Everyone has opportunities to take the wheel at work. In fact, it might help to think of your business as an entire fleet of vehicles. Every time a team member serves as the lead on a project or proposes an idea for your consideration, they are in the driver's seat. When team members advocate for themselves or the team, they've got their hands securely on the wheel.
The more often your team has the opportunity to take responsibility and ownership for their performance, the more committed they become to you, the project, and each other.

You Team On The Drivers Seat

As a leader, you are used to being in the driver's seat -- and you may think that you have to be there at all times. But the truth is that you can't be in the driver's seat all the time. It simply isn't sustainable. 
If you never teach other people how to drive, who will take the wheel when you go on vacation or get sick? Will they even think to step up, offer new ideas, or take initiative if they never see an opening or are invited to do so?

Meet Each Member Where They Are

To determine the best way to engage your team in their work and entrust them with greater responsibility, you first have to know where they're sitting.In the workplace, the people in the driver's seat are the ones who take full responsibility for themselves, their actions, and the well-being of the team. They are self-aware and understand their internal landscape and how their emotions, coping skills, and behaviour impact others. They have a vision, are mindful of the environment in the workplace, and are tuned in to their colleagues' states of mind.

The One Sitting In The Drivers Seat

In the workplace, the people in the passenger's seat take full responsibility for themselves and their actions, and they share responsibility for the team's well-being. Like drivers, they are more self-aware than most people; they understand how they function best and the impact of their behavior on others. 
Passengers tune in to the driver and take an overhead view of the situation, but they also play well with others and are mindful of the group's purpose and performance. They are usually good at communicating with team members but may not be as comfortable talking with the driver.

The Passengers

Many backseaters will also spend time in the front seat, but once they complete their work, they can sit back and enjoy the view. 
In the workplace, the people in the backseat generally fall into one of three categories: respite seekers, coasters, and backseat drivers.

The Backseat

Respite seekers are comfortable sitting in the front seat, and they can jump up front when needed. They have proven leadership skills, communicate well with others, and are able to prioritize their well-being.
They probably won't stay in the back seat for long, but while they are, they can rest easy knowing that the people in the front seat have everything under control.

Respite Seekers

Coasters are often hyper-aware of their surroundings and want to avoid making waves or drawing attention to themselves. They are often very tuned in to their colleagues but don't always know how to communicate their needs and desires. 
Although generally competent at their job, they sometimes lack confidence or motivation. Encourage them to observe the people in the front and how they work together to achieve their goals.

The Coasters

Backseat drivers take little responsibility for themselves and their actions. They either aren't aware of how their behavior impacts others, or they simply don't care. They can also be critical of those in the front seat instead of productively communicating their needs and frustrations. 
Some backseat drivers are bored or frustrated and have cause to feel undervalued and unappreciated. Others never committed themselves to their work, the team or the company and are unlikely to do so now.

The Backseat Drivers

In a high-performing team, every member spends most of their time in the driver's seat or the front passenger seat with shorter periods in the back seat. To help your team get into the front seat and stay there, you need to foster a culture of open and honest communication.
It starts by committing to your team and turning towards each member so you can help them advance in their careers and become more and more valuable to the organization.

Open Communication

You have to meet each person where they are and give them opportunities to grow

teamwork

Teamwork

leadershipandmanagement

Leadership & Management

Do You Want to Build a High-Performing Team? Put Them In the Driver’s Seat

Every poet should ask themselves these two questions:<ol><li>Whose shoulders do you stand on?</li><li>What do you stand for?</li></ol> Public speaking can feel terrifying. One way to find the strength to speak up is to think of people whose shoulders you can stand on. From this height, we have the sight to see the power of poetry, of expressible language.

The value of speaking out

Poetry is a language of bridges, not barriers. And this power of connection makes it political. There are three ways in which the decision to create and have a voice is a political act:<ul><li>The stories we tell. When, where, and how we're telling our stories says a lot about the political beliefs we hold.</li><li>Who gets to have their stories told. The person who tells the stories says a lot about the political and educational systems in which these stories and storytellers exist.</li><li>Poetry is focused on people. In history, tyrants often go after the creatives and books first.</li></ul>

Poetry is political

Poets have the ability to connect the beliefs of private individuals with the cause of change of the people, the polity, the political movement."They buried us, but they didn't know we were seeds." That's poetry.Martin Luther King Jr, saying "We will be able to hew out of this mountain of despair a stone of hope."  That's poetry.

Poetry unite beliefs

Poetry is not about offering the correct answers; it's about asking the right questions. Doing right by your words and actions is to honour the people whose shoulders you stand on. They have started a process so that we can have the courage to build on it.

Poetry dares to ask daring questions a nation may face

Poetry is for everyone. At its core, it’s about connection and collaboration. Amanda Gorman explains why it is also political.

For anyone who believes poetry is stuffy or elitist, Amanda Gorman -- the youngest inaugural poet in US history -- has some characteristically well-chosen words. Poetry is for everyone, she says, and at its core it's all about connection and collaboration. In this fierce talk and performance, she explains why poetry is inherently political, pays homage to her honorary ancestors and stresses the value of speaking out despite your fears. "Poetry has never been the language of barriers," Gorman says. "It's always been the language of bridges."

personaldevelopment

Personal Development

communication

Communication

politics

Politics

Using your voice is a political choice

Business creativity is a little different from artistic creativity. A company is a group of individuals gathered together to solve a problem for other people. This helps to define what the true focus of business creativity should be: intense and lateral thinking about what could be missing from the lives of customers.

Business Creativity

Business creativity means skill at identifying and profitably meeting the needs (many of them unspoken and vague) of customers. Everything else – the factories, the technology, the logistics, the spreadsheets – is in a sense secondary to this aim; whatever efforts are subsequently lavished on execution, a business cannot succeed if it hasn’t zeroed in on a real, that is, sufficiently urgent, human requirement.

What The Customer Needs

Competition in capitalism is a constant struggle by companies to find more accurate accounts of the needs of their consumers. A good business is one that has understood needs better than its competitors. Therefore, the creativity that really counts – and that companies should attempt to foster – is the one that best helps a business enter the minds of its customers accurately and powerfully.

Getting Into The Customers Mind

Only a few companies can afford to send their teams to reflect on business in fancy lodges on the sides of mountains, but we can all get into the mindset such places are ideally meant to promote. We can get into the habit of mentally ‘standing back’ – and wondering whether the future of our business could be a bit different, and richer, than its past.

Innovation And Creativity

1. What might your customer secretly be hoping for?2. Are there neighbouring problems you could fix?3. Might you take the same Message into a different Medium?4. What is the Bigger Version of your current activity?

The Four Questions

When teasing out the underlying principle of a business, we shouldn’t look at what the business actually does as the move it is making. So the principle of a nut manufacturer isn’t making nuts, it is making healthy snacks. The principle of a phone company isn’t making phones, it is communication. This means that one can imagine the business operating in ways that are utterly faithful to its principles and yet with quite different products and services.

The Underlying Principle

The underlying principle of the paperclip company is temporary order. The paperclip is a beautifully simple micro tool devoted to keeping sheaves of paper in order while allowing them to be easily released. It was an advance on binding (which also orders papers but in a more permanent fashion, at odds with the need to extract particular sheets).  The larger version of this activity could lie in filing cabinets, shelving, bags and briefcases. Because in each case the same principle is involved. One day, the paperclip company could logically get around to car parks.

Solving The Larger, Core Problem

When LinkedIn was launched in 2003, the founders and management understood the company as being in the CV exchange business. Professionals – including potential employers – could view each others resumes and develop online and real life connections. However, recently, the company started to see itself from a far larger, less explored perspective. They realised that the huge underlying business opportunity was to try to match people’s true talents with the commercial needs of the world.

Case Study: LinkedIn

When it was started in 2008, the founders of Airbnb originally conceived of their business as providing extra travel accommodation. The company grew very quickly on a huge scale.Airbnb has reconsidered the business it is in, as a way of understanding how it can and should expand its operations. It is working on solving problems like:<ul><li>Not really knowing where to go or why: Airbnb is focusing on diagnostic help. Instead of asking ‘where do you want to go?’, they want to expand via the question: ‘what are you hoping to get from travel?’</li><li>Troubles of the self: Solving loneliness.</li></ul>

Case Study: AirBnb

The Green movement often attacks businesses for filling the world with junk. It tells us that we already have more than enough and therefore that the growth-focused agenda of business is evil. But the argument here is that business actually has to grow (and can grow in admirable directions) because companies are still so bad at fulfilling needs. There are still so many things that customers want and yet which aren’t being provided. These things are not trivial distractions or extravagant indulgences. They are central supports for the good, flourishing lives we rightly aspire to lead.

The Bottomline

‘Creativity’ has become one of the most highly praised and prestigious concepts in modern business. Corporations are extremely keen to have a lot of it around and worry whenever it may be in decline. A large and lucrative market has emerged, feeding off some ill-focused insecurities. At worst, in a bid to increase creativity, senior executives might be sent to do some finger painting or else are let loose on a dressing-up box.

entrepreneurship

Entrepreneurship

business

Business

startup

Startups

Innovation and Creativity

“It is a commonplace observation that work expands so as to fill the time available for its completion.” British naval historian and author Cyril Northcote Parkinson wrote that opening line for an essay in The Economist in 1955, but the concept known as ‘Parkinson’s Law’ still lives on today.In his somewhat satirical essay Parkinson uses the example of an elderly lady writing a postcard to her niece. Since she has nothing else to do with her time, the otherwise simple task takes up her entire day.

Parkinson’s Law

Parkinson’s Law’ took on a life of its own, forming the basis of several more essays and a book by Parkinson, leading to public lectures around the world. But what fewer people know is that Parkinson’s original intent was not to take aim at old lady letter-writers, but at a different kind of inefficiency – the bureaucratization of the British Civil Service.

Bureaucratization

In his original essay he pointed out that although the number of navy ships decreased by two thirds, and personnel by a third, between 1914 and 1928, the number of bureaucrats had still ballooned by almost 6% a year. There were fewer people and less work to manage – but management was still expanding, and Parkinson argued that this was due to factors that were independent of naval operational needs.

The Paradox Of Bureaucracy

One scholar who has taken a serious look at Parkinson’s Law is Stefan Thurner, a professor in Science of Complex Systems at the Medical University of Vienna. Thurner says he became interested in the concept when the faculty of medicine at the University of Vienna split into its own independent university in 2004. Within a couple years, he says, the Medical University of Vienna went from being run by 15 people to 100, while the number of scientists stayed about the same. Thurner wanted to understand why his bureaucratic burden did not diminish – on the contrary it increased.

From Parkinson To Stefan Thurner, Peter Klimek And Rudolf Hanel

Thurner happened to read Parkinson’s book around the same time and was inspired to turn it into a mathematical model that could be manipulated and tested, along with co-authors Peter Klimek and Rudolf Hanel. “Parkinson argued that if you have 6% growth rate of any administrative body, then sooner or later any company will die. They will have all their workforce in bureaucracy and none in production.” https://arxiv.org/pdf/0808.1684.pdf

“Parkinson’s Law Quantified”

Parkinson pointed to two critical elements that lead to bureaucratization – what he called the law of multiplication of subordinates, the tendency of managers to hire two or more subordinates to report to them so that neither is in direct competition with the manager themself; and the fact that bureaucrats create work for other bureaucrats.

The 2 Critical Elements That Lead To Bureaucratization

Thurner says that companies typically start with a flat hierarchy, perhaps two engineers. As the company grows, they hire assistants, who then get promoted and hire their own subordinates. “A pyramid starts to grow. One might add artificial layers that serve no purpose other than introducing hierarchy, that help you to promote people to please them and keep them motivated. When the pyramid gets very large and expensive it might eat up all the company’s profits. If the bureaucratic body is not drastically reduced at this stage the company will die.”

A People-Pleasing But Company-Killing Pyramid Of Hierarchy

Thurner also looked at inefficiencies in Parkinson’s original context: governments. In another <a href="https://arxiv.org/abs/0804.2202">study</a>, he and his colleagues examined cabinet sizes of nearly 200 countries. They found that cabinet size was negatively correlated with government effectiveness; political stability; <a href="https://datacatalog.worldbank.org/voice-and-accountability-percentile-rank">voice and accountability as measured by the World Bank </a><a href="http://hdr.undp.org/en/content/human-development-index-hdi">; and life expectancy, knowledge and standard of living as measured by the United Nations</a>.

Another Law - Cabinet Size And Governmental Efficiency

To test how the size of a group affects its ability to make decisions, they created a model based on information flow networks and found that a significant change occurred when groups hit 20. “We found a realistic linking pattern of people and gave artificial committees random initial opinions on subjects,” he says. “At 20 you see a strong difference in coalition building. Smaller groups form and they block each other, which explains why it is exceedingly hard to come up with unanimous decisions when cabinets are large.”

The Coefficient Of Inefficiency: Number 20

So if the wider points Parkinson was making about bureaucracies still stand up today, what of his enduring first line? Today, while some researchers might chuckle at the mention of the ‘law’ that has come to mean so much more than its original intent, there’s also no doubt they know what it is referring to. Is there some truth to the notion that without strict time constraints, we waste time and our work takes longer to complete?

From Bureaucratization To Procrastination

Studies in the decades since Parkinson wrote his essay have shown it has some merit. In the 1960s, <a href="https://www.sciencedirect.com/science/article/pii/0022103167900297">researchers showed </a>that when subjects were “accidentally” given extra time to complete a task, the task took longer to complete. In another set of <a href="https://www.researchgate.net/publication/11189704_Timeless_demonstrations_of_Parkinson's_first_law">studies from 1999</a>, subjects were asked to evaluate four sets of photos. When they were told the fourth set was cancelled, they spent more time “dallying” on the third, rather than just finishing the task more quickly.

Parkinson’s Law Is In Fact Supported By Studies

So, should we be imposing tougher time constraints to improve our productivity?Humans have a limited capacity for memory, attention and fatigue – or mental bandwidth, according to Eldar Shafir, a professor at Princeton and co-author of Scarcity, a book that looks at the psychology of having less than we need and how it drives our behaviours. “Because our attentional capacity is limited, we divide it sporadically any way we can as we run through everyday life,” he says. But sometimes, of necessity, we need to knuckle down.

Procrastination, Productivity And Mental Bandwidth

In Scarcity, Shafir and co-author Sendhil Mullainathan talk about focusing deeply on a project at the cost of other things. “When you have a deadline it’s like a storm ahead of you or having a truck around the corner. It’s menacing and it’s approaching, so you focus heavily on the task.” And you may well pull off a great job, but the problem is that everything else gets moved to the periphery. “If you’re focusing so heavily on a big project you may at the same time forget to, say, pick up your kid from school. That may be the price you pay for the success you’re achieving with your focus.”

The Price You Pay For The Success You’re Achieving

“People like to say if it wasn’t for the last minute, nothing would get done. But research shows people’s productivity is not linear,” says Elizabeth Tenney, an assistant professor at the University of Utah’s Eccles School of Business who has <a href="https://www.emerald.com/insight/content/doi/10.1108/S1534-0856(2012)0000015015/full/html">written </a>about time pressure and productivity. “When people sit down to do a task, they’ll put in a lot of effort initially. At some point there’s going to be diminishing returns on extra effort. To optimise productivity, you need to maximise benefits and minimise costs and find that inflection point, which is where you should start to wrap up.”

Productivity Is Not Linear

So what about Parkinson’s hypothetical little old lady writing letters? If she had given herself a tighter deadline, she would’ve probably finished more quickly. But with nothing else to do all day, she finished just in time.

Inefficiency Is Relative

A British historian famously wrote that work expands to fill available time – but what was he actually saying about inefficiency?

productivity

Productivity

problemsolving

Problem Solving

timemanagement

Time Management

The ‘Law’ That Explains Why We Can’t Get Anything Done

<ol><li>Every organisation knows what they do.</li><li>Some organisations know how they do it.</li><li>Very few organisations understand why they do it.</li></ol>Our own career function of the same three levels. The few CEOs who truly understand why their company exists usually last longer and outperform their competition.

The three levels of every organisation

<ul><li>The best companies are those where the founder or small group of founders personally suffered, or they couldn't get something or had to overcome something.</li><li>The weakest companies are those where someone sees a market opportunity and tries to build a business around it.</li></ul> The reason is that there's no passion for something we see as a market opportunity, but when it is personal, it becomes a source of passion.

Passion drives the best companies

<ul><li>The organisation. The reason a company exists goes far beyond the product or service and is what keeps the inspiration alive. People can be passionate about the different aspects of business, such as customer service instead of the product itself.</li><li>The individual. When we reach adulthood, our why's are fully formed. The rest of our careers offer us opportunities to bring that purpose to life. When we do something that we are not passionate about, we have to work harder at it.</li></ul>

The why of an organisation and individual

The CEO's responsibility is to spread the cause, not just sell the product. So all the people that join the company understand that they're joining a social movement.  For example, the people who work for Apple really think they will change the world. Steve Jobs believed in power to the people, that this technology could empower people to stand up. It was not about the product; it was always about the people. The technology was simply a means to an end.

The CEO's responsibility

Leadership is a practicable skill. Unfortunately, most MBA programs don't really teach leadership. They call it leadership, but it is actually management. Leadership is a change in mindset. In leadership, we go through this transition where we are no longer responsible for the results; we become responsible for the people who are responsible for the results.

Leadership is a mindset change

There is a huge difference between being an entrepreneur and a small business owner. Not all small business owners are entrepreneurs. Some entrepreneurs own huge businesses, like Richard Branson, who owns 300 companies worth billions of dollars. A small business owner owns a small business.An entrepreneur is a problem solver.

Entrepreneurship vs small business owner

Simon Sinek explains that people want to work for a company that understands why they exist and are passionate about it.

Simon Sinek, author of Start With Why, explains to Inc. features editor Diana Ransom why great leaders give their employees the space and responsibilities to grow. Click here to watch part 2 | Simon Sinek: The Common Email Mistake that Ruins Workplace Morale http://www.inc.com/simon-sinek/how-to-build-a-company-that-people-want-to-work-for.html#t=18:52 Subscribe to Inc.'s channel, click here: http://www.youtube.com/user/incmagazine?sub_confirmation=1 Get social with Inc. on: Facebook: https://www.facebook.com/Inc Twitter: https://twitter.com/Inc G+: https://plus.google.com/+incmagazine/posts Linkedin: https://www.linkedin.com/company/inc--magazine Instagram: https://www.instagram.com/incmagazine/ Pinterest: https://www.pinterest.com/incmagazine/

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Corporate Culture

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Videos

Simon Sinek, author of Start With Why, explains to Inc. features editor Diana Ransom why great leaders give their employees the space and responsibilities to grow.

Click here to watch part 2 | Simon Sinek: The Common Email Mistake that Ruins Workplace Morale http://www.inc.com/simon-sinek/how-to-build-a-company-that-people-want-to-work-for.html#t=18:52

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Simon Sinek: How to Build a Company That People Want to Work For | Inc. Magazine

Simon Sinek: How to Build a Company That People Want to Work For

When employees are asked to take ownership, it is an appeal to take responsibility for the tasks and the outcomes of those tasks.
However, telling your employees to take ownership doesn't always translate into clear action. 
For example, a sales employee may be tasked with prospecting and making the call, but their performance is based on whether they make the sale. This means that an employee can be doing everything they are instructed to do and still receive feedback about lack of ownership.

Taking ownership

<ul>
<li>Most employees believe they're ready for the next level when they've mastered execution. </li>
<li>Managers believe employees are ready for the next level when they've shown consistent results.</li>
</ul>
To help your employees perform according to your expectations, you need to identify whether your employee has the knowledge, skills, and attitude (KSA) to do their job.

Employees vs managers perspective

<ul>
<li>Your employees lack organisational knowledge if they still require supervision for tasks you'd like them to complete on their own.</li>
<li>Your employees lack an appropriate level of skill if they struggle to achieve efficiency, quality, and accuracy when completing their tasks.</li>
<li>They lack the necessary attitude if they show a lack of willingness or low motivation or require more incentive to complete their tasks.</li>
</ul>

Identify where your employee is falling short

Employees that lack organisational knowledge should be encouraged to become independent.
<ul>
<li>When an employee is confused or uncertain about how to measure the success of an activity, encourage them to ask, "What's the outcome you're looking for?"</li>
<li>Instead of relying on you to answer all their questions, point your employees to documented processes in training manuals, onboarding documents, or internal information sharing systems.</li>
<li>Provide informal communication networks like Slack or Instant Messenger so employees can address uncertainties with their peers and not with you.</li>
</ul>

Addressing organisational knowledge

<ul>
<li>Ownership is about proficiency. Encourage your employees to engage in continued learning.</li>
<li>Hire a trainer who specialises in a skill the team needs.</li>
<li>Recommend coaches, courses, and certifications for employees who need to increase their abilities in certain areas.</li>
<li>Provide opportunities for your employees to practice a skill and receive feedback on how they performed the skill.</li>
</ul>

Addressing inadequate skills

When employees lack the correct attitude, they are reluctant to complete their tasks or achieve the outcome. 
How to motivate employees:
<ul>
<li>Share the advantages of new strategies or approaches when you implement changes.</li>
<li>Create consequences for nonperformance. </li>
<li>Help them to understand the urgency. When you place a high-priority task on your employee's plate, ask if they can keep their current deadlines or need more time if you prioritise it.</li>
</ul>

Addressing nonproductive attitudes

Telling your employees to "take ownership" is an ambiguous request. Here's how to identify where an employee is falling short, so that you can share clearer instructions instead.

Want Your Employees to Take More Ownership? Help Them Identify Where They're Falling Short

To get the work done, virtual leaders may become more directive because they feel a loss of control. It is difficult to monitor employees’ work remotely. To compensate, they over-rely on providing structure and direction to monitor and control. 
Paradoxically, this more directive approach is the opposite of what is needed for effective virtual leadership. Instead, research suggests it is more important for virtual leaders to empower employees and promote self-leadership. Although leaders certainly need to provide structure and direction, they also need to learn how to let go.

Learning To Let Go

In the office, leaders can clearly view progress and provide immediate feedback through direct communication. This is more challenging through a screen.
So, rather than being overly directive, leaders should create conditions where employees feel empowered to complete their work, act in the team’s best interest, and make decisions about their work.

The Lack Of Visibility

<ul>
<li>Threats to team commitment and trust. Building team commitment, trust, and mutual support virtually, is challenging. By focusing on relationship-focused activities, leaders promote a collective sense of purpose and a positive environment. </li>
<li>Feelings of isolation. Virtual work increases feelings of isolation. This makes it more important to be supportive and address team members’ concerns. </li>
<li>Benefits of autonomy. Virtual work bestows autonomy, and employees appreciate choosing when, where, and how to complete their work. This increases motivation and well-being.</li>
</ul>

The Challenges And Opportunities Of Virtual Work

Accept that micromanagement isn’t possible as a virtual leader. Delegate to team members and empower them to manage their own performance. 
Studies show that team leaders fear becoming dispensable and underestimate team members’ ability to lead when necessary. This hinders virtual team effectiveness. Delegation signals that you trust team members’ competence, which promotes stronger relationships and inspires confidence.

Five Leadership Best Practices: Delegate

Team members need to know that you care about their well-being and are there to support them. So, check in regularly and encourage team members to keep everyone informed of their activities and any challenges. 
This fosters an environment of trust, commitment, and strong team identity. The goal is to send a message that you want to help but aren’t micromanaging.

Five Leadership Best Practices: Check-In Regularly And Encourage Your Team

Ethics and collaboration aside, evaluate employees on the outcomes of their work rather than how, when, and from where they produce those outcomes. 
Remember that employees value the autonomy working virtually provides because it gives them enormous flexibility to balance their personal and professional lives. Trust your team to work in their preferred way—so long as they achieve desired results.

Five Leadership Best Practices: Focus On Results

Creating space for team members to speak up and is even more critical in virtual environments where people offer feedback less readily. 
But, it may not happen unless leaders make a special effort to solicit feedback, surround themselves with people who keep them honest, and reward this behaviour.

Five Leadership Best Practices: Give People Permission To Speak Up

Leaders must give up on their desire to control. If letting go is difficult, take time to self-reflect. Why micromanage and smother employees? Why keep checking if team members are connected?
Employees know when leaders are checking in out of genuine concern and when they are using that check-in as a means of control.

Five Leadership Best Practices: Stop Controlling

Researchers from the School of Business at George Washington University showed that relationship-focused leadership is a stronger predictor of virtual team performance than task-focused leadership, and explain best practices to encourage it.


remotework

Remote Work

2022 needs to be the year virtual leadership gets better. Here are 5 ways to make it happen

The vulcanoids are a hypothetical population of asteroids that orbit the Sun in a dynamically stable zone inside the orbit of the planet Mercury. They are named after the hypothetical planet Vulcan, which was proposed on the basis of irregularities in Mercury's orbit that were later found to be explained by general relativity. So far, no vulcanoids have been discovered, and it is not yet clear whether any exist.

What is Vulcanoids? 

#shorts #facts #space #vulcanoids The vulcanoids are a hypothetical population of asteroids that orbit the Sun in a dynamically stable zone inside the orbit of the planet Mercury. They are named after the hypothetical planet Vulcan, which was proposed on the basis of irregularities in Mercury's orbit that were later found to be explained by general relativity. So far, no vulcanoids have been discovered, and it is not yet clear whether any exist. Know more about… Space : https://youtube.com/playlist?list=PLO6kTsDI4xfnAISJIMWKxkPoL9qoU9Hwv General knowledge : https://youtube.com/playlist?list=PLO6kTsDI4xfn6hHfyZBGiw-atw0its-7Q Science & Technology : https://youtube.com/playlist?list=PLO6kTsDI4xfmONVgfMhMbstBLpZuyJCP2 Health : https://youtube.com/playlist?list=PLO6kTsDI4xflrlYCGE0EIyWXoBoNG81-r 🙏Requests🙏 I requested to you (My viewers) please subscribe to my channel and if you like video then please press like button.All youtubers are doing hard work in video making and your like, Share, Subscribes are fruits for our hard works. You also follow me on: - Facebook: www.facebook.com/thetechers You can visit my Website : www.knowledgevaccination.blogspot.com This video is under Fair Use: Copyright Disclaimer Under Section 107 of the Copyright Act in 1976; Allowance is made for "Fair Use" for purposes such as criticism, comment, news reporting, teaching, scholarship, and research. Fair use is a use permitted by copyright statute that might otherwise be infringing. Non - profit, educational or personal use tips the balance in favor of fair use. All rights and credit go directly to its rightful owners. No copyright infringement intended. Sound credit : www.bensound.com Thank you all of you...🙏

#shorts #facts #space #vulcanoids
The vulcanoids are a hypothetical population of asteroids that orbit the Sun in a dynamically stable zone inside the orbit of the planet Mercury. They are named after the hypothetical planet Vulcan, which was proposed on the basis of irregularities in Mercury's orbit that were later found to be explained by general relativity. So far, no vulcanoids have been discovered, and it is not yet clear whether any exist.

Know more about… 
Space : https://youtube.com/playlist?list=PLO6kTsDI4xfnAISJIMWKxkPoL9qoU9Hwv

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What is Vulcanoids? #shorts

It requires hedging bets, keeping your options open, and constantly pivoting in new directions. Forget 10-year visions. Forget 5-year roadmaps. Forget three-year plans. Long-term is a year. Short-term is a month.Some people think being agile is a mindset. Others think it's an innate leadership skill. If you have the right tools, anyone can build agility into both how you think and as the foundation of your business processes. The goal is to create the capacity for resilience, no matter what's thrown at you.

Success Today

It is a visual representation of your top opportunities, which can include products, services, projects, or business strategies. It's not just a list. It's a map, organized by the level of uncertainty of the external environment along with the internal capabilities needed to successfully implement your opportunities. For example, when you assess your projects based on your uncertainty in these two areas, you get a relative view of which projects carry the most risk so you can invest more wisely.

A Strategy Uncertainty Map

<ul><li>Get a team to define the variables that will be your success criteria</li><li>Discuss whatever data you have, and score each of your opportunities on the criteria</li><li>Tally the scores and map opportunities on a matrix or chart using online software, a spreadsheet, or a presentation slide.</li></ul>Once you have your map, choose the opportunities that you will pursue. You might want to select a mix of low-risk and high-risk projects so you can hedge bets. Also, be sure to keep the Strategy Uncertainty Map alive. Don't do the activity and then wait a year to see how you're doing.

The Best Way to Use the Strategy Uncertainty Map

For each of these two categories, determine up to three specific variables that are the most important success criteria for your organization. <ul><li>First, do it for the External Environment. The success criteria for the external environment might include customer acceptance, competitive differentiation, market trends, etc.</li><li>Then, identify the success criteria related to the Internal Capabilities:  having the right talent on your team, technology, building a winning business model, etc.</li></ul>

External Environment and Internal Capabilities

Create a successful strategy by managing uncertainty.

Discover the world of business and economics.

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Economics

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Strategy

Don't Create a Business Plan. Create a Strategy Uncertainty Map.

Here's what NOT to do if you get some feedback from your manager that you disagree with:<ol><li>First, don’t completely dismiss or discount the feedback, saying something like, “that’s just wrong” or “absolutely not.”</li><li>Second, don’t become combative, saying something like, “Where did you come up with that?” or “are you kidding me?”</li><li>Third, don’t just give in or give up, saying something like, “fine, whatever, you’re right” or “why should I even bother to make my case?”</li></ol>

When you disagree with the feedback from your manager 

If you get nonspecific, not clear feedback like, “you’re not being proactive enough” you’re going to need to dig a bit. <ul><li>Make a request such as, “can you share with me a specific example of when you think I could have been more proactive?” </li><li>Or you can even say, “I want to make sure we’re using the same language. What behaviors do you associate with being proactive?”</li></ul> Remember – tone matters a lot. Speak calmly, carefully, and with curiosity.

Ask for specific examples and clarification

If you’re finding yourself experiencing some challenging emotions that feel hard to manage, or if you notice that you’re having a tough time processing and responding, slow the process down. <ul><li>One way to do that is by looping—repeating back what you hear the other person say. It also serves to help the other person feel like you understand them. </li><li>Another way to do that is to write things down, which (especially if you do it by hand) will give you time to reflect on the conversation as you slow it down to take notes. </li></ul>

Take your time

As much as you may find little merit in your manager’s feedback, look for any areas of agreement—no matter how small. For example, if your boss gives you the feedback that you’re not following up with prospects quickly enough, and you think you’re doing it as fast as you possibly can, you can still agree that both of you want to convert prospects into paying clients. See if you can agree on the what and why even if you see the “how” differently.

Find common ground

Ask yourself this: “If I had to admit that 2% of the feedback were true, what 2% would it be?”. This gives you the opportunity to reflect on the overall feedback, and look for parts of it where maybe (just maybe) you can see yourself in there. For example, if your boss says, “You rushed through the client pitch” and you think you spoke at a reasonable pace, perhaps you could admit that you were a little nervous. Once you do that, be willing to share that with your boss and start from there.

Apply a "2%true" mindset

If, after your conversation, your manager backs down because you helped them see it your way, congratulations. And, in the likely event that this doesn’t happen, make a plan with your manager for you to try the new or different approach—but to check back in soon about how it’s going. That way, you won’t spend months engaged in a new way of working without knowing whether or not it’s making a positive difference.

Commit to a course of action

career

Career

What to do when your performance review makes no sense

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