difficult situation, they should only have a positive mindset or — my pet peeve term — ‘positive vibes.’”
Here is what I learned.
Toxic positivity not only invalidates your emotional state, but also increases secondary emotions.
According to Dr Zuckerman, “The inherent problem with this concept is that we assume that if a person is not in a positive mood (or whatever we think a positive person should look or act like), then they are somehow wrong, bad, or inadequate. The problem is that, when we invalidate someone else’s emotional state — or in this case, when we tell someone that feeling sad, angry, or any emotion that we consider ‘negative’ is bad — we end up eliciting secondary emotions inside of them like shame, guilt, and embarrassment.”
In so many words, we are saying to them that they should feel ashamed of being sad or that they should feel embarrassed for being afraid. “Efforts to avoid, ignore or suppress emotions that are appropriate to context can isolate someone in their time of need, thereby perpetuating the stigma that mental health issues equate to weak-mindedness,” Dr. Zuckerman explained.
It really is OKAY to not be okay.
“Not only is it okay to not feel ‘okay,’ it is essential. An abnormal emotional response to an abnormal situation IS normal. We cannot simply pick the emotions we want to have. It just does not work that way,”
Dr. Zuckerman noted, “Allowing yourself not to feel ok involves accepting all feelings, thoughts, or sensations, and sitting with them until they pass. If you try to avoid, suppress, or ignore them, they will only grow stronger and leave you overwhelmed and believing that you cannot cope.”
Remember that no emotion is permanent. Anger and sadness, just like happiness and joy, come and go. We need to let ourselves experience painful feelings if we ever want to truly let them pass through us.
By hiding your discomfort, you’re only adding fuel to fire.
“The more we avoid internal discomfort, the more isolated we can become, the more anxious we can get, and the more depressed we can feel,”
“When we pretend that emotional pain doesn’t exist,” she explained, “we send a message to our brain that whatever the emotion is, it is in some way bad or dangerous. If our brain believes we are in a dangerous situation, our body will respond as such. For example, we may experience rapid heartbeat, shallow breathing, and a natural need to unnecessarily avoid the misperceived dangerous situation. When we avoid any kind of emotional discomfort, even physical pain, we end up unintentionally making those feelings larger, louder, and more overwhelming. If you don’t confront or process emotions in an effective and timely manner, the science shows that it can lead to a myriad of psychological difficulties including disrupted sleep, increased substance abuse, risk of an acute stress response, anxiety, depression, and even post traumatic stress disorder.”
There is a better way to address emotions.
If you’re still not convinced that being too positive can be toxic, consider its impact on the people you care about (including yourself): You may feel you’re being supportive by sending positive affirmations to a friend who is going through a difficult time, but in reality, you may be invalidating their feelings and harming them when they are already in a vulnerable state. Your positive affirmations create the idea that your friend is in some way incapable of handling their feelings. You may also be unintentionally gaslighting them by signaling that there isn’t really a problem at hand. Toxic positivity tasks the person in need with faking an emotional response that is totally disproportionate to what they are actually experiencing.
Tomi Engdahl says:
Do your best, nobody can expect you to do more than that. Don’t compare yourself to smarter (or dumber) people. Be careful about promises. Warn early about problems and renegotiate deadlines when necessary. Bond with a colleague and be bleeding honest about how you are doing, technically and healthwise. No job is worth your health, so don’t cling to a job where you are abused by your manager. Don’t make your work a hobby, find something totally unrelated to do in your free time. If you are married or in a long-term relationship talk to your spouse about your work and how you are, and don’t pass the crap you take at work to your spouse.
Tomi Engdahl says:
MANAGING PEOPLE
Burnout at Work Isn’t Just About Exhaustion. It’s Also About Loneliness
https://hbr.org/2017/06/burnout-at-work-isnt-just-about-exhaustion-its-also-about-loneliness?utm_source=facebook&utm_medium=social&utm_campaign=hbr
More and more people are feeling tired and lonely at work. In analyzing the General Social Survey of 2016, we found that, compared with roughly 20 years ago, people are twice as likely to report that they are always exhausted. Close to 50% of people say they are often or always exhausted due to work. This is a shockingly high statistic — and it’s a 32% increase from two decades ago. What’s more, there is a significant correlation between feeling lonely and work exhaustion: The more people are exhausted, the lonelier they feel.
This loneliness is not a result of social isolation, as you might think, but rather is due to the emotional exhaustion of workplace burnout. In researching the book The Happiness Track, we found that 50% of people — across professions, from the nonprofit sector to the medical field — are burned out. This isn’t just a problem for busy, overworked executives (though the high rates of loneliness and burnout among this group are well known). Our work suggests that the problem is pervasive across professions and up and down corporate hierarchies.
Loneliness, whether it results from social isolation or exhaustion, has serious consequences for individuals.
Research by Sarah Pressman, of the University of California, Irvine, corroborates his work and demonstrates that while obesity reduces longevity by 20%, drinking by 30%, and smoking by 50%, loneliness reduces it by a whopping 70%. In fact, one study suggests that loneliness increases your chance of stroke or coronary heart disease — the leading cause of death in developed countries — by 30%.
As anyone who has experienced it can attest to, loneliness is an emotionally painful feeling; it even registers as physical pain in the brain. The social repercussions of this discomfort directly impact work productivity because people disengage.
Tomi Engdahl says:
PRIORISOINTI ON TAITOLAJI – TEE NÄIN JA TYÖTEHOSI KASVAA
https://careersblog.barona.fi/priorisointi?utm_source=facebook&utm_medium=paid-social&utm_campaign=yleinen-barona-b2c-koko_suomi-ki-kam-lii-priorisointi_on_taitolaji&fbclid=IwAR1ji794_5L3L693EIIEfdZRh-juSAkRyvrqShf-p5uZ2Shjv1YzD5GATwQ
Jokainen meistä on kipuillut työn priorisoinnin kanssa. Mitä tehdä, kun päivät täyttyvät kiireellisiin pyyntöihin vastaamisesta, vaikka työpöydällä seisoo kasoittain muita, tärkeämpiä hommia?
- Priorisoinnissa on kyse olennaiseen keskittymisestä. Jos olennaisen hahmottaminen tuntuu itsenäisesti haastavalta, kannattaa turvautua työn priorisointiin keskittyneisiin työkaluihin, oraganisaatiopsykologi, yrittäjä ja vaikuttaja Jaakko Sahimaa kertoo.
Sahimaan mukaan yksi parhaista työkaluista oman työn priorisointiin on Eisenhowerin matriisi, joka on nimetty Yhdysvaltojen 34. presidentin Dwight. D. Eisenhowerin mukaan.
- Eisenhowerin sanotaan todenneen, että harvoin se, mikä on kiireellistä, on tärkeää, ja harvoin se, mikä on tärkeää, on kiireellistä. Sanonnan pohjalta on luotu hyödyllinen matriisi, Sahimaa kertoo.
Eisenhowerin matriisi pohjautuu yksinkertaisuudessaan akselimalliin. Matriisin toisella akselilla on asioiden kiireellisyys, ja toisella akselilla asioiden tärkeys.
Tomi Engdahl says:
“Forced empathy” is a powerful negotiation tool. Here’s how to do it.
https://bigthink.com/personal-growth/forced-empathy?utm_term=Autofeed&utm_medium=Social&facebook=1&utm_source=Facebook#Echobox=1607174787
Master negotiator Chris Voss breaks down how to get what you want during negotiations.
Tomi Engdahl says:
Reports show that millennials are making and saving less than previous generations.
53% of millennials expect to be millionaires. The data suggest that’s delusional.
https://bigthink.com/stephen-johnson/53-of-millennials-expect-to-be-millionaires-but-data-suggest-thats-delusional?utm_medium=Social&facebook=1&utm_source=Facebook#Echobox=1607557587
Reports show that millennials are making and saving less than previous generations, likely setting them up to retire later in life—or not at all.
Most millennials aren’t worried about their future finances despite data suggesting they should be.
Tomi Engdahl says:
https://www.emergywork.com/post/tunteet-todella-vaikuttavat-tyoelamassa?utm_campaign=Tunto_151220&fbclid=IwAR0OzArrPX1WpTj4gtGZft6cYHiezTg9B2XCKnERSUxHUfO5f_W7poe1ajs&utm_medium=post&utm_source=Facebook%2CLinkedIn
Tomi Engdahl says:
Joulupukki elää lisenssituloilla ja kolme muuta tarunhohtoista huomiota yrittäjän IPR-oikeuksista
https://www.kolster.fi/blog/joulupukki-elaa-lisenssituloilla-ja-kolme-muuta-tarunhohtoista-huomiota-yrittajan-ipr-oikeuksista?utm_campaign=Kolster+Sivustoklikkaukset+2020&utm_source=facebook&utm_medium=paid&hsa_acc=335728640558555&hsa_cam=23844385527500369&hsa_grp=23847033389990369&hsa_ad=23847033390020369&hsa_src=fb&hsa_net=facebook&hsa_ver=3&fbclid=IwAR2NprRoh2VohGdKyqht-LbesujEbxR4EOyqvzOdrsq-Xv-FycOrH1Q6WUY
Tomi Engdahl says:
https://www.ttl.fi/tiedote-hyvinvointia-tyosta-raportti-2030/
Tomi Engdahl says:
https://lp.praecom.fi/muuttuva-tyo-2021
Tomi Engdahl says:
Kiukutellaanko teillä töissä? Ei pitäisi, mutta tunteet saa silti tuoda työpaikoille – tutkimushanke vahvistaa tunteiden hyödyn töissä
Insinöörimiehet innostuivat, kun ymmärsivät tunteiden tärkeyden.
https://yle.fi/uutiset/3-11664018
Tomi Engdahl says:
When Should You Use Storytelling in your Academic Recruitment Strategy?
https://recruit.academicpositions.com/advice/when-should-you-use-storytelling-in-your-academic-recruitment-strategy/
Tomi Engdahl says:
Why a spreadsheet is not the place to host your cap table
https://academy.globalshares.com/grow/why-a-spreadsheet-is-not-the-place-to-host-your-cap-table
Tomi Engdahl says:
A new study from the University of Houston finds that ignoring CDC guidelines for employee safety ruins their trust in an organization.
New Research: When Organizations Ignore CDC Covid-19 Guidelines, Employees Get Angry
http://on.forbes.com/6186HrvUC
It was big news when Amazon warehouse employees went public about unsafe working conditions early in the coronavirus pandemic. Workers accused the company of downplaying safety precautions meant to reduce their risk of getting sick with Covid-19.
A new study from the University of Houston finds that the best way to ruin employees trust in an organization is to ignore their safety. When workplaces that ignore CDC guidelines, employees react with fear and anger.
“If I feel angry toward you, I’m not going to trust you. And if I don’t trust you, I’m not going to be committed to you. I may want to work somewhere else,” said study co-author Juan Madera in a press release. “Employees are more grateful when their employer tells them to do the obvious, which is what scientists are telling them to do. Wear a mask, wash your hands and social distance. Social norms dictate that there’s safety in numbers.”
The study noted in particular that when business communications focused on the bottom line, employee felt more fear. That fear then had a direct impact on their trust in the organization. And trust ties in to productivity.
Tomi Engdahl says:
Make your IT project fail – 2020 edition.
https://leocode.com/project-management/how-to-make-your-it-project-fail-the-2020-edition/
Tomi Engdahl says:
Suunnaton motivaatio – eli voiko ihminen motivoitua, jos suunta ei ole selvillä?
https://nitor.com/fi/artikkelit/suunnaton-motivaatio-eli-voiko-ihminen-motivoitua-jos-suunta-ei-ole-selvilla?fbclid=IwAR2D0oJOU0E78e0xd-kVrJvzaUjfB6xjH2q60kkt4qtXzDMjbP5L8r3-yA0
Motivaatio on voima, joka suuntaa meitä tiettyyn toimintaan ja määrittelee, miten paljon haluamme käyttää resurssejamme tuon toiminnan suorittamiseen. Tässä blogautuksessa pohdiskelen sitä, mitä itseohjautuvassa organisaatiossa tarvitaan ihmisten motivaation ylläpitämiseksi.
Itseorganisoituva organisaatio antaa ihmisille mahdollisuuden toimia omaehtoisesti yksin ja yhdessä, siis ilman perinteistä määräävää ja kontrolloivaa johtamisjärjestelmää. Jotta itseorganisoituminen on mahdollista, organisaatiolla tulee olla missio eli käsitys siitä, miksi se on olemassa. Esimerkiksi fiktiivisen valaisinvalmistajan missio voi olla tuoda suomalaisten koteihin käsityönä valmistettua, laadukasta ja tyylikästä valoa sopivalla hinnalla.
Missio ei kuitenkaan yksin riitä. Itseohjautuvuusteorian (Deci & Ryan) mukaan pitkäkestoisesti ihmistä motivoivat korkeammat päämäärät, joita kohti organisaatioissa ohjaudutaan vision eli tavoitetilan mukaisesti. Valaisintehtaan tavoitteena voisi esimerkiksi olla Suomen johtava valaisinvalmistaja
Itseohjautuvassa organisaatiossa vision eli tulevaisuuden suuntaviivojen puute aiheuttaa sen, että ihmiset eivät tiedä mihin suuntaan ollaan menossa ja miten omaa toimintaa tulisi ohjata. Tällöin on vaikeaa, ellei mahdotonta, löytää tapoja motivoitua ja toteuttaa tarpeitaan, sekä kokea tekevänsä merkityksellistä työtä. Hyvinvointi romuttuu, ellei tuotteiden laadukkaasta valmistuksesta pidetä huolta.
Vision kirkastuksen jälkeen voidaan siirtyä toimeenpanoon, eli laatia strategia, jonka avulla päämäärää tavoitellaan.
Tomi Engdahl says:
Do you know anyone who qualifies for ‘Senior Master Developer of Everything There Is?
We wish everybody a better upcoming year 2021!
Senior Master Developer of Everything There Is
https://get.pockethunt.com/helloworldify/?fbclid=IwAR3ZwtraNANxgGIO1LRP_9qAD_1N9G0c0hEnyhNFV5P0YlnCEt38lNijnrA
Tomi Engdahl says:
Tim Cook’s Response to Facebook’s Attack Is the Best Example of Emotional Intelligence I’ve Ever SeenInstead of getting angry, this simple response said it all.
https://www.inc.com/jason-aten/tim-cooks-response-to-facebook-is-best-example-of-emotional-intelligence-ive-ever-seen.html?cid=sf01002
In the midst of the battle between Facebook and Apple over privacy, it would have been easy to miss what I think is a much more important piece of the story. I think the response from Apple’s CEO, Tim Cook, is the most interesting aspect and is an example for every leader. In fact, I think his response is maybe the best example of emotional intelligence I’ve ever seen.
Emotional intelligence is the ability to recognize your emotional reaction to something, evaluate the thoughts that led to those emotions and make intentional choices about how you respond. People with low emotional intelligence tend to skip that middle step, and instead respond from their emotions, often to the detriment of themselves and the people who depend on them.
if you run an enormous company that directly affects the lives of billions of people, it would be easy to get irritated and frustrated when a competitor goes to such effort to misrepresent your position and your actions.
In this case, the response didn’t come from a corporate PR statement. It wasn’t tweeted from a generic, faceless, company account. This was from the CEO of the most valuable company on earth, Apple, directly responding to an attack from another multi-billion-dollar corporation, Facebook, whose founder and CEO is the fifth richest person in the world.
We’ve seen CEOs respond on Twitter before. It doesn’t always go well. Sometimes it only ends up making the situation far worse.
Cook, on the other hand, is known to be an extremely reserved and collected communicator. He doesn’t tend to get involved in public spats.
When Cook says, “Facebook can continue to track users across apps and websites,” it just has to “ask for your permission first,” that’s about as much of a burn as you’re going to get.
More importantly, however, it’s a perfect model for how to respond when you’re under attack.
In that short response, he wasn’t angry, or argumentative. He didn’t insult anyone, and he didn’t overdramatize anything. Instead, he responded personally, stated what Apple believed, explained why it matters to users, and clarified what would actually change. That’s exactly the way every leader should respond when under attack.
Tomi Engdahl says:
Yhdeksän tapaa uupua
Katkenneita lankoja -sarjakuva-albumi kysyy, onko loppuunpalaminen oletusarvo tämän päivän Suomessa
https://yle.fi/uutiset/3-11685093
Tomi Engdahl says:
https://www.reddit.com/r/funny/comments/2uzmyd/arguing_with_an_engineer/
Tomi Engdahl says:
https://www.iflscience.com/brain/new-study-links-social-anxiety-and-fear-of-being-caught-making-mistakes/
Tomi Engdahl says:
Senior Master Developer of Everything There Is
https://get.pockethunt.com/helloworldify/?fbclid=IwAR3ZwtraNANxgGIO1LRP_9qAD_1N9G0c0hEnyhNFV5P0YlnCEt38lNijnrA
As we’re growing tremendously fast, we are now looking for a new Senior Master Developer of Everything There Is. The successful applicant must be operating on a level completely beyond the full stack – we need a candidate capable of swallowing the entire pile. We like to put things simply and concisely, so we call the role SMDOETI.
Tomi Engdahl says:
How to choose the perfect digital signage for your business
https://getjoan.com/blog/digital-signage/
Tomi Engdahl says:
The (uncomfortable) truth of HR and leadership development | Patrick Vermeren | TEDxKMA
https://www.youtube.com/watch?v=0C5UQbWzwg8&feature=youtu.be
Quackery and pseudoscience can be very dangerous. Not only in medicine but also in human resources. Alarmed by the nonsensical ideas of Transactional Analysis, Patrick Vermeren set out on a mission to reveal the truth about the many HR theories, models and questionnaires. The academic literature revealed that most HR practices (in recruitment, assessment, development, coaching…) are very problematic and some even dangerous. In this Talk valid alternatives are presented.
Tomi Engdahl says:
Job vacancy:
Senior Master Developer of Everything There Is
https://get.pockethunt.com/helloworldify/?fbclid=IwAR2Ut-Lip577kOQqlDHi9VPaouIQWGxwo465gCuRIjD8APFm6sQG4LNjw_Y
Tomi Engdahl says:
https://www.businessopas.fi/kasvu/saksan-markkinoilla-mahdollisuus-jattipottiin/?utm_source=facebook&utm_medium=paid&fbclid=IwAR2IlDj7sqZuewrIP_GeAKSdJr1NlZ30itnK2k0prczKbyNBJ3BFaUY6hAE
Software Pattern says:
We are global provider of offshore development solutions.
Do visit us
Tomi Engdahl says:
https://www.millamakinen.com/blogi?fbclid=IwAR0f_arzsplqg8JuV2nObrh-Hkch0RNuPZXpMyJpZHRR4vvl1QZQxKxzKd4
Työntekijäkokemusten ytimessä
1/7/2021 0 Comments
Suuren somekohun ansiosta päädyin itsekin eilen katsomaan TE-toimiston arjesta kertovaa Sisäilmaa-draamakomediaa YLE Areenasta. Jakso 1 kiteytti, minkälaisista elementeistä työntekijäkokemukset muodostuvat ja miksi niillä on merkitystä.
Tomi Engdahl says:
“I’d say, on average, I work about 30 mins to one hour a day.”
True Stories of Ingenious Ways People Outsmarted Their Boss
“I’d say, on average, I work about 30 mins to one hour a day.”
https://www.vice.com/en/article/qjdjev/how-to-get-away-with-doing-less-work-outsmart-boss?utm_source=vicefbuk&utm_content=1602680464&utm_medium=social&fbclid=IwAR1th6hHFdeEfLVNzktPBdtEfm4F-NwiAGq7e7LRGbjVKD8ipvGfG_R6vlA
Tomi Engdahl says:
Long-Term Talent Cultivation: A Case Study From New Orleans
https://www.forbes.com/sites/gradsoflife/2021/01/14/long-term-talent-cultivation-a-case-study-from-new-orleans/?utm_source=FBPAGE&utm_medium=social&utm_content=4407518123&utm_campaign=sprinklrForbesMainFB&sh=20d6cff91498
Ask employers to list their top impediments to growth, and most will bemoan a lack of skilled, local talent. How can this be, when COVID-19 has flooded the labor market with available workers and yet another cohort of graduates left high school and college last Spring in search of meaningful work?
The answer is a massive skills and awareness mismatch. Employers unable to find the talent they need cite a lack of both hard, technical skills (e.g., software development, medical billing) and soft skills (e.g., communication, collaboration, time management), as well as candidates’ limited awareness or understanding of specific industries or roles.
Instead, this macro problem needs macro solutions, developed collaboratively by partners working across sectors to short-circuit past systemic failures and solve for talent shortages and equity gaps. And it will be a marathon, not a sprint.
We focus on four high-wage, high-demand skill clusters projected to yield the largest job and wage opportunities over the next decade and beyond: business services, digital media/IT/software development, health sciences, and skilled crafts.
Each partner plays an integral role in pursuit of our vision: employers inform offerings and open their doors for career experiences; schools redesign course progressions; training providers offer technical training; students and families embrace and demand strong career programs; community organizations guide young people and connect them with resources; and systems partners remove barriers and enact enabling policies.
Employers have been a lynchpin of this collaborative partnership—we cannot overstate the importance of real-world exposure and work experience in inspiring and preparing our young people for long-term career success.
What sets our efforts apart from many others is our keen focus on soft skills – the transferable skills that facilitate success as much in the workplace as in the classroom and in life. Our six soft skills building blocks (collaboration, communication, personal mindset, planning for success, problem-solving, and social awareness) are woven into all aspects of what we do, including explicit training for both young people and employers.
Tomi Engdahl says:
https://www.elo.fi/elomedia/2021/jokainen-kaipaa-tyolleen-tarkoitusta—nelja-vinkkia-merkityksellisyyden-lisaamiseen-tyossa?fbclid=IwAR1d6JNersIooZvdJ3laXBDDgXrykKXzgVAhMoIGWBcY8EqP942seQRz4Kc
Tomi Engdahl says:
https://www.ilmarinen.fi/tietoa-ilmarisesta/ajankohtaista/blogit-ja-artikkelit/2021/tyokykyjohtaminen-pinja/?utm_source=facebook&utm_medium=social&utm_campaign=pinja&fbclid=IwAR3AUz6au2Mct5pd9-xvanvnQsLtxc27Wvo9K29tdnzTnGa_mYD3aIdMLfc
Tomi Engdahl says:
https://www.digivallankumous.fi/myyntia-ilman-tyrkytysta/
Tomi Engdahl says:
How to Invest in Your Social Capital
Influencing others’ network ties shapes your status.
https://www.gsb.stanford.edu/insights/how-invest-your-social-capital
Tomi Engdahl says:
https://talented.fi/fi/blog/itsenaiseksi-ohjelmistokonsultiksi-ryhtymisen-viisi-askelta-osa-1/
Tomi Engdahl says:
Writing a speech for Biden can be hell. And that was before the inaugural.
https://www.politico.com/news/2021/01/19/joe-biden-inaugural-speech-lincoln-460506
There is a heightened urgency to Biden’s inaugural speech, as he confronts multiple crises and seeks to bridge a deep political divide.
Joe Biden paces as he dictates long portions of his speeches to aides, spinning out thoughts that quickly pile into six, seven or eight paragraphs of copy, only to later be scrapped.
On the 2020 campaign trail, he’d keep groups of supporters waiting inside while he’d hole up in a black car with aides, refining lines of his prepared remarks.
Revisions go up to crunch time; it isn’t uncommon for a staffer to be scurrying to the teleprompter with a flash drive just before an event is to begin.
For higher-profile remarks, he’d obsessively rehearse portions until he committed them to memory.
Tomi Engdahl says:
https://valmennustrio.fi/valmentavan-esimiehen-taidot/erilainen-aika-omanlaiset-ihmiset-samanlainen-johtaminen/?fbclid=IwAR2czyD0nQCGsMoUrtu6mWdt2Qa6ljSFLdqh4uV5sxmrKZeK-w3r1QRgTIw
Tomi Engdahl says:
https://auntie.fi/nakymaton-etatoissa/?utm_campaign=Julkaisu%3A+%22Tove+Janssonin+%E2%80%9DN%C3%A4kym%C3%A4tt%C3%B6m%C3%A4n+lapsen%E2%80%9D+tarinassa…%22&utm_source=facebook&utm_medium=paid&hsa_acc=526006011189208&hsa_cam=23846619470630393&hsa_grp=23846619470710393&hsa_ad=23846619470740393&hsa_src=fb&hsa_net=facebook&hsa_ver=3
Tomi Engdahl says:
https://www.linkedin.com/pulse/how-redefine-your-companys-governance-model-better-support-sirki%C3%A4/?fbclid=IwAR2qgtPe93v70MexD_hHEDwnMKcQ9kHANN5a7qgWVgFu7XRZ5TRF7xRKhqE
Tomi Engdahl says:
Mitä jos mitattu tyytyväisyys ei olekaan hyvä juttu?
https://www.siqni.fi/blogi/mita-jos-mitattu-tyytyvaisyys-ei-olekaan-hyva-juttu/?utm_campaign=siqni-liikenne-kiinnostukset&utm_source=facebook&utm_medium=display&utm_content=Mit%C3%A4+jos+mitattu+tyytyv%C3%A4isyys+ei+olekaan+hyv%C3%A4+juttu%3F&fbclid=IwAR01VCTqqHHqcPwCNTikUHDXm5tuZpBIHPvYTx8fqNv83WINdilfT7OdQko
Tunnistatko itsesi johtajaksi, jonka yrityksessä on todella korkea henkilöstötyytyväisyys? Henkilöstökyselyn tulokset yltävät selkeästi hyvän työpaikan tasolle, ja sen todistavat mahdollisesti jopa ulkoiset benchmarkitkin? Loistavaa! Ehkä.
Mitä henkilöstökysely kertoo yrityksen menestyksen kannalta merkityksellisimmistä asioista kulttuurissanne?
Henkilöstökyselyn viestimä henkilöstötyytyväisyys ei välttämättä ole hyvä juttu. Näin on, jos tyytyväisyys ei kulminoidu juuri tavoitellun yrityskulttuurin kannalta tärkeimpiin asioihin. Näin on myös silloin, jos ohjaudumme hyvien kyselytulosten perusteella onnistumisen tunteessa leijailuun. Perinteisesti henkilöstökyselyn tulokset kun eivät kuitenkaan kerro siitä, tukeeko yrityskulttuurimme talenteillemme merkityksellisimpien asioiden toteutumista työpaikallamme. Eihän tämä ole jäänyt huomiotta? Ja tiedämmekö edes, mitä nämä asiat ovat?
Kun henkilöstökysely selvittää kaikista merkityksellisimmät asiat henkilöstölle, riippuvat kyselyn tuloksista saatavat opit edelleen siitä, onko organisaatiossa tehty yrityskulttuurin johtamiseksi tietoista ja tavoitteellista työtä vai ei.
Kun yrityskulttuurille on asetettu tavoitetila, jonka eteen on tietoisesti työskennelty, opitaan, todentavatko henkilöstölle merkityksellisimmiksi nousseet asiat omalta osaltaan juuri toivotunlaisen kulttuurin olemassaoloa.
Kun yrityskulttuuria ei ole johdettu tavoitteellisesti, on tilanne toinen. Johto saa itselleen ymmärryksen siitä, millaiset asiat ovat ilman tietoista kulttuurin johtamista nousseet henkilöstölle merkityksellisimmiksi. Tällöin saadaan työntekijäymmärrystä siihen lähtötilanteeseen, kun yrityskulttuuria valitaan lähteä johtamaan tavoitteellisesti tästä eteenpäin.
Tomi Engdahl says:
5 rules for what tasks you should share, what to outsource, and what you two should stop doing all together.
How to split the chores with your partner — minus the drama and fighting
http://t.ted.com/LlnkrQv
Step 1: List all your logistics tasks
Step 2: Ask yourselves: “What can we simply stop doing?”
Step 3: Ask yourselves: “Which tasks do I want to own?”
Step 4: Ask yourselves: “What can we outsource?”
Step 5: Work out how you can split the rest
Tomi Engdahl says:
How to make your arguments stronger (hint: longer is not the answer)
https://ideas.ted.com/how-to-make-your-arguments-stronger-hint-longer-is-not-the-answer/
Resist the temptation to bury people under a blizzard of evidence, says psychology researcher Niro Sivanathan. He explains why.
For humans, receiving too much information interferes with our ability to process it. Sivanathan explain that our minds deal with this by quickly sorting the input received into two types: diagnostic and non-diagnostic. He says, “Diagnostic information is information of relevance to the evaluation being made; non-diagnostic is information that is irrelevant or inconsequential to that evaluation. When both categories of information are mixed, dilution occurs.”
“The most robust psychological explanation for this is averaging,” says Sivanathan. Rather than adding up pieces of information and assigning them different values, most of us appear to average them in their minds. He adds, “So when you introduce irrelevant or even weak arguments, those weak arguments reduce the weight of your overall argument.”
How can you use his insights to win over people in your own life? Sivanathan advises us to stick to their strongest points; resist the temptation to try besting others with brute force. “ “The next time you want to speak up in a meeting, speak in favor of a government legislation that you’re deeply passionate about, or help a friend see the world through a different lens, it’s important to note that the delivery of your message is every bit as important as its content,” he says. “You cannot increase the quality of an argument by simply increasing the quantity of your argument.”