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?
2,590 Comments
Tomi Engdahl says:
I’ve helped people land jobs at Google, Facebook and Uber—here are 5 things I never want to see on your resume
https://www.cnbc.com/2022/07/20/i-help-people-land-jobs-at-google-facebook-meta-heres-what-i-never-want-to-see-on-a-resume.html#Echobox=1659546221
Tomi Engdahl says:
This recruiter got laid off and landed a new job two weeks later—her best job-search tips
https://www.cnbc.com/2022/07/26/recruiter-got-laid-off-and-landed-a-new-job-two-weeks-laterher-best-job-search-tips.html?utm_content=makeit&utm_medium=Social&utm_source=Facebook#Echobox=1659451754
Within two weeks, though, she had a new job lined up. Here’s how she did it:
She accepted every informational already in her inbox
Recruiters have been on a tear to hire this year, with the average hiring pro working to fill 16 jobs in June and 22 jobs in May, according to Recruiter.com.
Even as Lall-Perry was dealing with losing her job, she knew her LinkedIn inbox was full of people asking if she was interested in starting a new job with them.
She accepted all of the cold-messages in her inbox, “even if I wasn’t interested in how the recruiter pitched me the opportunity,”
What you want to do, she says, is make it to a discussion with the hiring manager, who’ll give you a better idea of what the job is, what your priorities will be and who you’ll work with.
She also recommends job-seekers make a LinkedIn post to update their professional network about their situation, and mark their profile as “open to work” to get more recruiter leads.
She asked questions to see if companies were hiring sustainably
Lall-Perry has no hard feelings about her ex-company’s layoffs: “It’s the nature of a Series A startup, so I knew in a sense anything can happen.”
It did change some of the questions she asked of prospective employers, though. First, she wanted to know: Have you ever done layoffs in the past? If so, how did you handle it?
Asking a hiring manager to describe the company culture isn’t enough anymore, she says — anyone can reel off the highlights of working for an organization. What she really wants to know now: How do they handle the challenges?
It can also tell you if the company is hiring strategically and sustainably, she adds. Dig deeper: Why are they growing, and how?
“The market is course-correcting,” she says of recent hiring slowdowns. “I get nervous when a company says ‘we’re growing by 500 people this year.’ Unless a company is already around a few thousand employees, that level of growth doesn’t make sense to me.”
She stayed focused on her career goals
In the end, Lall-Perry initiated conversations with about 12 companies, made it to final-round interviews with four, accepted an offer on July 15 and started her new director of talent acquisition and retention job on July 20.
Her new gig is with another smaller company, this time in business consulting. She says she’d rather be at a smaller firm, where she can make a big impact, even though a big corporation may be more shielded from economic volatility.
Tomi Engdahl says:
Why Idiots Think They’re Smart: Dunning On The Dunning–Kruger Effect
“I know that I am intelligent because I know that I know nothing,” a wise guy once said.
https://www.iflscience.com/why-idiots-think-theyre-smart-dunning-on-the-dunningkruger-effect-64057
Tomi Engdahl says:
Mainonnan ympäristöväittämät johtavat kuluttajia harhaan
https://media.sanoma.fi/kirjoituksia-markkinoinnista/2022-06-28-mainonnan-ymparistovaittamat-johtavat-kuluttajia-harhaan
Suomen ympäristökeskus SYKE selvitti tutkimushankkeessaan mainonnan ympäristöväittämiä Suomessa analysoimalla sosiaalisen median ja verkkolehtien mainoksia. Tutkimuksen mukaan jopa puolet mainoksista kertoi tuotteen tai palvelun ympäristövaikutuksista tai -parannuksista vain hyvin yleisellä tasolla
Tomi Engdahl says:
https://www.iflscience.com/easy-method-to-help-spot-a-liar-shown-in-new-research-63739
Tomi Engdahl says:
https://blog.adobe.com/en/publish/2022/08/10/make-space-for-human-brilliance
Tomi Engdahl says:
Töissä pyydettiin pomoksi, rehellinen vastaus käänsi kelkan: ”Ei tarvinnut alkaa esimieshommiin” https://www.iltalehti.fi/tyoelama/a/bac3f884-ff7e-4d5f-b876-29b2c138445c
Tomi Engdahl says:
New York Times:
A look at the rise of digital productivity monitoring for white collar jobs in the US, sometimes used to assign workers scores, determine pay, and more — Across industries and incomes, more employees are being tracked, recorded and ranked. What is gained, companies say, is efficiency and accountability.
https://www.nytimes.com/interactive/2022/08/14/business/worker-productivity-tracking.html
Tomi Engdahl says:
A quarter of Millennials would like to leave their jobs in two years.
Loving your job is a capitalist trap, say some Gen Zs and millennials. They’re rejecting the 9-to-5, but how are they coping financially?
https://www.abc.net.au/news/2022-08-15/generation-z-millennials-quitting-jobs-financial-struggles/101304758?utm_medium=social&utm_content=sf259635267&utm_campaign=fb_abc_news&utm_source=m.facebook.com&sf259635267=1
Wake up, eat, go to work, come home, eat, sleep, repeat.
Living the dream, huh?
“Personally, I believe I’m not meant to work. I’m meant to do this all day,” says an audio track on TikTok that went viral for its candid message: working a 9-to-5 job is no longer the ideal lifestyle for many.
Tomi Engdahl says:
Pitävätkö ihmiset tuotteitamme välttämättömänä elämässään enää, nyt kun rahat ovat tiukalla?
https://media.sanoma.fi/kirjoituksia-markkinoinnista/2022-08-10-pitavatko-ihmiset-tuotteitamme-valttamattomana-elamassaan
Tomi Engdahl says:
Onko perinteinen työhaastattelutyyli tullut tiensä päähän? Näistä syistä revolverihaastattelu tärvelee hakijakokemuksen
https://duunitori.fi/tyoelama/tyohaastattelu-tyyli?utm_medium=social&utm_source=facebook+instagram+audience_network+messenger&utm_campaign=BRAND+-+PB+-+SMARTLY+-+B2B-artikkelit&utm_content=BRAND+-+PB+-+SMARTLY+-+B2B-artikkelit+-+Natiivi+laaja+HR+-+Link+Post+-+B2b+artikkeli&utm_id=62c41b7a740c6401895c3593&fbclid=IwAR2vX2Hm_4vTq5nMAAlQXlWn0yQX-0kdPk_RFd4EmE96AfSPA9PSQbjJ45o
Moni työnhakija on hikoillut kuumottavissa työhaastatteluissa. Haastaminen on toisinaan paikallaan, mutta yksisuuntainen piinapenkki voisi jo vaihtua tasa-arvoiseksi keskusteluksi, pohtii Duunitorin sisältö- ja viestintäpäällikkö Aino Salonen.
Haastattelijat tapittavat tuimina pitkän pöydän toisesta päästä. Heitä on monta, ja he istuvat uhkaavassa rivissä. Kun hakija puhuu, pokerinaamoista on mahdoton päätellä, mitä he ajattelevat.
Vastausten jälkeen haastattelijat tykittävät liudan tiukkoja ja uskomattoman vaikeita kysymyksia. Joukossa on sekä työhaastattelujen klassikkoja että hämmentäviä yllätyshyökkäyksiä.
Haastattelussa ei jää riittävästi tai ollenkaan aikaa työnhakijan kysymyksille muuten kuin lopussa, jossa haastattelijoilla on jo kiire seuraavaan tapaamiseen.
Kuulostaako tutulta?
Työhaastattelujen hakijakokemus unohtuu
Tomi Engdahl says:
Revolverihaastattelu on introvertin painajainen
Revolverityyli suosii tietynlaisia persoonallisuuksia. Kuumottava grilli voi saada itsevarman ja temperamentiltaan nopean ekstrovertinkin hermoilemaan, mutta varsinkin moni introvertti punnitsisi mielellään rauhassa vastauksiaan.
Joku saattaa jännittää ja siksi mokata haastattelun, vaikka sopisi mainiosti tehtävään. Ja ripeä ekstroverttikin saattaisi vastata jotain järkevämpää, jos voisi pohdiskella monimutkaista asiaa hetken pidempään.
Eikä kyse ole vain persoonallisuuksista. Kaikenlaiset tyypit arvostavat inhimillisyyttä ja ystävällisyyttä.
https://duunitori.fi/tyoelama/tyohaastattelu-tyyli?utm_medium=social&utm_source=facebook+instagram+audience_network+messenger&utm_campaign=BRAND+-+PB+-+SMARTLY+-+B2B-artikkelit&utm_content=BRAND+-+PB+-+SMARTLY+-+B2B-artikkelit+-+Natiivi+laaja+HR+-+Link+Post+-+B2b+artikkeli&utm_id=62c41b7a740c6401895c3593&fbclid=IwAR2vX2Hm_4vTq5nMAAlQXlWn0yQX-0kdPk_RFd4EmE96AfSPA9PSQbjJ45o
Tomi Engdahl says:
https://www.sijoitustieto.fi/sijoitusartikkelit/euroalueen-kylman-talven-odotus-kuvaajina
Tomi Engdahl says:
Microsoft: Russian malware hijacks ADFS to log in as anyone in Windows
https://www.bleepingcomputer.com/news/security/microsoft-russian-malware-hijacks-adfs-to-log-in-as-anyone-in-windows/
Tomi Engdahl says:
Soft skills are in high demand: More than 6 million job listings included “communication skills” in May. Here’s how to highlight them on your resume.
6 million job listings asked for ‘communication skills’: Here’s how to include them on your resume
https://www.cnbc.com/2022/08/26/how-to-include-your-soft-skills-on-your-resume.html?utm_term=Autofeed&utm_medium=Social&utm_content=Intl&utm_source=Facebook#Echobox=1661522404
Employers are looking for soft skills. In fact, more and more are listing them as part of the job requirements for open roles. More than 6 million job listings included “communication skills,” 5.5 million included “customer service” and 5 million included “scheduling” as a requirement on jobsite ZipRecruiter in May.
“Even without looking at a specific job listing, we can probably imagine that every job is going to require the same set of soft skills: teamwork skills, communication skills, problem solving skills, time management skills,” says Gorick Ng, Harvard career adviser and author of “The Unspoken Rules.”
Use descriptive titles
The anatomy of a resume features multiple facets. One of them is the various job titles under your “experience” section. These present an opportunity to convey some of your soft skills.
“The key here is to be truthful but also be descriptive,” says Ng.
“There’s a big difference between calling myself an intern and a social media intern,” he says as an example. “There’s a big difference between calling myself an analyst and a project manager, if I was, in fact, doing that. There’s a difference between me calling myself a manager and a communications manager.”
“Even just one word like ‘communications’ or ‘social media’ or ‘project’ or ‘product’ or ‘department’ can go a long way in giving people a mental image of what it is that you’re actually accountable for,” he says.
Think back on your work experience for each role you’re outlining and consider one or two additional and accurate words that describe what you did and what you can do.
Another piece of resume real estate that could be used to illustrate your soft skills are the bullets under each job title giving concrete examples of what you achieved. Each bullet could speak to a soft skill an employer specifically mentioned in the job description or one you think is relevant for the role.
Tomi Engdahl says:
Have No Questions for the Hiring Manager? Here’s What to Ask
https://www.flexjobs.com/blog/post/when-have-no-questions-for-the-hiring-manager
“You should always try to ask at least one question,” the hiring manager replied. It shows engagement, involvement, and forethought—all positives when you’re hoping to get hired. But when you’re genuinely stuck, spend some time brainstorming the following before heading into the interview. They may help you think outside of the obvious and showcase your engagement with the position and the company.
Tomi Engdahl says:
https://valjas.fi/opi/blogi/vahennysoikeus/?utm_source=facebook&utm_medium=cpc&utm_campaign=blogi&fbclid=IwAR08Fv4d74Tk-UJMjG3YX1gsoBri3f7AD-pexEH6n4YA0bi6mQob0N4RTZo
Tomi Engdahl says:
Mikä on Teal-organisaatio ja miten se liittyy Druidiin?
https://druid.fi/blogi/mika-on-teal-organisaatio-ja-miten-se-liittyy-druidiin/?utm_source=facebook&utm_medium=paid_social&utm_campaign=Rekrytointi+%2F+Liikenne&utm_content=Teal1+%E2%80%93+09%2F2022
“Druidin yrityskulttuuri pohjautuu Teal-ajatteluun”, kerromme urasivuillamme. Siis mihin? Avaamme asiaa parhaamme mukaan niin sivustollamme kuin rekrytointikeskusteluissa, mutta ehkäpä laajempi taustoitus on paikallaan.
Sinivihreä Teal – elävä organismi
Nyt kehittymässä ja yleistymässä olevaa organisoitumisen tasoa Laloux nimittää Tealiksi. Sen mukaan toimivia organisaatioita ei ole vielä olemassa kovin paljon. Kehityksen taustalla vaikuttaa maailman jatkuva monimutkaistuminen, ja Teal-organisaatiota voidaankin ajatella omana ekosysteeminään, joka jatkuvasti muuttuu ja kehittyy maailman mukana.
Teal-ajattelun ytimessä on myös ajatus oman, aidon itsensä löytämisestä – vapautumisesta oman egonsa kontrollista ja itsensä kuuntelusta elämän valinnoissa, jotta saisi valjastettua potentiaalinsa siihen suuntaan, johon elämä kutsuu.
Teal-organisaation läpimurtoja ovat itseorganisoituminen, kokonaisvaltainen ihmisyys ja evolutiivinen tarkoitus.
Organisaation toiminnan moottorina on jokin yhteinen päämäärä, korkeampi ajatus siitä, miksi yritys on olemassa ja mitä tarkoitusta se palvelee. Se mahdollistaa itseohjautuvuuden koko organisaation tasolla. Kyseessä ei kuitenkaan ole mikään kiveen hakattu julistus vaan se elää ja kehittyy siinä missä organisaation ihmisetkin.
Teal-organisaatiossa valtahierarkiat korvataan tilannesidonnaisilla hierarkioilla, joiden ansioista päätöksenteko sujuu nopeammin kuin konsensushakuisissa ja hierarkisemmissa vihreissä organisaatioissa. Päätöksenteko on hajautettua sovittujen mallien mukaisesti, esimerkiksi autonomisiin tiimeihin. Konflikteja ei pelätä – ne ratkaistaan ja niistä opitaan, vaikkapa tätä tarkoitusta varten luodun prosessin avulla.
Tomi Engdahl says:
The 90-second rule to shift your emotions – how to banish negative feelings and create more positive ones
https://technopolisglobal.com/insights/stories/the-90-second-rule-to-shift-your-emotions/
Everyone has emotions. It’s a natural part of being human. Each day our emotions shift and change as we navigate work and life. But did you know there’s a simple 90-second rule which allows you control over your emotions?
Tomi Engdahl says:
These are the top 3 most important slides in your pitch deck
If you have a strong traction slide, nothing else about your pitch deck matters
https://techcrunch.com/2022/09/04/these-are-the-top-3-most-important-slides-in-your-pitch-deck/?tpcc=ecfb2020&guccounter=1&guce_referrer=aHR0cHM6Ly9sbS5mYWNlYm9vay5jb20v&guce_referrer_sig=AQAAAABRNDbzeoywJEqqFipp4l6r7ebt3WInu7S6Oa7CbOQ-20Kq8hV70-jarEvyrf68DWCKXQWjVZfwZiEXzsa-qOeQoVbZ4scOGiEx1vrLJqAhWXQYpuFtCLWE5c6xah_HUNTj82QXfpUoj-__TqedhQmEGApj2_Xg9LMTVzUXAFpa
There’s a hierarchy in terms of what type of traction helps:
Profit. If you are cash-positive and growing rapidly, you probably don’t even need venture capital — but if raising cash helps you grow even faster, you’re in a great place.
ARR. If your annual recurring revenue is growing rapidly, you’re in luck. Recurring revenues and SaaS dynamics mean that you are onto something.
Active users. If you’re growing your number of users exponentially, without necessarily knowing how to monetize them, that’s still an impressive feat. If you can show that you can build a huge, sticky audience, you can probably find a way to make money off that down the line.
Sign-ups. If you’re seeing huge growth in the number of sign-ups to your product or service, but they aren’t generating revenue or sticking around, there’s still value in that — although your traction slide should be paired with a solid “How is this going to make money?” slide.
Tomi Engdahl says:
Stop asking ‘how are you?’ Harvard researchers say this is what successful people do when making small talk
https://www.cnbc.com/2019/03/07/stop-asking-how-are-you-harvard-researchers-say-this-is-how-successful-people-make-small-talk.html?utm_content=Main&utm_medium=Social&utm_source=Facebook#Echobox=1662146830
“How are you?” These are the three most useless words in the world of communication. The person asking doesn’t really want to know, and the person responding doesn’t tell the truth. What follows is a lost opportunity and meaningless exchange with zero connection.
But the key to making the most out of small talk, according to Harvard researchers, is to simply ask the other person follow-up questions.
those who were asked more meaningful follow-up questions (a.k.a. questions that aren’t “how are you?” or “what do you do?”), found the other person much more likable.
“When people are instructed to ask more questions, they are perceived as higher in responsiveness, an interpersonal construct that captures listening, understanding, validation and care,” the researchers wrote.
Here are seven tactics to having a meaningful conversation:
1. Use the A.C.T. trick to start a connection
When was the last time you were in a meeting that didn’t start with small talk? It’s a natural way for people to connect. Start with a question that will build up to a conversation that meets the A.C.T. criteria:
A – There’s authenticity
C – There’s a connection
T – There’s a topic that will give them taste of who you are
Some of those questions might be:
“What’s your current state of mind?”
“What are you looking forward to this week?”
“You remind me of a celebrity, but I can’t remember which one — who’s someone you relate to?”
2. Move beyond the “hourly update”
The fallback for a lot of people is like the newscast “hourly update” — traffic, sports, weather and so on.
Drill this into your head: It is a horrible icebreaker. There are a few exceptions, like if it’s a genuine interest of yours and your boss or colleague shares that passion.
3. Be in the moment and observe your surroundings
Open your eyes before you open your mouth. Find something to focus on in your surroundings, like the piece of art on the wall, a quirky gadget or family picture on their desk, a race car helmet, scattered coins from various countries and so on. There’s bound to be something that will spark small talk and help lead the conversation into unique follow-up questions.
4. Share some news (that actually happened)
If you have “news,” share it: “I adopted a pet over the weekend” or “My 6-year-old rode a bike for the first time yesterday!” Believe it or not, most people actually do want to know more about others, especially if they both work at the same company.
If you’re new to a company and leading a team, for example, start your first meeting by going around the room and asking each person to say one interesting thing that recently happened in their lives. As a result of that momentary sharing, you’ve allowed everyone to feel more personally and genuinely connected with each other.
The objective to is be genuine and not simply make something up. Otherwise, you run the risk of not knowing how to answer follow-up questions about something you have little or no experience with.
5. Talk early
Whether you’re meeting in person or dialing in for a conference call, talk early.
6. It’s not just what you say
No matter what or how much you say, your tone of voice, facial expression and eye contact will broadcast so much more.
In person, look at the other person when you speak, not at the conference table or the wall. On the phone, smile — it will make your voice sound warmer. It’s not just what you say, but how you say it, that will help others connect with you.
7. Make the pivot
This is where small talk goes to the next level, as you segue from talking about something small to the issue at hand.
If the conversation is already flowing, it will be easier than you think and ask follow-up questions. Your boss could be the one to make the first step, “So, tell me what’s going on with [X].” Thanks to the small talk, you’ll already be in sync. You can then pivot to a more meaningful discussion that showcases your knowledge, contribution and confidence.
Just do it
For introverts, small talk can be painful. But if you say nothing in those moments before a meeting starts or when you and your boss are in the elevator, you run the risk of becoming invisible.
Tomi Engdahl says:
Ex-Google CEO Eric Schmidt on why in-office work is better: ‘I don’t know how you build great management’ virtually
https://www.cnbc.com/2022/04/05/ex-google-ceo-eric-schmidt-on-why-people-should-return-to-the-office.html?utm_content=Main&utm_medium=Social&utm_source=Facebook#Echobox=1660340322
″[I]t’s important that these people be at the office, in my view,” Schmidt, 66, tells CNBC Make It, arguing that for decades, the in-office style has been proven effective. “I’m a traditionalist.”
“We spent decades having these conversations about people being close together … the discussion at the coffee table and going to coffee,” Schmidt says. “Remember all of that? Was that all wrong?”
Schmidt says it’s not just a matter of nostalgia: There are practicalities to working together in person. For example, he says that conversations about professionalism — which might be particularly necessary at companies full of young employees — are much harder to have virtually.
Younger employees, particularly those between the ages of 25 and 35, can also use in-office settings to more effectively develop their management styles, Schmidt says. For him, that includes learning about meeting etiquette, presentation skills, workplace politics and dealing with competitors, both internally and externally.
“In terms of their age, that’s when they learn,” he says. “If you miss out [on that] because you are sitting at home on the sofa while you’re working, I don’t know how you build great management. I honestly don’t.”
There are exceptions, Schmidt notes: Some workers might have specialized roles that don’t require a lot of in-person communication, others might deeply dislike the office’s social nature and many probably aren’t looking forward to reintegrating lengthy commutes into their schedules.
“I think there is a lot of evidence that humans are social,” he says. “And that the current virtual tools are not the same as the informal networks that occur within a corporation.”
Tomi Engdahl says:
Resting Rich Face
Your resting expression may reveal your socio-economic status.
https://bigthink.com/culture-religion/resting-rich-face/?utm_medium=Social&utm_source=Facebook#Echobox=1662497424
Tomi Engdahl says:
Sarastia365 DevOps-hyrrä – BizDevOps-toimintamallimme
https://www.sarastia365.fi/sarastia365n-devops-hyrra-tallainen-on-bizdevops-toimintamallimme/
Tomi Engdahl says:
Rima alas
Uusi työelämässä vilisevä termi on quiet quitting. Se tarkoittaa, että töihin suhtaudutaan tietoisesti rennommin. Asiantuntija näkee ilmiössä sekä hyviä että huonoja puolia.
https://yle.fi/uutiset/74-20000157?utm_medium=social&utm_source=facebook-share
Tomi Engdahl says:
https://tyopaikat.oikotie.fi/tyontekijalle/artikkelit/nain-pyydat-palkankorotusta-ja-saat-sen
Tomi Engdahl says:
CX-maturiteetti framework: Kahdeksan mittaria organisaation CX-maturiteetin arvioimiseen
https://we.knowit.fi/experience-fi/framework-organisaation-cx-maturiteetin-arvioimiseen
Tässä blogissa esitämme frameworkin, jonka olemme Knowit Experiencella kehittäneet organisaation digitaalisen asiakaskokemuksen maturiteettitason arvioimiseen. Tekstin lopusta voit ladata whitepaperimme, jossa frameworkia avataan vielä tarkemmin.
Tomi Engdahl says:
Yli 60 prosenttia etätyötä tekevistä työskentelee sairaana, selviää eurooppalaisesta kyselytutkimuksesta
https://www.hs.fi/talous/art-2000009075100.html
Tuoreen eurooppalaisen kyselytutkimuksen mukaan moni tekee etätöitä sairaana, mutta myös työtunteja kertyy kotikonttorilla enemmän kuin toimistolla.
Etätyötä tekevistä työntekijöistä 63 prosenttia ei todennäköisesti ilmoita olevansa sairaana etätöissä ollessaan. Näin kertovat tuoreeseen eurooppalaiseen kyselytutkimukseen vastanneiden yritysten edustajat.
Etätöiden tekeminen sairaana on yleisintä tutkimuksessa mukana olleista maista Ruotsissa. Siellä 72 prosenttia vastaajista kertoi jättävänsä ilmoittamatta sairastumisestaan. Britanniassa näin kertoi tekevänsä 69 prosenttia vastaajista ja Italiassa 67 prosenttia vastaajista.
Suomalaisista vastaajista 61 prosenttia kertoi tekevänsä etätöitä sairaana.
Lähes puolet kyselytutkimuksen vastaajista kertoi myös tekevänsä etätöissä enemmän työtunteja kuin toimistolla. Suomalaisista vastaajista näin kertoi tekevänsä 47 prosenttia. Yli 60 prosenttia vastaajista oli sitä mieltä, että etätyö lisää työntekijän tuottavuutta.
Etätöitä tekevien työntekijöiden määrä on kyselytutkimuksen mukaan kasvanut koronaviruspandemian aikana.
Ennen pandemiaa etätöitä teki 16 prosenttia työntekijöistä, mutta nyt 27 prosenttia eurooppalaisista työntekijöistä kertoi tekevänsä etätöitä säännöllisesti. Toisaalta vain 40 prosenttia vastaajista toimii tehtävässä, jossa on mahdollista työskennellä etänä.
Etätöitä tekevät työntekijät jäävät kotikonttorille nyt keskimäärin 3,1 päivänä viikossa, kun ennen pandemiaa vastaava luku oli 2,6 päivää viikossa.
Suosituin etätöissä vietettävä päivä oli perjantai. Näin sanoi kolmasosa vastaajista. Maanantaita piti suosituimpana etäpäivänä 20 prosenttia vastaajista ja keskiviikkoa 16 prosenttia vastaajista.
Kyselyyn vastanneista 66 prosenttia arvioi etätyön tuovan enemmän hyötyjä kuin haittoja.
Puolet tutkimukseen vastanneista haluaisi tehdä etätöitä kahtena tai kolmena päivänä viikossa. Vastaajista vajaat 8 prosenttia haluaisi palata kokonaan toimistotyöhön, mutta lähes 14 prosenttia haluaisi jäädä kokonaan etätöihin.
Toisaalta lähes puolet vastaajista kertoi pitävänsä tärkeänä, että työkavereita näkisi työpaikalla viitenä päivänä viikossa.
SD Worxin Suomen-maajohtajan Hanna Mattisen mukaan tutkimustulokset osoittavat, kuinka välttämätöntä ennakoiva johtaminen on uudessa työkulttuurissa.
”Henkilöstön hyvinvointiin vaikuttaviin tekijöihin on helpompaa puuttua varhaisten signaalien kautta kuin jälkikäteen. Tämä ei ole ainoastaan vastuullista toimintaa, vaan organisaatioille myös kustannustehokkaampaa”, Mattinen sanoo yhtiön tiedotteessa.
Kyselyyn vastanneista 66 prosenttia arvioi etätyön tuovan enemmän hyötyjä kuin haittoja ja 72 prosenttia sanoi etätyön tuovan paremman tasapainon työn ja muun elämän välille.
Toisaalta joka kolmas vastaaja sanoi kaipaavansa lisää vinkkejä ja ohjausta etätyön tekemiseen.
Tomi Engdahl says:
Stop spending so much time on your product when pitching to investors
Investors don’t care about your product. Not really.
https://techcrunch.com/2022/09/18/investors-dgaf-about-your-product/?tpcc=ecfb2020
Investors think a great deal about a great number of things when considering an investment: How big is the market? How good is the founder-market fit? Is it venture-scale?
It’s natural for founders to live and breathe for their customers and product, but the dirty little secret of fundraising is that your investors are extraordinarily unlikely to care about your product. And they have a few legitimate reasons for being that way.
I often see product-focused founders spending a lot of time talking about the solution they are building. That makes sense. In the context of building a great product, founders are creating an investment pitch that reflects their day-to-day life. They will spend a lot of time on their product: They’ll talk to customers, work with engineering and are trying to slice the marketing pie in a way that makes sense.
So when a founder is talking to their investors, clearly the investors should care just as much as about the product, right?
Wrong.
Tomi Engdahl says:
How Big Tech Revenue and Profit Breaks Down, by Company
https://www.visualcapitalist.com/cp/big-tech-revenue-profit-by-company/
In the media and public discourse, companies like Alphabet, Apple, and Microsoft are often lumped together into the same “Big Tech” category. After all, they constitute the world’s largest companies by market capitalization.
And because of this, it’s easy to assume they’re in direct competition with each other, fiercely battling for a bigger piece of the “Big Tech” pie. But while there is certainly competition between the world’s tech giants, it’s a lot less drastic than you might imagine.
In Q2 2022, about 72% of Alphabet’s revenue came from search advertising.
Perhaps unsurprisingly, Amazon’s biggest revenue driver is e-commerce. However, as the graphic above shows, the costs of e-commerce are so steep, that it actually reported a net loss in Q2 2022.
As it often is, Amazon Web Services (AWS) was the company’s main profit-earner this quarter.
Apple’s biggest revenue driver is consumer electronics sales, particularly from the iPhone which accounts for nearly half of overall revenue. iPhones are particularly popular in the U.S., where they make up around 50% of smartphone sales across the country.
Microsoft has a fairly even split between its various revenue sources, but similarly to Amazon its biggest revenue driver is its cloud services platform, Azure.
After AWS, Azure is the second largest cloud server in the world, capturing 21% of the global cloud infrastructure market.
Tomi Engdahl says:
This is really not good.
Highly skilled tech workers are becoming a rarity, and companies have tough decisions to make
https://www.zdnet.com/article/highly-skilled-workers-are-becoming-a-rarity-and-returning-to-the-office-is-unpopular-with-employees-tech-companies-have-tough-decisions-to-make/
A.Team’s annual Tech Work Report highlights the struggles tech companies are facing in hiring, onboarding, and dealing with hybrid-working models.
In the ever-evolving employment landscape, tech companies are changing their typical hiring strategies to compensate for the talent lost to the Great Resignation – and have some tough decisions to make when it comes to ordering teams back to the office.
A.Team’s 2022 Tech Work Report surveyed almost 2,600 tech employees and executives to provide insight into the future of work in the tech industry.
In the survey, 39% of employers cited product and engineering roles as the most challenging positions to fill. In addition, 62% of respondents said it took them more than four months to find the right talent to fill these vacancies.
The Great Resignation was identified as a major contributor to companies’ hiring headaches. Of those surveyed, 44% lost a significant amount of their top-performing employees to the Great Resignation.
To combat the significant loss of talented employees, 80% of surveyed executives said they would hire someone without a college degree to work at their company.
The notion that tech executives are open to hiring workers without degrees points to a shift in hiring requirements. Three-quarters (67%) of those surveyed felt that the traditional hiring and onboarding process is too long, too pricey, and needs re-imagining.
Companies across all industries are scrambling to solve the issues that slow and disconnected onboarding brings to the table. Employers that need highly skilled workers – and need them fast – might rush the onboarding process, leaving vulnerabilities in their employees’ confidence, connection to their coworkers, and mental health, the report said.
Earlier this year, major tech companies including Apple and Meta announced that they would not require college degrees for certain positions, typically positions that are more difficult to fill. These positions include software engineers, technical support, and quality engineers.
Many companies are turning to upskilling programs to fill their skills requirements: 87% of A.Team’s survey respondents agree that career growth and upskilling programs are vital to elevating their employees’ professional development. Implementing these programs may be the key to increasing employee retention and avoiding a wave of quiet quitting and resignations.
A more recent workplace shift within the tech industry is the tug of war that companies and employees play when it comes to returning to the office.
The decision to revoke employees’ choice of remote or hybrid work puts tech companies in a sticky situation. Will they continue to honor the forward-thinking foundations they’ve built their companies on, or will they push traditional corporate values to maintain the status quo?
Tomi Engdahl says:
Here it is again… another article… let me grab my sharpie and fix that title:
“Highly Skilled tech workers that got chased from the industry by low wages, low benefits and butt-h01e employers are now, unsurprisingly becoming rare and companies have tough decisions to make about paying fair compensation for those skills like they would a CEO that failed ‘Supply and Demand’ lessons in economics.”
Tomi Engdahl says:
Huippumyyjät paljastavat parhaimmat myyntiaseensa – ”Kysyn suoraan teetkö tarjouksen”
https://www.ukko.fi/yrittajyyskoulu/huippumyyjat-paljastavat-parhaimmat-myyntiaseensa/?utm_campaign=%5BYK%5D+-+Yritt%C3%A4jyyskoulu+-+post+boost+2022+-&fbclid=IwAR0ae5cCCfh_ZA_kUQk-fx4vnfvknbkKP0aYZdVVbgV21rSdWBzh-_qXuQw
Tomi Engdahl says:
https://www.ukko.fi/yrittajyyskoulu/hakukoneoptimointi-ja-5-tarkeinta-seo-vinkkia-uudelle-pienyrittajalle/
Tomi Engdahl says:
Rima alas
https://yle.fi/uutiset/74-20000157
Uusi työelämässä vilisevä termi on quiet quitting. Se tarkoittaa, että töihin suhtaudutaan tietoisesti rennommin. Asiantuntija näkee ilmiössä sekä hyviä että huonoja puolia.
Tomi Engdahl says:
Suosituimmat sloganehdotukset
https://bitwise.fi/rulla/
Tomi Engdahl says:
The Modern Data Stack Through ‘The Gervais Principle’
Data doesn’t move left-to-right in an organization, it moves through Losers, the Clueless, and Sociopaths.
https://medium.com/@laurengreerbalik/the-modern-data-stack-through-the-gervais-principle-bfd4b4e33ac7
Go and Google the term “Modern Data Stack” and search through images. What do you see? It’s one big slew of architecture diagram after architecture diagram, with data flowing throughout various systems from the left to the right in most, much sound and fury signifying nothing other than somewhere between 5 and 100 different vendor solutions to purchase to help move data around.
Fundamentally the left-to-right flow is flawed as it is a dressed up back-of-napkin representation of technology flows, not decision flows or capital allocation flows within organizations.
Ultimately the Modern Data Stack diagram is typically a vendor or VC firm or staff augmentation firm’s view of whatever is most economically beneficial for them at present.
As the firm grows over time through cycles, the Clueless layer becomes so large that it makes the firm unsustainable. Eventually, the Clueless layer takes over and collapses the company as the Sociopaths and Losers both make their exits, as they live closer to reality and can most freely move between organizations.
Tomi Engdahl says:
Milloin itseään voi kutsua asiantuntijaksi? Uraohjaajat paljastavat, mitä huolia opiskelijoilla on työnhaussa
Helsingin yliopiston uraohjaajat neuvovat opiskelijoita työhön ja uraan liittyvissä kysymyksissä. Monet opiskelijoiden huolista ovat samoja kuin muillakin työnhakijoilla. Usein vastaus löytyy kysymällä itseltään, mitä haluaisi tehdä.
https://www.iltalehti.fi/tyoelama/a/9089a6a1-ae67-4223-9aee-a18d2ef23837
Uraohjaajien viisi vinkkiä työnhakuun
Monster pyysi Helsingin yliopiston uraohjaajilta viisi konkreettista neuvoa, joilla päästä vauhtiin työnhaussa.
Tunnista osaamisesi ja kiinnostuksenkohteesi. Mieti mitä osaat ja kuinka kerrot sen työnantajaa kiinnostavalla tavalla. Uskalla myös katsoa oman laatikon ulkopuolelle. Koskaan ei tiedä, mitä ihanaa sieltä saattaa löytyä. Uskallus ja rohkeus mukaan!
Hae tukea työllistymiseen. Korkeakouluissa ja yliopistoissa sitä on hyvin saatavilla. Lisäksi tarjolla on muita enemmän tai vähemmän valtakunnallisia palveluja – esimerkiksi Ohjaamo.
Kurkkaa, että työnhakudokumentit ovat kunnossa. Vähän tylsä neuvo, mutta silti erittäin tärkeä. CV, hakemuskirjeet ja muut tarvittavat dokumentit ovat työnhaun perusta, ja niissä on harmittavan usein puutteita.
Hyödynnä verkostojasi. Käy läpi verkostosi – niihin kuuluvat esimerkiksi järjestötoiminnassa, harrastuksissa, opinnoissa ja edellisissä työpaikoissa tapaamasi ihmiset.
Ole proaktiivinen. Muista, että kaikki työpaikat eivät ole avoimessa haussa. Ole yhteydessä työnantajiin. Lähetä rohkeasti avoimia hakemuksia ja kysy lisää rekrytoivilta yrityksiltä.
Tomi Engdahl says:
Alex Kantrowitz / Big Technology:
A roundup of Elon Musk’s newly released text messages show the inner workings of Silicon Valley dealmaking and how Musk lost interest in his Twitter acquisition — Newly released text messages shine a light on how tech’s most powerful do business — and perhaps why Musk lost interest in Twitter.
Elon Musk’s Text Exchanges Show Twitter Deal Going Off The Rails
https://bigtechnology.substack.com/p/elon-musks-text-exchanges-show-twitter
Newly released text messages shine a light on how tech’s most powerful do business — and perhaps why Musk lost interest in Twitter.
On Thursday afternoon, the Delaware Chancery Court released hundreds of text messages between Elon Musk and other relevant parties in the Twitter deal.
Given that it’s Musk, the exchanges are revealing, irreverent, and extremely fun. They’re also a rare look into the inner workings of Silicon Valley dealmaking, giving us some insight into Musk’s process and how he lost interest in his prized acquisition.
This week, we dig into the most revealing exchanges, with some analysis along the way
Tomi Engdahl says:
Johto ja työntekijät erimielisiä etätyön tuottavuudesta työntekoa valvotaan jopa seuraamalla hiiren klikkauksia ja näppäinten painelua https://www.tivi.fi/uutiset/tv/30ff166c-9c79-4fce-9c26-fda8e247094c
Microsoftin toimitusjohtaja Satya Nadella on huolissaan johdon ja työntekijöiden välisestä kuilusta ainakin mitä tulee etätöihin.
Nadellan mukaan monia esihenkilöitä vaivaa “tuottavuusparanoia”, jossa etätöitä tekevän työntekijän epäillään laiskottelevan työajalla. The New York Times kirjoittaa, että eräät johtajat ovat menneet jopa niin pitkälle, että he suorastaan vakoilevat etätöitä tekeviä työntekijöitään muun muassa seuraamalla hiiren klikkauksia sekä näppäinten painelua. Jotkut jopa otattavat henkilökunnastaan satunnaisia kuvia varmistuakseen, että nämä varmasti viettävät aikaa työkoneensa äärellä.
Tomi Engdahl says:
https://duunitori.fi/tyoelama/tyonhaku-pomon-kanssa?utm_medium=social&utm_source=facebook+instagram+audience_network+messenger&utm_campaign=BRAND+-+PB+-+SMARTLY+-+B2B-artikkelit&utm_content=BRAND+-+PB+-+SMARTLY+-+B2B-artikkelit+-+Natiivi+laaja+HR+-+Link+Post+-+B2b+artikkeli&utm_id=62c41b79e6c75401895c34f7&fbclid=IwAR1EkxPstiRlQDiDcvtg9rmoD7Ft7hpsJnXJ_clEGlL_fzo4rVVAVDq9VQU
Tomi Engdahl says:
10 things great bosses do every day
https://www.cnbc.com/2018/01/19/10-things-great-bosses-do-every-day.html?utm_content=Main&utm_medium=Social&utm_source=Facebook#Echobox=1664975605
We’ve all heard the adage, “People don’t leave bad jobs; they leave bad bosses.” It makes great fodder for after-work gripe sessions, but is there really any data to back the claim up? As it turns out, there’s a ton.
In one study, 61 percent of those working for bad bosses said they were looking for another job, while just 27 percent of those working for good bosses were considering alternate employment. And here’s one that’s really startling: 65 percent of people with bad bosses said they’ve sometimes misrepresented the truth at work, compared to only 19 percent of those with good bosses. Just as great bosses bring out the best in us, bad bosses bring out the worst.
Great bosses change us for the better. They see more in us than we see in ourselves, and they help us learn to see it too. They dream big and show us all the great things we can accomplish.
A great boss shares information
Have you ever worked for an information hoarder? Some bosses seem to think that every piece of information they share reduces their power and authority. In fact, just the opposite is true: great bosses know that sharing information empowers their employees, instead of diluting their own power.
A great boss puts a lot of thought into hiring
Bad bosses think nothing of hiring a jerk with great credentials because they’re only interested in how that person will perform. Great bosses think of the entire team.
A great boss looks for and celebrates wins
Great bosses don’t have a “Why should I praise you for doing your job?” attitude. They look for reasons to praise their employees, both privately and publicly, and they take the time to celebrate milestones, instead of just driving everybody on to the next project or deadline.
A great boss respects your time
Great bosses don’t give you the impression that their time is more valuable than yours. They don’t keep you waiting for scheduled meetings. They show up prepared and get to the point, instead of trying to impress you. And they don’t goof off on your time.
A great boss is empathetic
Bad bosses only see their employees from the perspective of how the employees reflect on them. If their employees are doing a great job, they look good; if their employees are performing poorly, they look bad.
A great boss says thank you
Bad bosses think the work their employees do is something the employees owe them. After all, they’re getting paychecks, right? That’s true — but great bosses look past work as a transactional relationship and realize that people are putting a huge part of themselves into the work they do. They say thank you, even if it is “just part of the job.”
A great boss doesn’t forget that people have lives outside of work
Bad bosses tend to see people as one-dimensional: they show up and get the work done, and the boss doesn’t have to worry about them again until the next day. Great bosses, on the other hand, never forget that work is just one facet of their employees’ lives.
A great boss is a great communicator
It seems like some bosses will do anything to avoid giving a straight answer. They don’t want to say something they can be held accountable for later. Other bosses just don’t want to be bothered with clear explanations and solid answers. Great bosses say what they mean and mean what they say — and they say it clearly, so that people don’t have to read between the lines or try to guess their real meaning.
A great boss creates leaders
Have you ever noticed how sometimes all the promotions come from within one manager’s team? That’s no accident. Great bosses pull the very best out of their people.
Bringing it all together
If you’re currently a boss, is this how your employees would describe you? If not, you’re leaving money, effort, and productivity lying on the table. You’re also probably losing some good employees, if not to other jobs, then at least to disengagement and lack of interest.
Tomi Engdahl says:
How to Spot a Bad Boss During an Interview
https://hbr.org/2015/12/how-to-spot-a-bad-boss-during-an-interview?utm_medium=social&utm_campaign=hbr&utm_source=facebook&tpcc=orgsocial_edit
One of the greatest predictors of your happiness at work is your relationship with your manager. So when you’re considering a new job, it’s important to know how you’ll get along with your new boss. This can be hard to assess in an interview when you’re working hard to demonstrate why she should hire you. But it’s important to evaluate her as well. What sorts of questions should you ask to understand her management style? Should you try to talk with other people she manages? Are there red flags you should watch out for?
What the Experts Say
“The primary reason people leave a job is because of either a mismatch in culture or a boss who drives them up the wall,”
you should gather as much information as possible. And it’s not just negative impressions or red flags you should be on the lookout for. “You must understand the person as she is,”
“Failing to realize someone is a terrific boss is a very costly mistake, perhaps even more costly than failing to realize someone is a bad boss,” he says. Terrific jobs — and managers — are hard to find.
Tomi Engdahl says:
there are three minimal conditions that must be met. Is this an honest person, offering you a sustainable job for which you have something unique to contribute? You might also spend some time visualizing the kind of relationship you want. Are you looking for someone who will stand back and let you run with your work? Or are you hoping for someone who can be an involved mentor? This will give you some criteria against which to evaluate your potential manager when you’re in the interview.
https://hbr.org/2015/12/how-to-spot-a-bad-boss-during-an-interview?utm_medium=social&utm_campaign=hbr&utm_source=facebook&tpcc=orgsocial_edit
Trust your instincts
It’s also important to check in with yourself throughout the process. Being laser-focused on getting the job can sometimes cloud your judgment. After each step, ask yourself whether this is the job you want and the manager you want to work for. Did you get a good feeling from the person? Is she someone you can imagine going to with problems? Or someone you could have a difficult conversation with? When the stakes are high, it’s best to trust yourself. “Usually people say something like, ‘I should have known,’ because there are those small things that lead to a gut feeling we often ignore,”
Ask questions, but tread lightly
You can often get a sense of your potential manager by asking probing questions, but be careful how you phrase them. “People say an interview is a two-way process,” Lees says. “In practice, that doesn’t work very well.” The interviewer might misinterpret multiple questions about his management approach as disinterest in the job. Fernández-Aráoz agrees: “What you should not do is ask direct questions, like ‘Tell me about your leadership style,’” he says. Not only could this signal hesitancy on your part, but it’s unlikely to get you an honest answer, because your interviewer is in selling mode.
Instead, ask questions that will help your potential manager visualize you actually doing the job. “What will I do on a day-to-day basis?” “How will I learn?” Phrasing your questions as if you already have the job will help the hiring manager create a mental picture of you in the role.
At the same time, you can watch how she responds. “Look for her willingness to engage in dialogue, rather than asking you pre-established questions,”
If she’s willing to engage with you during the interview, she’ll likely engage with you in a working relationship. After (and only after) you’ve built rapport, ask questions that will elicit her expectations for the person filling the position, and any potential downsides of the job.
Do your homework
One of the greatest mistakes you can make is failing to do your due diligence. Don’t go into a job with your eyes closed. “It can be a shock to people. They find out the culture is too formal, or pressurized, or there’s too much solitude for their taste,” Lees explains. “You should know that before committing.” Prepare for the interview by gathering as much intel as you can. “You might find information that raises red flags, or information about the interviewer’s interests, which will allow you connect with the other person,” says Fernández-Aráoz.
Do a Google search on your potential manager. Check out his online profiles, as well as those of people who used to work for him. “LinkedIn profiles can tell you a lot about a person’s interests and relationships,”
“Low retention and high turnover rates are a clear indicator of problems,” says Lees. If you find people who have left, try reaching out to them and ask what it was like to work for that manager. You’d be surprised how many people are willing to respond to inquiries and share their experiences working for a manager, particularly if they had an especially positive — or negative — experience.
Meet the colleagues
“Perhaps the best approach is to ask to get to know a few of your future colleagues,” says Fernández-Aráoz. Talk with people who would share the same boss and ask what it’s like to work for her — both what they enjoy and what they find challenging. Don’t insist beyond what is appropriate, however. There may be reasons, like confidentiality, that prevent such conversations.
After you’re offered a position, ask to spend a half-day with the company and your future team. “Chatting about what work is like brings about huge amounts of incidental information,” says Lees. The hiring manager is likely to see it as a sign of commitment and motivation, and you’ll get the chance to interact with your colleagues and get a feel for the day-to-day environment and how your potential boss influences it.
Tomi Engdahl says:
MYÖS sähköpostin vastaanottajan kannattaa olla asiassa aktiivinen. Jos lähettäjä ei viestissään sanonut, koska hän odottaa vastausta, tiedustele sitä itse. Kun odotukset ovat selvät, voi työpäivänsä rakentaa järkevämmin ja vastaamaan paremmin omia mieltymyksiä.
Adding One Sentence to Every Email Can Free Up Hours, Says Wharton Psychologist Adam GrantEssential information is missing from most messages, research shows.
https://www.inc.com/minda-zetlin/adding-one-sentence-to-every-email-can-give-you-hours-of-free-time-according-to-adam-grant.html
What’s the biggest time suck in your workday? If you answered email, research shows you’re right. Professionals spend an average of 28 percent of every workday on email. That’s two hours and 36 minutes.
Tomi Engdahl says:
Make sure your best employees have new challenges to tackle — or they may leave.
How to Lose Your Best Employees
https://hbr.org/2018/04/how-to-lose-your-best-employees?utm_medium=social&utm_campaign=hbr&utm_source=facebook&tpcc=orgsocial_edit
You want to be a great boss. You want your company to be a great place to work. But right now, at this very moment, one of your key employees might be about to walk out the door.
She has consistently brought her best game to work and has grown into a huge asset. But her learning has peaked, her growth has stalled, and she needs a new challenge to reinvigorate her.
As her boss, you don’t want anything to change. After all, she’s super-productive, her work is flawless, and she always delivers on time. You want to keep her right where she is.
That’s a great way to lose her forever.
I needed a new challenge.
This kind of scenario plays out in companies every day. And the cost is enormous in terms of both time and money. But if I had stayed and disengaged, the cost may have been even higher. When people can no longer grow in their jobs, they mail it in — leading to huge gaps in productivity. According to Gallup, a lack of employee engagement “implies a stunning amount of wasted potential, given that business units in the top quartile of Gallup’s global employee engagement database are 17% more productive and 21% more profitable than those in the bottom quartile.”
And yet engagement is only symptomatic. When your employees (and maybe even you, as their manager) aren’t allowed to grow, they begin to feel that they don’t matter. They feel like a cog in a wheel, easily swapped out. If you aren’t invested in them, they won’t be invested in you, and even if they don’t walk out the door, they will mentally check out.
But what comes next as the potential for growth peters out? The learning curve flattens, a plateau is reached; a precipice of disengagement and declining performance is on the near horizon. I’d estimate that four years is about the maximum learning curve for most people in most positions; if, after that, you’re still doing the exact same thing, you’re probably starting to feel a little flat.
Eventually, I became a little bored with each job and started looking around for a new challenge to jump to. Most of us follow similar patterns — our brains want to be learning, and they give us feel-good feedback when we are. When we aren’t, we don’t feel so good.
Because every organization is a collection of people on different learning curves. You build an A team by optimizing these individual curves with a mix of people: 15% of them at the low end of the curve, just starting to learn new skills; 70% in the sweet spot of engagement; and 15% at the high end of mastery. As you manage employees all along the learning curve, requiring them to jump to a new curve when they reach the top, you will have a company full of people who are engaged.
You and every person on your team is a learning machine. You want the challenge of not knowing how to do something, learning how to do it, mastering it, and then learning something new. Instead of letting the engines of your employees sit idle, crank them: Learn, leap, and repeat.
Tomi Engdahl says:
Kuluttaja-asiamies: Suomalaisten verkkokauppojen yleinen käytäntö on laiton https://www.is.fi/digitoday/art-2000009129266.html
Tomi Engdahl says:
Huolestuttava havainto etätyötä suosivista – tärkeä viesti johtajille: “Työelämä on muuttunut pysyvästi”
https://www.mtvuutiset.fi/artikkeli/huolestuttava-havainto-etatyota-suosivista-tarkea-viesti-johtajille-tyoelama-on-muuttunut-pysyvasti/8436648#gs.f29vmz
Jatkuva etänä työskentely voi kuormittaa ihmistä, työpaikalla tapahtuvat vapaamuotoiset kohtaamiset kun tukevat hyvinvointia. Uutisaamussa vierailleet Työterveyslaitoksen asiantuntijat kertoivat, miten yritykset voivat tukea työntekijöitään “uudessa normaalissa”.
Korona osittain pakotti yhä useammat ihmiset toimistolta etätöihin. Pelon hälvettyä ja rajoitusten poistuttua monessa yrityksessä ollaan siirtymävaiheessa, jossa pohditaan, mitä hyviä ja huonoja puolia niin etänä kuin toimistolla tehtävään työhön liittyy.
– Herää ajatus, onko jossain tapauksissa etätyö mahdollisesti keino hallita työn kokonaiskuormitusta tai suojella omaa työhyvinvointia, Kaltiainen pohtii.
Etätyöhön liittyy toki monia hyviä puolia, kuten arjen joustavuutta sekä työmatkoihin kuluvan ajan ja rahan säästymistä. Haasteet sen sijaan liittyvät yksin olemiseen sekä vapaamuotoisten kohtaamisten puuttumiseen. Osalla työmäärä on kasvanut ja taukojen puutteen vuoksi työ on muuttunut intensiivisemmäksi.
Etätyö haastaa johtamisen
Vaikka viihtyisi omissa oloissaan ja saisi hommat hoidettua kotoa käsin, alkaa tilanne pitkittyessään todennäköisesti kuormittaa ja rasittaa ihmistä.
Tomi Engdahl says:
Ask the professor: Wharton’s Mori Taheripour on how to negotiate the right way
https://techcrunch.com/2022/10/12/ask-the-professor-whartons-mori-taheripour-on-how-to-negotiate-the-right-way/
What are some of the most common missteps people make when they’re in a business-related negotiation process?
At the heart of all negotiations is human connection. That’s where the magic happens. Most negotiations are not transactional. The best negotiations are either fostering relationships that we already have or creating new ones. And once you look at it that way, then negotiations become a conversation. Some conversations are harder than others. But they shouldn’t be if we open our minds to them with a sense of empathy and wanting to be creative and wanting to not focus on any one solution.
It’s building bridges. It’s coming to an understanding. It’s collaborative problem-solving. It’s decision-making. I always tell people that this is the last thing they should be afraid of.
Your book is about how to “negotiate fearlessly,” yet there’s a fine line between fearless and overconfident. Any pointers for readers who might be wondering how to straddle that line?
A lot of this goes back to negative self-talk and self-sabotage. You’re not going to be an excellent negotiator just because you’re smarter and have a higher IQ. Being an excellent negotiator really starts with you getting out of your own way. Great negotiators are great storytellers who can see themselves from a place of value and fearlessly self advocate.
If you don’t believe in yourself, if you don’t fearlessly understand your own self-value, then the goals that you set for yourself are diminished. They become safe. They may even become mediocre. And once your goals are watered down and safe, then what you ask for is going to be reflective of those goals, and you’re not going to get enough.
The minute you give up your power — you either back off in order to make the other [party] happy or to avoid conflict — then you can’t stay in the conversation. You have to have the self-confidence that you two are part of this conversation and your space is as important as theirs. It doesn’t mean those two things are mutually exclusive; it means that you seek solutions that are mutually inclusive.
Tomi Engdahl says:
Lomille lompsis! Näin hoidat lomavastaajat, puheluiden ohjaukset ja muut asiat ennen lomaa
https://mustalinja.fi/lomille-lompsis/