если бы директором был я
Как известно, есть два правила, позволяющие добиться успеха в жизни: 1. Никогда не рассказывайте всего, что вы знаете...
Эти правила, не претендуют на звание "инструкции по зохвату мира". Наоборот, они показались мне вполне адекватными и даже, местами, очевидными, наверное потому, что я сам совсем не extraordinary и даже вовсе не boss. Заберу их к себе на на память:
1. Business is an ecosystem, not a battlefield.
Average bosses see business as a conflict between companies, departments and groups. They build huge armies of "troops" to order about, demonize competitors as "enemies," and treat customers as "territory" to be conquered.
Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers ... and even competitors.
2. A company is a community, not a machine.
Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by "pulling levers" and "steering the ship."
Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community-and company-at large.
3. Management is service, not control.
Average bosses want employees to do exactly what they're told. They're hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the "wait and see what the boss says" mentality.
Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.
4. My employees are my peers, not my children.
Average bosses see employees as inferior, immature beings who simply can't be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds.
Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.
5. Motivation comes from vision, not from fear.
Average bosses see fear--of getting fired, of ridicule, of loss of privilege--as a crucial way to motivate people. As a result, employees and managers alike become paralyzed and unable to make risky decisions.
Extraordinary bosses inspire people to see a better future and how they'll be a part of it. As a result, employees work harder because they believe in the organization's goals, truly enjoy what they're doing and (of course) know they'll share in the rewards.
6. Change equals growth, not pain.
Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change ... until it's too late.
Extraordinary bosses see change as an inevitable part of life. While they don't value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.
7. Technology offers empowerment, not automation.
Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.
Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets, that people actually want to use.
8. Work should be fun, not mere toil.
Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.
Extraordinary bosses see work as something that should be inherently enjoyable-and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.
Все равно всё под катом, так что я решил не плодить новых постов, а пихать все подобные находки в этот, пока он не переполнится :). Итак,
Update N1 Stop Working More Than 40 Hours a Week опять с inc.com
You may think you're getting more accomplished by working longer hours. You're probably wrong.
There's been a flurry of recent coverage praising Sheryl Sandberg, the chief operating officer of Facebook, for leaving the office every day at 5:30 p.m. to be with her kids. Apparently she's been doing this for years, but only recently "came out of the closet," as it were.
What's insane is that Sandberg felt the need to hide the fact, since there's a century of research establishing the undeniable fact that working more than 40 hours per week actually decreases productivity.
In the early 1900s, Ford Motor ran dozens of tests to discover the optimum work hours for worker productivity. They discovered that the "sweet spot" is 40 hours a week-and that, while adding another 20 hours provides a minor increase in productivity, that increase only lasts for three to four weeks, and then turns negative.
Anyone who's spent time in a corporate environment knows that what was true of factory workers a hundred years ago is true of office workers today. People who put in a solid 40 hours a week get more done than those who regularly work 60 or more hours.
The workaholics (and their profoundly misguided management) may think they're accomplishing more than the less fanatical worker, but in every case that I've personally observed, the long hours result in work that must be scrapped or redone.
Accounting for Burnout
What's more, people who consistently work long work weeks get burned out and inevitably start having personal problems that get in the way of getting things done.
I remember a guy in one company I worked for who used the number of divorces in his group as a measure of its productivity. Believe it or not, his top management reportedly considered this a valid metric. What's ironic (but not surprising) is that the group itself accomplished next to nothing.
In fact, now that I think about it, that's probably why he had to trot out such an absurd (and, let's face it, evil) metric.
Proponents of long work weeks often point to the even longer average work weeks in countries like Thailand, Korea, and Pakistan-with the implication that the longer work weeks are creating a competitive advantage.
Europe's Ban on 50-Hour Weeks
However, the facts don't bear this out. In six of the top 10 most competitive countries in the world (Sweden, Finland, Germany, Netherlands, Denmark, and the United Kingdom), it's illegal to demand more than a 48-hour work week. You simply don't see the 50-, 60-, and 70-hour work weeks that have become de rigeur in some parts of the U.S. business world.
If U.S. managers were smart, they'd end this "if you don't come in on Saturday, don't bother coming to work on Sunday" idiocy. If you want employees (salaried or hourly) to get the most done-in the shortest amount of time and on a consistent basis-40 hours a week is just about right.
In other words, nobody should be apologizing for leaving at work at a reasonable hour like 5:30 p.m. In fact, people should be apologizing if they're working too long each week-because it's probably making the team less effective overall.
Update N2 14 Lessons From Benjamin Franklin About Getting What You Want In Life на этот раз с businessinsider.com. Вообще, там многовато воды, поэтому скопирую тезисно (собственно, меня больше всего зацепило именно то, что все эти тезисы довольно широко известны, я только был не в курсе, что все они имеют одно авторство)...
“Well done is better than well said.”
“Never leave that till tomorrow which you can do today.”
“By failing to prepare, you are preparing to fail.”
“When you're finished changing, you're finished.”
“All mankind is divided into three classes: those that are immovable, those that are movable, and those that move.”
“Never confuse motion with action.”
“Do not fear mistakes. You will know failure. Continue to reach out.”
“To succeed, jump as quickly at opportunities as you do at conclusions.”
“Be at war with your vices, at peace with your neighbors, and let every new year find you a better man.”
“Diligence is the mother of good luck.”
“There are three things extremely hard: steel, a diamond, and to know one's self.”
“Who had deceived thee so often as thyself?”
“Energy and persistence conquer all things.”
“Life's tragedy is that we get old too soon and wise too late.”
Update N3 11 заповедей Билла Гейтса. Есть они же в оригинале, но и перевод неплох. Прямо-таки заповеди "Юноше, обдумывающему житьё". Кто переводил - не знаю, я нашёл у mrvorchun. Удивило, насколько незаносчив и прагматичен человек, сколотивший большое состояние, и построивший "evil empire"... В отличие от Стива Джобса, создавшего компанию - кумира, но в жизни бывшего порядочной сволочью (так, по крайней мере, говорят люди, прочитавшие его биографию, до которой я никак не доберусь...)
1. Жизнь несправедлива - свыкнись с этим фактом.
2. Миру наплевать на твое самоощущение и самоуважение. Мир ожидает от тебя каких-нибудь достижений, перед тем как принять во внимание твое чувство собственного достоинства.
3. Очень маловероятно, что тебе начнут платить 40 тысяч в год сразу после окончания школы. Ты не станешь вице-президентом компании, с лимузином и личным шофером, пока не заслужишь этого.
4. Если ты думаешь, что твой учитель строг и требователен - подожди знакомства со своим боссом. В отличие от учителя, карьера босса зависит от того, как ты справляешься со своими заданиями.
5. Обжаривать бургеры в «Макдоналдсе» - не ниже твоего достоинства. Твои прадеды назвали бы любую, даже такую, работу «хорошим шансом».
6. Не спеши обвинять в каждой своей неудаче своих родителей. Не ной и не носись со своими неудачами, учись на них.
7. До твоего рождения твои родители не были такими скучными и неинтересными людьми, какими они кажутся тебе сейчас. Они стали такими, зарабатывая на твое беззаботное детство, стирая твою одежду и слушая твою бесконечную болтовню о том, какой ты классный. Поэтому, перед тем как отправляться спасать леса Амазонки от уничтожения жадным поколением твоих родителей, попытайся для начала привести в порядок свою комнату.
8. Твоя школа отменила деление на победителей и лузеров, жизнь - нет. В некоторых школах прекратили ставить плохие отметки, разрешили сколько угодно попыток сдать тест или ответить на вопрос... Это нисколько не похоже на то, что происходит в жизни.
9. Жизнь не разделена на семестры, летних каникул в ней не существует, и очень мало работодателей, заинтересованных помочь тебе найти твое собственное «я». Тебе придется делать это в твое личное время.
10. Не путай реальную жизнь с тем, что показывают по телевидению. В жизни людям приходится большую часть времени проводить не в кофейне, а на рабочем месте.
11. Поддерживай хорошие отношения с очкариками-ботаниками». Скорее всего, один из них когда-то станет твоим начальником.
Update N4 10 Elements of Great Company Culture, со всё того же inc.com. Этот перечень можно было бы озаглавить "Чего (уже) нет в нашей компании"...
1. Core Values
I used to be very cynical about "core values." I thought these were just mottos written on plaques hanging on the wall. But when we implemented our values strategy at Beryl about 10 years ago, I began to see how they guided everyday decision-making and how employees referenced them in meetings. I came to realize they are essential guideposts when developed, communicated, and executed in a consistent manner. Values are those behaviors that will never change no matter how the company changes. Today, our values are not only painted on the walls, but also discussed from the first day an employee joins Beryl. We start every big meeting with a conversation about values and tell stories about how our coworkers live by those values on a daily basis.
2. Camaraderie
Camaraderie is about having fun. It's about getting to know colleagues not just as colleagues, but what they're like outside the office. To do that, Beryl hosts dress-up days, parties, games, and events all the time. We have annual traditions like family day, the Gong show, March Madness, the fall festival, and a holiday party. We include not only employees, but also their families. We publish a bi-monthly full-color magazine called Beryl Life that is sent to the homes of co-workers. Kids of our employees compete to design the t-shirt for our annual family day and families even participate in our talent show
3. Celebrations
You can't underestimate the importance of recognizing your team. While it may be important for your people to hear from the CEO, it also feels great for them to hear from peers. At Beryl, we developed a program we call PRIDE (Peers Recognizing Individual Deeds of Excellence). This allows coworkers to recognize others for living up to Beryl's core values. We also have quarterly contests for people who have received PRIDE certificates. We go out of our way to celebrate personal successes too, like baby showers, sports accomplishments, or educational milestones.
4. Community
Part of the fabric of a successful company culture is connecting with and giving back to the local community. Even though Beryl is a national company serving national customers, we have dedicated countless hours to community service in Bedford, Texas (where Beryl is based) to help those in need. This not only helps the organization's Beryl support, but brings great pride to staffers.
5. Communication
At Beryl, I encourage formal and informal communication consistently and at all levels of the company. I hold quarterly Town Hall meetings, which includes six meetings over two days. This is a challenge since Beryl is a 24-hour call center; we make money being on the phone, not off it. Yet I also have informal "chat and chews" where I bring in lunch for 12 to 15 people and just ask one question--How's it going?--to get the conversation started. I send a monthly personal letter to the staff with pictures of my family, and set up an internal website called "Ask Paul" for anyone that has a question not easy to share in a group.
6. Caring
Show your employees you genuinely care about them in the totality of their lives. To do this at Beryl, we set up a program called BerylCares. Any manager can explain a situation on an internal website that identifies a coworker, and lists what's going on (birth, death, injury, wedding, among other things). That submission generates an email to me that is my trigger to send a personal notecard, make a phone call, or visit someone in a hospital. We also provide behind-the-scenes financial help to people who need extra assistance.
7. Commitment to Learning
Show your employees you're committed to their professional growth. This can be done in small, incremental steps. You might set up a book club, say. But it can become more formal over time by subscribing to online learning programs or developing management training courses.
8. Consistency
Culture is based on traditions. When you come up with great programs or events, make them regular events and do them consistently. One-time efforts to improve the culture will feel disingenuous. This can take years, but makes a profound difference, that pays off when employees enjoy where they work and genuinely like their colleagues.
9. Connect
Don't isolate yourself at the top. Connect with people at all levels of your company. Get out of your comfort zone. At Beryl, I've starred in funny videos that put me in uncompromising or embarrassing positions. If the staff plans a dress-up day or ping-pong tournament, I participate. I laugh and cry with employees, too.
10. Chronicles
Does everyone in your organization know how the company started? Do they know the personal stories of the founders and what led them to build a sustainable business? People want to know they are part of something special and unique. Greet new employees by telling the history of the company, and impart stories that led to current culture and strategies.
