When you have confused and jumbled views of your dreams and ambitions, you have only two options-<ul><li>Either get a professional qualification; or</li><li>Do something so unique that they will start teaching about your work at Universities like 'Harvard'</li></ul>Modern education encourages us to pass with flying colours and avoid failures. Entrepreneurship encourages us to try new things and embrace failures.Every life in this world is in search of a purpose. And when we find it, we pursue it with determination, forgetting everything else. Once it has been fulfilled, we go back to looking for our next purpose.

Harvard

<ul><li>We collect a lot of information through our education system but it's the inspiration that ignites us.</li><li>Inspiration ignites us for action and brings momentum to our ideas.</li><li>There's a big difference between understanding & knowing.</li></ul>

Inspiration

Who says you don't find help when you need it?

Find the purpose and the means shall follow

<ul><li>Business are built on a mix of analysis and imagination. But for a startup imagination is more important than analysis. While driving a car we mostly look through the windshield ahead, and occasionally check the rear view mirror</li><li>Exploration first; operations follow- that's the journey from entrepreneur to enterprise. Alexander the Great and Vasco de Gama were explorers; the Romans and the British followed, building empires.</li></ul>

Start-up

<ul><li>Assets of true utility are mostly developed in small parts and in different places. Rubber originated from South America; major oil reserves are held in the Middle East and the combustion engine was invented in Europe. When brought together, they make a car.</li><li>Evolution always happens on the verge of extinction. Larva becomes caterpillar; caterpillar becomes butterfly.</li><li>Technology always wins. A handful of Spanish sailors captured South America with one superior tool- the Toledo steel sword </li></ul>

Entrepreneurship

Hindu mythology promulgates the concept of divine trilogy. The divine three represent Creation- Preservation- Destruction in the forms of Bramha- Vishnu- Mahesh. As an entrepreneur, Mr. Iyer found this concept extremely useful:In life nothing lasts forever. What we create today, we will continue to build for a while. Our creation will continue live and grow but once it has outlived it's usefulness, it will be destroyed. This is the law of nature.The startup journey is all about turning from a caterpillar into a butterfly. At every stage transformation happens.

Hindu Trilogy 

This story is for anyone who may have a dream and wishes to make their dream their destiny.

motivationandinspiration

Motivation & Inspiration

entrepreneurship

business

Business

books

Books

leadershipandmanagement

Leadership & Management

Venkatesh Iyer

My Journey with Vadapav

My Journey with Vada Pav

Confidence is a broad topic. There are numerous tips, tricks, hacks about being confident or look confident. But being confident internally can help you the most in the long run.

How to be confident internally

Confidence isn’t saying, 'I know they will like me.' It's saying, 'I'll be fine even if they don't.

Be honest with yourself. Don't lie, try to evaluate your weakness and strengths. It can help you in the long run as you will know your weakness and try to work on that.

Honesty

Confidence isnt produced by sitting around and thinking that 'I can, nothing is impossible'. We need to actually Be and Do.

Work and invest on you

We all know that there is no growth in the comfort zone. So, if you are not okay with the possibility of failing, embarrassing yourself, you will never take new opportunities. And then there is no way for you to get better at anything. And if you are not getting better at anything, you are most likely not going to be confident in real sense.

Finding comfort in discomfort. 

Don't measure your confidence with external standards like your looks,clothes, etc. Real confidence always comes from inside.

Say 'No' To Comparisons With Others

Jealousy and insecurity from other people's progress is a great sign of lack of self confidence. So,next time don't forgate to congratulate others for their any kind of success.

Be Happy About Other's Success

There’s a thin line between confidence and arrogance. We need to know the differences and stop ourselves immediately if we're going towards the wrong side. Remember, no one likes arrogant persons regardless of their social status, popularity etc.

Be Confident, Not Arrogant

Confidence can make anything easier for us. We need to practice it in our daily life. Here's a simple discussion about how to build up confidence  practically. 

Confidence is a broad topic and something I could talk about for hours. In this video, I share some of my experience on confidence and some of the "methods" I use to keep myself balanced. Let me know if you would like a part two. For access to more videos, blog posts and the book club, go here —https://www.patreon.com/lanablakely This is where I get all my music and sound effects — https://geni.us/lanablakelymusic (get a 30 day free trial) Sign up to my newsletter here — https://www.lanablakely.com My Instagram — http://www.instagram.com/lanablakely My Facebook page — http://www.facebook.com/lanablakelys My Twitter — http://www.twitter.com/lanablakelys Our Reddit community — https://www.reddit.com/r/Lana_Blakely Business mail —hello@lanablakely.com My website — https://www.lanablakely.com Books I recommend — https://www.lanablakely.com/bookclub What camera, lens and mic I use — https://www.lanablakely.com/filmmaking Confidence, how to be confident, how to become confident, why confidence is important

career

Career

personaldevelopment

Personal Development

Confidence is a broad topic and something I could talk about for hours. In this video, I share some of my experience on confidence and some of the "methods" I use to keep myself balanced. Let me know if you would like a part two.
For access to more videos, blog posts and the book club, go here —https://www.patreon.com/lanablakely 

This is where I get all my music and sound effects — https://geni.us/lanablakelymusic (get a 30 day free trial)

Sign up to my newsletter here — https://www.lanablakely.com

My Instagram — http://www.instagram.com/lanablakely 

My Facebook page — http://www.facebook.com/lanablakelys 

My Twitter — http://www.twitter.com/lanablakelys 

Our Reddit community — https://www.reddit.com/r/Lana_Blakely 

Business mail —hello@lanablakely.com 

My website — https://www.lanablakely.com

Books I recommend — https://www.lanablakely.com/bookclub

What camera, lens and mic I use — https://www.lanablakely.com/filmmaking

Confidence, how to be confident, how to become confident, why confidence is important

This is my open journal. 

Business email ⟶  lanablakely@sixteenth.co  


Lana Blakely

How I Became Confident (My Advice)

"It’s really not that difficult to decipher your innovation culture by looking at leadership behavior, organizational structure, business processes, metrics and incentives, rewards and recognition, and the stories and symbols that reinforce (or inhibit) innovation. By understanding the things that shape norms, values, and behavior, it becomes possible to influence them—and to create a culture of innovation."

Culture is the collection of unwritten rules, norms, and values that influence people’s behavior. When it comes to innovation, especially disruptive innovation, an organization’s culture can be either the rocket fuel or death knell of an organization’s ability to grow and thrive.A culture of innovation is an environment that promotes freethinking, an entrepreneurial spirit, and sustainable value creation at all levels across all functions of an organization.

A Culture of Innovation

Products, services, and even business models become commodities over time. If organizations do not continually invent and reinvent their competitive advantage, they risk being disrupted into obsolescence.Culture is the only sustainable competitive advantage. It’s the invisible secret sauce that drives employee engagement, innovation, business growth, and continuous reinvention.

Competitive Advantage Is Temporary

Every organization must unlock its innovation culture in its own unique way. What works for Google and Apple might actually kill innovation in other companies. Effective best practices must be artfully adapted to the unique personality of your organization.

Unlocking The Right Kind of Innovation Culture

"For many companies, coming up with ideas often isn’t the problem. The challenge is turning ideas into something real that delivers an impact. This is where metrics can make the difference between no ideas, lots of ideas that go nowhere, and real innovation."

<ul><li>Metrics give us direction. Leaders set goals and measure progress; often this focus on easily measured metrics like speed, efficiency, accuracy, or profits. </li><li>Innovative behaviors are difficult to quantify, and most companies don’t have innovation metrics. What we decide to measure determines what we get. If we don’t measure innovation, we won’t get it.</li><li>To create an innovative culture we need to promote and measure inventive behaviors in leadership, employees, and customers. Establishing these metrics is a process unique to each company, there are no standards. </li></ul>

Measure What’s Meaningful

Measuring profitability and the support of your customers is important, but it doesn’t tell you what specific behaviors will lead to more profits and more satisfied clients in the future. Your metrics need to define the end goal and encourage innovative practices. Innovation metrics that define the end goal may include the number of clients who trade up to next-generation products or services, the business generated in new customer segments, or revenue from new markets. Metrics like these define goals, identify opportunities and promote innovation.

Define the Outputs

Once you have defined the end goal, you need to give people specific goals to reach our larger goals. Every employee should be aware of the importance they play in achieving the company’s goals and how they share responsibility for innovation. <ul><li>Communicate trust and acceptance of new ideas. Policy and business practices should align with words that encourage trust, learning, creativity, and innovation. </li><li>On a leadership level, you should set goals that support innovation by focusing on the future instead of on daily operations.</li></ul>

Define the Inputs

"Measuring innovation also involves setting specific goals that will help fuel the process—the things you do internally to help you hit your targets. When you give people targets, they take on responsibility for hitting them. And in the process, they produce experiences and success stories that then reinforce more experiences. The goal is to jump-start this kind of positive feedback loop."

Here’s a model that any organization can apply to set up its definition of innovation and take a portfolio approach to allocate its time and effort:<ul><li>70% Incremental innovation: small changes in processes, products, services, strategies, etc.</li><li>20% Sustaining innovation: major advances in the core business for existing customers and markets.</li><li>10% Disruptive innovation: breakthroughs that change the game (new biz models, products, services).</li></ul>Connecting your innovation intent to all three types of innovation helps link innovation to both the current and future direction of the organization.

The Three Types of Innovation

Here are some examples of innovation intent statements that can do just that: <ul><li>Finance: To deliver financial insight that drives strategic business decisions, new market opportunities, and the innovation process.</li><li>HR: To recruit and grow top talent that shapes the future of our company and that transforms the industry.</li><li>IT: To provide tools and services that deliver insight for employees that accelerate innovation and optimize the customer experience.</li></ul>

Every Function Should Have Its Own Definition of Innovation

Without the focus an innovation intent provides, people tend to think innovation belongs to someone else (such as Research and Development) and assume it isn’t part of their job. The lack of a thoughtfully defined innovation intent also makes it difficult for leaders to create specific programs, processes, metrics, and rewards that shape values and behavior, because specific expectations and measures of success usually aren’t clear beyond the call for “more ideas.”

How Innovation Intent Shapes Culture

** WINNER of BEST BUSINESS BOOK, International Book Awards ** Every purchased copy of the book includes access to the free downloadable Invisible Advantage Toolkit! The Invisible Advantage shows how any organization can create a culture of innovation--an environment that promotes freethinking, an entrepreneurial spirit, and sustainable value creation at all levels and across all functions. This book isn't just about the importance of an innovation culture, nor how to emulate the ''innovation untouchables'' like Google and Apple. It's a complete tool kit that anyone can use to uncover the unique, hidden drivers of innovation and then introduce fresh, intuitive approaches tailored to their organization's specific environment. To get the free Invisible Advantage Toolkit, email your receipt to toolkit@leapfrogging.com to get a download link that contains: 1. Free Video: Download the Culture as Competitive Advantage video to help make the business case for creating a culture of innovation. 2. Free Questionnaire: Get proprietary survey questions to assess your current culture of innovation. 3. Free Interview Guide: Get proven interview questions to engage key stakeholders in 1:1 discussions to assess culture and build momentum for change. 4. Free PDF Poster: Get a Large Format PDF Poster that you can print to help facilitate working sessions to design your own culture of innovation. 5. Free PowerPoint Template: Use the PowerPoint Template to define and communicate your current-state and future-state culture of innovation.

corporateculture

Corporate Culture

creativity

Creativity

** WINNER of BEST BUSINESS BOOK, International Book Awards ** Every purchased copy of the book includes access to the free downloadable Invisible Advantage Toolkit! The Invisible Advantage shows how any organization can create a culture of innovation--an environment that promotes freethinking, an entrepreneurial spirit, and sustainable value creation at all levels and across all functions. This book isn't just about the importance of an innovation culture, nor how to emulate the ''innovation untouchables'' like Google and Apple. It's a complete tool kit that anyone can use to uncover the unique, hidden drivers of innovation and then introduce fresh, intuitive approaches tailored to their organization's specific environment. To get the free Invisible Advantage Toolkit, email your receipt to toolkit@leapfrogging.com to get a download link that contains: 1. Free Video:  Download the Culture as Competitive Advantage video to help make the business case for creating a culture of innovation. 2. Free Questionnaire: Get proprietary survey questions to assess your current culture of innovation. 3. Free Interview Guide:  Get proven interview questions to engage key stakeholders in 1:1 discussions to assess culture and build momentum for change. 4. Free PDF Poster: Get a Large Format PDF Poster that you can print to help facilitate working sessions to design your own culture of innovation. 5. Free PowerPoint Template: Use the PowerPoint Template to define and communicate your current-state and future-state culture of innovation.

Soren Kaplan

The Invisible Advantage

“You cannot remove struggle from life, but you can improve your ability to handle challenge.”

“Revising a book before it is published is incredibly useful. The extra polish improves the first impression.Publishing a second edition a few years after publishing, even if it involves the same revisions, is less useful. The brand has already been established.Refine at the right time.”

“Two truths that can be at odds:1) There are no bonus points in life for doing it the hard way.2) There is a lot to be gained in life by acting fast and giving your best effort.Don't let the excuse of searching for a better way prevent you from taking action.”

“Often people attempt to live their lives backwards: they try to have more things, or more money, in order to do more of what they want so that they will be happier.The way it actually works is the reverse. You must first be who you really are, then, do what you need to do, in order to have what you want.”

“I quit my job on August 15, 1899, and went into the automobile business…The most surprising feature of business as it was conducted was the large attention given to finance and the small attention to service. That seemed to me to be reversing the natural process which is that the money should come as the result of work and not before the work…My idea was then and still is that if a man did his work well, the price he would get for that work—the profits and all financial matters—would care for themselves and that a business ought to start small and build itself up and out of its earnings.”

If someone took control of your life tomorrow, what’s the first thing they would change?

1 Question For You

startup

Startups

3-2-1: Handling challenges, living authentically, and giving value

Home-office leaders need to decide how much autonomy they should give their local teams to expand into international markets. Depending on several factors, managers can determine which overseas divisions will benefit from a more centralized structure and which will be better off making decisions more independently. Holding too tight control over your overseas divisions can interfere with their ability to operate efficiently. Giving them too much autonomy can lead to quality issues, inconsistencies, or duplicated work.

Multinational organizations expanding into global markets

Executives should analyse the pace of the specific industry in which their businesses operate. Fast-paced sectors often require faster decision-making to respond to evolving opportunities and threats. As a result, teams in these sectors may benefit from greater autonomy. Sectors such as chemical engineering and traditional manufacturing grow slower and expect fewer changes, making it better to centralise decision-making to streamline operations and avoid costs.

Consider the pace your business sector is growing

A global company that relies heavily on capabilities like local procurement, production, and sales should consider decentralisation. For businesses that depend less on local assets, a higher degree of centralisation may make more sense. Some brands rely heavily on the strong, centralised brand of the parent company, making it necessary to integrate their regional teams closely with their headquarters.

Consider  the extent a business depends on local assets

Consider how much you trust your local counterparts. The more trust and the stronger your relationship, the better it is to give local teams more autonomy. There are different ways trust can develop. Time is sometimes all that is needed. In other cases, organisations can build trust into their company culture through intentional efforts.

Consider how strong your relationship is with local leadership

Figuring out how much autonomy to provide your international teams. Then create a plan to implement these different levels and types of autonomy around the world.<ul><li>Work with different departments to specify exactly where and how autonomy should be granted. Describe the categories of decisions that will likely be encountered and determine who will be responsible for making them.</li><li>Home office managers can work with their counterparts on the ground to ensure smooth implementation of the plan.</li><li>Ensure that information is clearly documented and communicated throughout the organization.</li></ul>

Effective implementation takes planning and communication

Three key factors to consider, based on more than 100 interviews with global executives.

How Much Autonomy Should You Give Your Global Teams?

The first turnoff is the sheer amount of information stuffed into a typical job description. Paragraph after paragraph give the history of the company, the markets it serves, the job profile, the competencies and experience required, and an endless stream of responsibilities that the winning candidate will have to fulfill.
Scale back the prose. Think of how much better you’ll look if you communicate clearly and concisely. Include information about the company and the job, but don’t include anything superfluous.

Too Much Information

It seems like it should go without saying, but job descriptions should make companies sound likeable. Too often ads have no “sell” in them. They read like a shareholder’s report. Rewrite your job description to make your company appeal to the hearts and minds of candidates.

Sounding Unappealing

Companies can also up their game in describing their culture.
A typical line from a job description: “We have a culture in which each employee is respected and valued. Every employee brings unique skills, background, and experiences.”
What companies need to do is talk about culture in terms that elicit enthusiasm.

No Information On Company Culture

Poorly written job ads often read like wish lists, rather than actual requirements. One might say you need five years’ experience, but actually, you don’t. You probably only need 6-8 months. By putting a laundry list of skills that a candidate supposedly needs, companies end up missing out on amazing candidates. Instead, companies should list only the requirements of that role, and add “nice to have” qualifications to that list.

Inflating Job Requirements

Ever seen a job ad like this? “We need a seasoned, strategic storyteller who can help effectively message, plan and execute media strategies that capitalize on our industry-leading momentum.”
Instead, why doesn’t the writer just say, “we need a candidate who can deliver effective stories about our company to the media.” The more words that are used, the less clear a passage is. Is this company looking for a candidate who comes into the interview and says, “Hello, I am a seasoned, strategic storyteller.” Not likely.

Too Many Adjectives

A related problem in job ads is their failure to use real language. This can be a huge turnoff to job seekers. 
Expressions like “strong, deliverable focus” and “execute projects” in job ads read as overly formal and lack clarity. For example, what does it mean to have a “strong, deliverable focus?”
Or what does the following passage mean? “You will define key multi-channel communications strategies to support our company’s priorities.” It’s nonsense!
A good exercise for the folks writing these ads is to read the lines out loud. If they don’t sound real, get rid of them.

Jargon

Hiring companies should include a salary or salary range in their descriptions. 
Holding back this information puts the prospective employee at a huge disadvantage, as it means that they have no idea whether the job is a good fit. This also wastes a company’s time and resources, as you may have candidates who go through the application process, only to drop out near the end.
By posting a salary range, you can set yourself apart from competitors, and qualified candidates will likely appreciate your commitment to transparency and to correcting pay inequity.

No Salary Range

Too many companies are making these common (and costly) mistakes when looking for qualified candidates.


humanresources

Human Resources

7 things companies get wrong when writing job descriptions

Creating wealth is a skill. Not an identity. Naval is confident that even if all his wealth is taken away right now he will regain all of it in 10 years or less. Because creating wealth is a skill and fortunately, he has learned the skillset. You can too. Your way of creating wealth should include these three points.

1. You can get rich without getting lucky

It means you should run after assets rather than money. The assets will in turn make money for you.

2. Run after wealth, not money

You have to create something that the people want. That too with scalability. Create a product or service that can be distributed to many people and creates lots of value. If you create a product that has lots of value for fewer people, it is as effective as a product with less value for more people. <a href="https://www.businessinsider.com/elon-musk-advice-to-companies-maximize-curve-of-customer-happiness-2020-4">Elon Musk calls it the area under the curve. </a>

3. You can’t get rich selling your time

Learn to create a product or learn to sell it. If you know how to do both, you are unstoppable.

4. Learn to create and sell

One way to make money is to acquire a portion of a business. Generally, when new startups are made they give some portion of the business to its founding employees. When the business is successful the founder along with those employees become rich. If you don’t have the ownership you only earn exactly proportionate to your time input.

5. Wealth is created by equity, not by selling your time

Compounding doesn’t only work for money. It also works in knowledge and relationships. For example: <a href="https://growth.eladgil.com/book/cofounders/managing-your-board-an-interview-with-naval-ravikant-part-1/">Naval says he likes to work with Elad Gil </a>. Because he has done so many deals in the past with him that they both are confident that they ensure the mutual profit.

6. Understand Compounding

We should build valuable skills. Selling skills for example. If you can create a product, you also need someone who can market it and sell it to the public. Also, you can be that person for a partnership with someone else who creates the product. What would Apple be today without the marketing and branding skills of Steve Jobs? Specific knowledge comes from your passion.

7. Find and build specific knowledge/skills

To achieve massive wealth in life, you need to be in massive action. Many talks but less do. Execution is scarce and valuable. If you can think of something and execute it, you can do anything. These are the principles that Naval Ravikant used to create the wealth that he owns now which nets around 70 million. Anyone can follow these and be financially successful. As Naval said, Intentions do not matter, actions do. So let’s go do it. Thank you for reading this. You can follow me on <a href="https://twitter.com/this_topian">twitter </a>if you want.

8. Intentions do not matter, actions do

Thinking to grow your wealth? Read these snippets.

Naval Ravikant is a millionaire with net worth of about 70 Million. According to him he used the following principles to create the massive wealth.

moneyandinvestments

Money & Investments

5 Principles of Creating Wealth

The <a href="https://www.apa.org/about/division/div23#:~:text=Consumer%20psychology%20employs%20theoretical%20psychological%20approaches%20to%20understanding%20consumers">American Psychological Association </a> puts it this way: “Consumer psychology employs theoretical psychological approaches to understanding consumers.”  "Consumer psychology is the study of how consumers behave." Consumer psychology analyzes questions like: <ul><li>How do shoppers choose businesses, products, etc.?</li><li>What motivates consumers to buy or choose one product over another?</li><li>How can businesses use marketing to reach their ideal customer?</li><li>What demographical, environmental, or psychological variables influence purchasing behavior?</li></ul>The list goes on.

What is consumer psychology?

These types of insights help marketers and business owners learn about their customers so they can better connect with them.It can be helpful to think about consumer behavior in the context of motivation to find the answers to these questions. In the psychology world, motivation is broken up into two categories: <a href="https://www.psychologytoday.com/us/blog/creative-leadership/202004/extrinsic-vs-intrinsic-motivation-work">intrinsic motivation and extrinsic motivation </a>.

<ul><li>Intrinsic motivation  is when people make decisions based on their personal wants and needs.</li><li>Extrinsic motivation is when people  make decisions  based on external factors. </li></ul>For example, let’s say Customer A and Customer B are both in the market for a new pair of running shoes to train for an upcoming marathon. Customer A selects the pair in their price range that feels the most comfortable, while Customer B selects a pair based on the brand and style without caring as much about foot and knee support. So, which customer is intrinsically motivated?Customer A.

What's the difference between intrinsic and extrinsic motivation

That's because Customer A opted for a pair of shoes that work best for them and will make their training experience more enjoyable. Customer B was extrinsically motivated because they chose a pair of shoes based on brand popularity over comfort. "People buy facial masks [the skincare kind] because it signals to others, and themselves, that they care about their skin and self-care."So, Which motivation you prefer the most?

"What we buy, and what we don’t, says just about everything about who we are.”

What goes on inside a customer’s minds as they shop? The question isn’t as complicated as it sounds. Learn how to leverage retail psychology to grow your business.

marketingandsales

Marketing & Sales

product

Product & Design

Retail Psychology: What is Consumer Psychology

Building a strong and healthy workplace culture takes time, consistent action, a commitment to communication, transparency, and buy-in from everyone at all layers of the organization. Many organizations believe having a mission, vision and value statement will bring their culture to life. Thus, they remain hands-off with the expectation their employees and formal statements will do the work for them. This is how toxic cultures manifest and spiral out of control resulting in a publicized scandal that destroys a company’s reputation.

Workplace Culture: What It Isn't

Workplace culture needs to be prioritized from the very beginning and worked on every single day. It’s not exclusive to a select few individuals or departments rather to everyone from contract workers, hourly, full-time, entry-level, board members and even the C-suite. Toxic or healthy, a culture sets the tone of how individuals communicate, interact and work as well as the beliefs, behaviours and values they embody.

Prioritizing Culture

Fear-based cultures are more common than one may think.In a fear-based environment:<ul><li>Mistakes are punished and good deeds go unnoticed</li><li>Employees live in fear of whether or not they’ll have a job tomorrow</li><li>Rumours are more credible than what’s communicated by leadership</li><li>Employees are afraid to speak up and tell the truth for fear of retaliation or being ignored</li><li>Management relies on threats and humiliation</li><li>Little to no support from management</li><li>Unclear goals and expectations</li></ul>

Myth 1: A Fear Based Culture Creates Instant Results

Employees who live in fear of being reprimanded are less likely to take risks and be inspired to think out-of-the-box. Consequently, this keeps the company from achieving great outcomes and gaining a competitive edge. Encouraging employees to take risks has a far greater outcome than embodying a fear-based culture.

Beyond Fear

Free food, discounted gym memberships and beer taps don’t make a culture.A healthy workplace culture focuses on:<ul><li>creating a sense of belonging and a diverse environment</li><li>improving teamwork</li><li>investing in employee development</li><li>empowering employees to bring their whole selves to work</li><li>celebrating differences</li><li>having difficult conversations to bring awareness to tough topics and social issues</li><li>consistent communication</li><li>creating a safe space for employees to feel comfortable speaking up about issues and concerns</li></ul>

Myth 2: It’s Only About Social Events And Fun Perks

The biggest misconception is that the HR department is in charge of creating and maintaining the workplace culture. While HR plays a significant role, it’s the responsibility of everyone to keep it going. Leadership especially plays a major role in influencing and inspiring others to buy-in. Employees can tell if their commitment is authentic or only empty words.Also, when employees notice that C-suite members are exempt from the same rules and policies in which others are being held accountable, a disconnect is created and loyalty is lost.

Myth 3: It Needs To Come From HR Not Leadership

Creating a culture without involving your employees is just as bad as winging it and hoping it turns out okay. Culture cannot be created artificially and it doesn’t happen overnight. It requires consistent attention, nurturing and evaluation. More importantly, employees need to be included in the process. Otherwise, initiatives and benefits are implemented that don’t make sense for the culture.To prevent wasted time and money, companies should seek feedback from their workers and take the time to learn what they want.

Myth 4: Culture Doesn’t Require A Lot Of Effort

The simple act of recognizing and showing appreciation to your workers goes a long way. When employees are appreciated, their happiness at work increases and they’re much more likely to go above and beyond for their employer.Employers often shy away from celebrating employee wins and milestones because they feel it’s useless. However, doing so empowers workers to be more productive, innovative and inspires them to produce great work.

Myth 5: Celebrating Milestones Is A Waste Of Time And Money

Many companies overlook the importance of hiring until it’s too late and they’re not happy with the culture that transpired. Each individual plays a monumental role in shaping the culture. One wrong hire can poison an entire workplace. Without a strategy, companies risk making unethical, discriminatory and poor hiring decisions.Putting the responsibility on employees to build a culture is unfair and promotes division. It’s up to HR and the hiring team to ask the right questions to make sure the individual will add to the culture.

Myth 6: Culture Forms On Its Own From The People Hired

Toxic or healthy, a culture sets the tone of how individuals communicate, interact and work as well as the beliefs, behaviors and values they embody.

6 Common Misconceptions About Workplace Culture That Are Hurting Your Employee Experience

"Success gives you real ammunition. When something suc ceeds, you know what worked-and you can do it again. And the next time, you'll probably do it even better."

"Evolution doesn't linger on past failures, it's al ways building upon what worked. So should you."

"Now this isn't to say you shouldn't think about the future or contemplate how you might attack upcoming obstacles. That's a worthwhile exercise. Just don't feel you need to write it down or obsess about it."

"When you I don't know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious."

"We're all terrible estimators. We think we can guess how long something will take, when we really have no idea. We see everything going according to a best-case sce nario, without the delays that inevitably pop up. Reality never sticks to best-case scenarios."

"The enthusiasm have for a new idea you is not an accurate indicator of its true worth.

"As a business owner, you should share everything you know too. This is anathema to most in the business world. Businesses are usually paranoid and secretive. They think they have proprietary this and competitive advantage that. Maybe a rare few do, but most don't. And those that don't should stop acting like those that do. Don't be afraid of sharing."

Key lession from Rework Book written by Jason fried and Devid H. Hansson

ReWork: Change the Way You Work Forever : Heinemeier Hansson, David, Fried, Jason: Amazon.in: Books

problemsolving

Problem Solving

ReWork: Change the Way You Work Forever :  Jason Fried, Devid H. Hansson

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