Josh Kaufman is a renowned business expert and the author of the international best-selling book, ‘The Personal MBA’ which has sold over 900,000 copies worldwide. He is also the author of books such as, ‘The First 20 Hours’, and ‘How to Fight a Hydra’. In this conversation, Josh and Steven discuss topics such as, the 5 laws of business, how to turn $100 into $10k, the psychological tactics of millionaires, and how to make money in your sleep.
Showing posts with label business. Show all posts
Showing posts with label business. Show all posts
11 August 2023
Scaling People: Tactics for Management and Company Building - Claire Hughes Johnson
A very good guide to to being a good people manager in the workplace. I think this is also useful for students about to start in the workplace, it gives them an idea of what organisations and managers in those organisations are optimising for.
1. The Importance of Self-Awareness in Leadership
A core principle of the book is that effective leadership starts with self-awareness. Johnson emphasizes that understanding your own values, work style, and communication preferences is crucial for building trust and leading teams effectively.
- Action Point: Take the time to understand your own leadership style. Johnson suggests using frameworks like Myers-Briggs, DiSC, or simply reflecting on your preferences to identify whether you are more introverted or extroverted, task-oriented or people-oriented. This self-awareness allows you to adapt your approach to better suit your team and the situation.
02 January 2017
Simon Sinek on Millennials in the Workplace
Understanding the Millennial Challenge
The speaker identifies Millennials, defined as those born approximately from 1984 onwards, as a generation often perceived as difficult to manage, entitled, narcissistic, self-interested, unfocused, and lazy. Despite expressing desires for purpose, impact, free food, and bean bags in the workplace, they often remain unhappy. The core issue, according to the speaker, lies in four interconnected factors: parenting, technology, impatience, and environment.
The Impact of "Failed Parenting Strategies"
Many Millennials grew up with what are described as "failed parenting strategies". They were frequently told they were special and could have anything they wanted just by wishing for it. Some were placed in honours classes or given good grades without truly earning them, or received participation medals for simply showing up, even in last place. This approach, the speaker notes, devalues genuine achievement and can make recipients feel embarrassed, as they know they didn't deserve the recognition. Upon entering the real world, this fostered self-image is quickly shattered, leading to lower self-esteem than previous generations, "through no fault of their own".
30 December 2015
Dilbert on Outsourcing, Powerpoint and other mumbo-jumbo :)
Love this! Shows how silly some outsourcing plans can really be.
13 September 2015
‘Give Away Your Legos’ and Other Commandments for Scaling Startups
http://firstround.com/review/give-away-your-legos-and-other-commandments-for-scaling-startups/
Embrace the "Give Away Your Legos" Philosophy
The central metaphor of the article is that in a scaling startup, your job is like playing with Legos. Initially, you have a lot of Legos and can build whatever you want. As the company grows and new people are hired, you have to share your Legos. The natural instinct is to hold on to what you've built, to micromanage, or to feel threatened. The key learning point is to fight this instinct. To grow personally at the same pace as the company, you must be willing to give away your responsibilities, the "Lego towers" you've built, to others. This allows you to move on to building bigger and better things.
Understand That Scaling is Counterintuitive and Uncomfortable
Scaling a company is an inherently chaotic and stressful process. It's filled with ambiguity and constant change. A key takeaway is to recognize that the emotional turmoil you and your team feel is normal. Leaders should actively communicate this to their teams. When employees start asking questions like, "Why did we hire that person?" or "Is So-and-so taking over my project?" it's a sign that it's time to talk about the "give away your Legos" philosophy.
27 January 2015
Why Some Teams Are Smarter Than Others
http://mobile.nytimes.com/2015/01/18/opinion/sunday/why-some-teams-are-smarter-than-others.html
Interesting article, they key comments being:"but teams with higher average I.Q.s didn’t score much higher on our collective intelligence tasks than did teams with lower average I.Q.s. Nor did teams with more extroverted people, or teams whose members reported feeling more motivated to contribute to their group’s success"
"Instead, the smartest teams were distinguished by three characteristics."
"First, their members contributed more equally to the team’s discussions, rather than letting one or two people dominate the group."
"Second, their members scored higher on a test called Reading the Mind in the Eyes, which measures how well people can read complex emotional states from images of faces with only the eyes visible.
Finally, teams with more women outperformed teams with more men. Indeed, it appeared that it was not “diversity” (having equal numbers of men and women) that mattered for a team’s intelligence, but simply having more women. This last effect, however, was partly explained by the fact that women, on average, were better at “mindreading” than men."
"This last finding was another surprise. Emotion-reading mattered just as much for the online teams whose members could not see one another as for the teams that worked face to face. What makes teams smart must be not just the ability to read facial expressions, but a more general ability, known as “Theory of Mind,” to consider and keep track of what other people feel, know and believe."
31 May 2014
Simon Sinek: How great leaders inspire action
This video introduces a framework called the "Golden Circle" which explains how inspiring leaders and organizations communicate and operate. It delves into the biological reasons why starting with "Why" is crucial for driving behavior and fostering loyalty.
19 March 2014
Simon Sinek: Why Leaders Eat Last
In this talk, Simon Sinek reveals the hidden dynamics that inspire leadership and trust. In biological terms, leaders get the first pick of food and other spoils, but at a cost. When danger is present, the group expects the leader to mitigate all threats even at the expense of their personal well-being. Understanding this deep-seated expectation is the key difference between someone who is just an "authority" versus a true "leader."
12 November 2011
10 Things That Good Bosses Do - CBS News
10 Things That Good Bosses Do - CBS News
Pay people what they're worth, not what you can get away with. What you lose in expense you gain back several-fold in performance. Take the time to share your experiences and insights. Labels like mentor and coach are overused. Let's be specific here. Employees learn from those generous enough to share their experiences and insights. They don't need a best friend or a shoulder to cry on. Tell it to employees straight, even when it's bad news. To me, the single most important thing any boss can do is to man up and tell it to people straight. No BS, no sugarcoating, especially when it's bad news or corrective feedback. Manage up ... effectively. Good bosses keep management off employee's backs. Most people don't get this, but the most important aspect of that is giving management what they need to do their jobs. That's what keeps management away. Take the heat and share the praise. It takes courage to take the heat and humility to share the praise. That comes naturally to great bosses; the rest of us have to pick it up as we go.
10 October 2011
09 January 2011
30 September 2010
13 March 2010
29 November 2009
16 November 2009
18 October 2009
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