Self-Realisation, Uncategorized

A job without a boss

That’s what many freelancers want.

The ability to do your work, but without the hassle of someone telling you what to do.

The thing is, finding a well-paying job without a boss used to be a lot easier than it is now. The race to the bottom is fierce, and the only way to avoid it is to create projects, innovate on strategy and build something worth seeking out.

In other words, you need a better boss.

Reblogged from: here

Self-Realisation, Uncategorized

The boss goes first

If you want to build a vibrant organizational culture, or govern with authority, or create a social dynamic that’s productive and fair, the simple rule is: the rules apply to people in power before they are applied to those without.

It’s easy to rationalize the alternative, to put yourself first. After all, you’ve somehow earned the authority to make an exception for yourself.

But when we avoid that temptation and expose ourselves to the rules first, obey the rules first and make the sacrifices first, our culture is more likely to stick.

The rules that matter the most are the ones about behavior, transparency and accountability.

People might hear what you say, but they always remember what you do.

Reblogged from: here


Demand higher standards

On a long flight a little while ago, I saw two couples watch movies while they let their six kids run around like maniacs from take off to touchdown. A seven-year old actually punched me. (I didn’t return the punch).

A few days later, I saw the now-typical sight of kids in a decent restaurant eating french fries and chicken fingers while watching a movie on a tablet.

And it’s entirely possible you have a boss that lets you do mediocre work, precisely whenever you feel like it.

I wish those kids had said, “Mom, Dad, raise your standards for me. I deserve it.”

And the sooner you find a boss who pushes you right to the edge of your ability to be excellent, the better.

Even if the boss is you.

Reblogged from: here


Morning Advantage: How Bosses Do Harm

This is harsh. When participants from a high-performing division of a Fortune 100 company were polled during a Thunderbird webinar, fully 60% said their division was successful despite their leaders. And 35% of respondents in a broader study of all high-performing companies said the same thing. How does that happen? Bad bosses don’t wake up in the morning and ask themselves: “How can I hurt the company today?” As Kannan Ramaswamy and Bill Youngdahl point out in this excellent Thunderbird research blog, they chuckle along with everyone else when they read Dilbert cartoons about the Pointy-Haired Boss.

The trouble starts when, climbing through the ranks, they’re encouraged to think big and leave the details to others. That causes them to lose sight of whether an idea that seems feasible in the C-suite could work on the ground. It’s compounded by failing to encourage honest, complete feedback from their ranks. Since people expect bad bosses to produce bad results, clueless bosses in high-performing divisions attribute success to their own efforts, when in fact it comes from self-motivated individuals making up for their boss’s shortcomings.


The Secret to Google’s M&A Success (the Verge)

Apple, Amazon, and Microsoft each bought three companies last year. Facebook? Ten. Google? A whopping 25 — one every two weeks. Its remarkable success in turning acquisitions like DoubleClick and AdSense into major revenue drivers, says Ben Popper in this smart feature (worth a look if only for its cool graphic visualizing Google’s growth), has a lot to do with the fact that when Google buys those companies it doesn’t turn their founders loose. Two-thirds of them are still with the company — and they’re the ones making the decisions about where the products and the company are going.


A Tastier Investment Than Facebook (Wired)

Annie’s, purveyor of bunny-shaped organic foods, isn’t exactly a hot internet start-up. But looking at the company’s evolution through that lens helps explain why its IPO numbers have topped those of perhaps the most successful internet start-up of all time. Among Annie’s critical moves: pioneering a niche product — “healthy convenience food” — after witnessing the success of its first snack (Smartfood), and taking its time to go public until hitting “the sweet spot of its growth curve.” Can Annie’s keep growing now that it’s beholden to shareholders? Yes, writes Wired’s Marcus Wohlsen, because, unlike Facebook, Annie’s “value proposition is plain and simple”: a bowlful of cheesy goodness that’s (reasonably) good for you.

Reblogged from: here