The 5 Mistakes That Nearly Killed My Career (And Can Save Yours) | TerryStarbucker.com
1) Understand that a “immutable” budget can be a trap door (Mistake #1)
2) In business, it’s always the content that matters – don’t hide it in a “pretty” format (Mistake #2)
3) Experts don’t “know” everything (Mistake #3)
4) “No News Is Good News” doesn’t apply in business (Mistake #4)
5) Fear poisons everything, and robs your common sense. Conquer it, or suffer the consequences (Mistake #5)
What Do Fact-Checkers and Anesthesiologists Have in Common? – David Zweig – Entertainment – The Atlantic
Their reward is in the work itself, in the satisfaction both in the good result for the end user and in the private fulfillment that focused, detailed work with consequence can provide. Though I’ve only focused on a few members of this club, in my research I found again and again these same unique traits in other Invisibles, and I’ve been humbled by them. Meticulousness, savoring great responsibility, and seeking only internal satisfaction are a trifecta of traits—a near antithesis of our societal ethos of insouciant attention-cravers—as a culture we’d all do well to follow.
When we read a respected magazine, though we may disagree with the angle of a piece, we rarely think of the veracity of the facts. And that’s one of the reasons great magazine journalism can be so enjoyable—we’re able to read it and enjoy it with our lie-detector, if not turned off, then at least turned way down (the errant Stephen Glass or John D’Agata be damned). Dr. Feaster noted that the reason we rarely think of the anesthesiologist is “because as a specialty we’ve been so focused and successful at making anesthesia safe.” It’s The Invisibles’ own success that keeps them invisible. So the next time you go to the philharmonic, think of the piano tuner. If you marvel at a Gehry building, think of the engineer who figured out how to keep it standing. Send a fruit basket to your anesthesiologist. And when you read a great magazine article, take a moment and think of the fact checker.
In a Culture of Cutbacks, Innovation Is Stifled – NYTimes.com
Most employees I meet accept that these days, more work is expected of fewer people. They realize that performance that might have been good enough last year isn’t good enough today. Many consider themselves fortunate to be working at all. The factories and offices I visit are filled with realists who are convinced that job security ended when their parents retired.
But workers still want their leaders to spend less time voicing uncertainty and more time making things happen. They are disappointed in their immediate managers for making it more politic at staff meetings to recommend cuts than to suggest hiring a top-flight employee…
CAUTION bred at the top is contagious, and it’s been drawing oxygen from the workplace. If the economy is to rebound, it will require a burst of confidence in employees who are now more cautious than creative, more tentative than decisive. That confidence needs to come from their managers, and the managers of those managers, all the way up to the chief executive.
Employees hunger for leadership that will make it safe again to act creatively and decisively. They don’t expect their senior management to ignore the realities of the marketplace or the flux of government policies. But they do want — and deserve — leaders who inspire them to commit the best of themselves to their work.
Four Things I Want You to Remember Me By – Clif Reichard – Harvard Business Review
Everyone knows a business needs profits, customers, and ethics. What not everyone knows is which of those should come first, second, and third. A lot of companies fail because they get the sequence wrong…
Ethics, customers, profit. Don’t forget that…
employees do best when they are led, not managed. When employees are asked for their advice, rather than being told what to do, they bring their best efforts, talents, and abilities to the table…
to be fully engaged, people need to know where the company is going. Everyone needs to be aligned around a goal that makes sense.
Seth’s Blog: Easy and certain
Most people are searching for a path to success that is both easy and certain.
Most paths are neither.
Generally speaking, data analysis is only part of an “analytics” project; and ironically it often isn’t the hardest part. It is not uncommon for sophisticated technical work to end up on the cutting room floor—resulting in unrealized value—for reasons having more to do with human and organizational behavior than the finer points of data quality or statistical methodology…
The biggest challenges of executing on analytics are often found where algorithmic indications should be integrated with human professional judgment. Because of the range of personnel involved, this is an inherently organizational issue. Unsurprisingly, challenges often arise from such sources as office politics, inertia, principal/agent issues and organizational dynamics. Such generic project implementation issues often take on added force because business analytics may often be poorly or inconsistently understood by the various stakeholders within the organization…
Often it is senior leaders and decision-makers who are skeptical about the economic value of predictive models. In light of Kahneman’s observations, this makes sense. After all, such individuals have had the longest time to form an “associatively coherent” body of narratives pertaining to their domains…Perhaps their eminence has resulted, in part, from their skill at weaving convincing narratives that impress their colleagues. Their seniority lends them an air of authority, and indeed part of their success might be attributable to their charisma and ability to convince their colleagues with their narrative accounts. Unfortunately, given the authority that such individuals enjoy within their organizations, their resistance can seriously hinder the progress of analytics projects…
tags: analytics models statistics decision_making science organization wp
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