I have a hypothesis about executive compensation in higher education. I believe that our effort to make matters better has made them worse, insofar as “better” means controlling the escalation in salaries for chief executive officers and “worse” means allowing them to rise.
Here is how it has happened. Congress decided that unreasonable levels of income for college presidents, among others, could trigger financial penalties, including for the board members who approved lavish deals. It was deemed abuse of non-profit status. The legislation which was passed may have achieved the opposite effect from what was intended, because of how parties could protect themselves from potential liability by relying on an expert report.
The threat of such “intermediate sanctions” created an industry of compensation consultants. They compile data, referencing appropriate comparators, to opine that contract terms fall acceptably within the norms. They are objective and independent, even if they are service providers always pitching for business. The look at everything, extending from base pay and retirement benefits to subsidized housing and health clubs. That’s commendable.
The mania for metrics, however, has led as elsewhere to the assumption that decisions are good if they were based on information. Judgments typically are not good if they are not based on accurate picture of the world, but it is a logical fallacy to suppose that they thus are automatically wise if they have some plausible premise.
The problem is that everyone wants to keep up with the Joneses. That’s human nature. We compete as institutions and individuals. The institution is reflected in the individual and vice versa.
The president, no less her board, has decided that such and such group of schools are “aspirational” benchmarks. They would like to make progress toward their model. They are sure they will achieve their goals if they simply behave in a similar manner. What higher-ranked schools do must be smart.
At a minimum the board would like the leader they have chosen to be treated as an equal to their rival’s designee. If they are circumspect, they will look to averages. Among a dozen schools in their athletic conference, with budgets and enrollments within a range of their own, if the going rate for a president appears to be $350,000, so it is that they will set their president’s wages at the same amount, more or less.
It ratchets upward from there. Nobody wants to be embarrassed by making less than a peer or predecessor. Transparency ensures the figures can be obtained easily enough. “More or less” means likely more, not less.
The next school that was below the mathematical mean, perhaps for the good reason that it lacked enough of an endowment to cover anything greater, wants at least to match in turn. All it takes is a single school to say, not extravagantly, well, our gal (or guy) is worth slightly more than the mean, why don’t we take it up to the 75% mark — and it does not take any skill with numbers to see that the mean moves. If the school said, modestly, we want our person to make one single dollar more than the mean, even that generates an effect.
Ironically, the more like other business colleges try to be, the more they exacerbate matters. Critics suppose that it is academic culture, out of touch with marketplace reality, that explains everything wrong on campus.
To the contrary, as non-traditional candidates from the private sector are recruited into higher education administration, they claim to have a skill set that is more valuable than a former professor’s, which earns them if not what they previously made then more along those lines. Those who hold roles such as college president argue that their responsibilities are complex, comparable to any other head of a multi-million dollar enterprise, and they no doubt are right that the portfolio has expanded well beyond what self-governing faculties imagined when they ceased to be itinerant lecturers. They insist that a college should function like a corporation. They have introduced concepts such as performance bonuses. It all seems like a good idea at the time.
Deans, provosts, presidents, and the many other specialists are professionals, no longer amateurs who have some some knack for paperwork, drafted for a sabbatical from research and teaching. The more a track is created for them, with national searches, the more they establish a set of standards for themselves. The prevailing “free agent” ethos of our era discourages old-fashioned virtues; only chumps “leave money on the table” nowadays.
I have seen how this works from both sides of the table. I have been a member of governing boards of two colleges for a total of sixteen years. I also have been employed as a dean and then chancellor-dean of a standalone law school for cumulatively just shy of ten years. The time as a trustee prompted me to bargain against myself as chancellor and dean, especially on perquisites. A leased car for an executive is not abnormal, but the “optics” issues it causes are not worth the trouble for anyone.
The point is that passing rules, using data, and being business like, following what are in the jargon “best practices,” does not necessarily produce the outcomes that might be expected. It merely starts in motion phenomenon that continue of their own accord.
For any specific school, executive compensation will settle down only if the executive, and her board, make a personal commitment. All the rules, data, and business like “best practices” won’t make as much of a difference as the collective conscience of the folks in charge.
This article originally appeared at Huffington Post.
"What do you want to do with your life?" It's a question that almost every young adult is faced with after graduating college or university. For some, the answer is simple: grad school, medical school, travel or volunteer. For many, the answer is unclear.
It's difficult to know what you want to do with your life without experience. For me, I tried as much as I could before I graduated university -- including running my own business, which I sold when university ended in order to live in Australia and Singapore -- and gained even more great experiences that shape much of what I have done in life. Today's young adults are tomorrow's leaders, a generation exposed to more information and resources than many of us thought possible. The Internet and social media offer more opportunities for self-education than ever. With this in mind, young adults are asking: Do I need higher education?
(1) There are a lot of lessons that you won't learn in the classroom: A master's program is not an across-the-board answer for all; it really depends on your field of study. When it comes to something quantitative like accounting, an MBA will likely give you a high ROI. If you're going into a field that is more focused on coming up with creative ideas or sales pitches, hands-on experience may be a more effective teaching tool. Learning how to interact and collaborate with people is essential for success. Anyone who works in an office can attest to the fact that good people skills are a necessity.
(2) Soft skills are essential to becoming successful: A broad knowledge is key when it comes to successful networking. It is life experience and self-education that develop these skills; for example, following key entrepreneurial influencers, or writing a daily blog to develop writing skills. Information is more readily available than ever; access to education is literally in the palm of your hand.
(3) Customers want the best experience: When it comes to the market, your level of education becomes much less relevant. Higher education may look great on paper, but it's not going to guarantee that you can satisfy an unhappy customer. There are a plethora of websites and blogs dedicated to sharing knowledge about customer care, entrepreneurship, leadership and the like. I have found these types of resources to be very useful and informative. As a business owner, I actively keep myself informed and up-to-date with the industry. It also connects me to influential people that I can learn from.
(4) When exploring career paths, ask yourself: What does day-to-day work look like? One thing people tend to overlook when pursuing a career is asking this simple, yet necessary, question. Business verbiage is very ambiguous; it's best to ask people working in the field or participate in an internship if you can. Look up blog posts on people's experiences in a given field or reach out to someone who inspires you. Connecting and engaging will help give you an inside look at a career experience.
(5) Temporary work is somewhat of a "stepping stone": Consider this before committing to higher education. Entry jobs provide you the opportunity to get your feet wet and explore different types of work environments. How do you come across these job opportunities? Do your research. LinkedIn is a great tool that reveals people's backgrounds and career evolution and is a good gauge of what kind of experience you'll need.
(6) Ten heads are better than one: If you're interested in entrepreneurship, the incubator model is something to consider. The latest learning experience offers a hub where like-minded individuals can come together, collaborate and learn from one another through hands on experience. Why not start up your own? Another great option is a post-secondary diploma or certificate; these are typically one year in length and often offer a co-op that provides hands-on work experience. There may be opportunities to complete the course online, giving you time to work in conjunction to achieving your degree.
(7) Social media is an essential tool for exploring your passions and planning your future: There is a wealth of knowledge readily available, whether it be reading tweeted articles or watching educational videos like Ted Talks. The important thing is to expose yourself to as much as you can so that you can confidently decide your future endeavours.
Originally Posted On: Huffingtonpost.com
I work in recruitment and on an average day I review anywhere between 40-70 CV’s. Each corporate job opening will receive on average of 200-250 applications. To progress your application and to receive the invite to interview you need to stand out.
Unfortunately, I have not (yet) discovered a ‘one size fits all’ solution that will land you an interview with every job application you make but I am aware of what should be included on your CV to catch my attention and hopefully, other hiring managers too. 24% of hiring managers spend less than 30 seconds looking at CV’s, so you need to make every second count.
Contact informationStart with your contact details: at least one telephone number & email address. Home Address is also helpful, especially if you are applying for positions locally as clients recognise that you will be able to get to work with little or no problems – a big positive! Any job-seeker considering relocation, please include this information on your CV so that you are not disregarded.
The opening statementProceed with an opening paragraph/objective/personal summary. This needs to be personal and it needs to be accurate. Some of the most common words included in a CV are ‘motivated’, ‘driven’, ‘responsible’ etc. therefore try to think outside of the box and limit any use of these! The statement itself need be no longer than two or three sentences and should make an impact. It should also be tailored to every job application you make. I cannot begin to explain the despair I feel when reviewing a CV in application for a Property Management position and in the very first paragraph I discover they want to become a teacher.
Education / QualificationsDependent on the level of position you are applying to, decipher how relevant your education/qualifications are. If you are a graduate with very little or no work experience, this part of the CV should follow the opening statement – particularly if you studied the same area of interest to the role you are applying to.
If, however, you have some experience under your belt in line with the role you are applying to, there is no need for this information to be included so early in the CV. Your studies (GCSE’s/A ‘Levels/Degree) may not be relevant to the role you are applying to and can be included at the bottom of your CV. 72% of employees explained that having a specific skill set was more valued by the employer, than their education.
ExperienceStart with the most recent experience at the top. Who wants to scroll endlessly through pages and pages of work history to find out what you are doing now! Tailor your experience to demonstrate relevance of responsibilities and utilise bullet points to concisely deliver your message.
If you are seeking your first role, think about your ‘secret skills’ that you may have acquired doing voluntary work experience or as your hobby. Did you lead on a project whilst at school? Did you accomplish your DofE? Demonstrate your soft skills with these types of examples. It truly does speak volumes of your character but do not misconstrue the information!
If you are looking to enter a new industry, include your transferable skillset. These include interpersonal, communication, organisational and leadership skills. 61% of employers believe that soft skills are just as important as hard skills.
If you are an experienced professional looking for a similar position, your job title is not the be all and end all of what you do. Company X will do things very differently to company Z so be sure to follow each position with a list of responsibilities. Summarise your achievements at the end of each job role and use industry jargon that your employers will understand, so long as it adds value to your CV.
InterestsIf they are not interesting don't include them! Remember you are applying to a job role and every bit of information on your CV will be considered in line with your application.
Originally posted on Linked IN by: Molly Shoesmith
Imagine that you are about to interview for a job. You want to do well and land the position. You are about to enter the interview room. Now, ask yourself these questions:
Take a moment to think about this reality.
When you walk into your next job interview, you are one in a line of people interviewing for the same job. Only one person will get the offer.
There is a good chance that when they are going through their notes and deciding who to hire, someone will refer to you be asking, "Now, which person is this?"
If you want to CRUSH your next job interview, you need to consider your mindset, behaviors, and choices.
Here's a run down of what each it looks like to meet, exceed, anticipate, and establish expectations in your next interview.
1. Meet expectations:
2. Exceed expectations:
3. Anticipate expectations:
4. Establish expectations:
You may or may not get an offer. That's okay.
If they offer you a job - take it. They value you and your approach. You will likely thrive in the culture.
If they don't offer you a job - be good with it. Move on...it wasn't a good fit. In the long-run, you would've likely been disappointed.
In most situations, meeting, exceeding, anticipating, or establishing expectations is a choice!
It starts with you choosing how much you are willing to prepare, practice, perform and put it out there.
Now go and CRUSH it!
Over the years, I've had the chance to interview and hire a lot of people. My first hiring experience occurred at KPMG Consulting when I was looking to expand my team. More recently, as the owner of a consulting firm with offices in three states and an ever growing staff, I made hiring decisions for 11 years as we experienced tremendous growth.
Originally posted on LinkedIN by:Patrick Leddin, Ph.D.
Contact John Assunto for all of your Education Recruiting needs! Johna@worldbridgepartners.com or 860-387-0503
What do you need to learn to continue to be successful in your profession as we look to the future? This is a question that keeps many people, and definitely me, on edge and wanting to make sure that I don't fall behind.
How do I keep current? What are the skills that I need to enhance to remain on top of my game? What new proficiencies do I need to master?Over the course of my career, I have always asked myself those questions and I have tried to be focused on new developments along with gaining expertise with new techniques, technology advancements, and new approaches to doing my work better.
This week, The Learning Blog from LinkedIn published this article, These Are the Skills of the Future. They spent, "more than three months interviewing more than 39 experts across 10 industries and asked them,”
"What skills do you believe will become increasingly more important to your industry over the next five years? Why?"
So with full disclosure here, I was one of the people they asked about, The Future of Sales. It was interesting how each of the sales professionals queried came up with very similar comments about the skills necessary although we did each have our own take on things.
No matter what our profession is, I think it ties back to the critical importance of lifelong learning. If we are to be ready for the future we must be #AlwaysBeLearning new skills. The article makes this very important statement that applies to all of us.
Preparing for the future requires a commitment to learningI am a firm believer in this and a few months ago I posted this article that is now updated with a free video from one of my LinkedIn Learning Courses. Always Be Learning: It's a Nice Idea If We Actually Do It Open up the link and watch what I have to say about lifelong learning.
Frankly, I believe #AlwaysBeLearning should be a mantra for all of us.
Here's a complete list of the 10 industries and the link to each for, "Skills of the Future." #FutureSkills
The Future of Sales
The Future of Tech and IT
The Future of Marketing
The Future of Creative
The Future of Human Resources
The Future of Learning and Development
The Future of Management
The Future of Project Management
The Future of Business Leadership
To help all of us get started, LinkedIn Learning has this great offer! You can view courses for a week without giving your credit card. Candidly we would all be foolish if we didn't take advantage of this. Then you have an additional 30 days of viewing before your credit is charged.
So, the question really becomes. What are you waiting for? You can get ready for the future today. Agree?
Dean Karrel a career and executive coach and LinkedIn Learning author. Dean has worked in sales management and leadership positions for a number of major global publishing companies.
#AlwaysBeLearning #FutureSkills #LinkedInLearning
Originally posted on Linked In By: Dean Karrel
Courage is the quality that distinguishes great leaders from excellent managers.
Over the past decade, I have worked with and studied more than 200 CEOs of major companies through board service, consulting, and research as a member of Harvard Business School’s faculty. I’ve found the defining characteristic of the best ones is courage to make bold moves that transform their businesses.
Courageous leaders take risks that go against the grain of their organizations. They make decisions with the potential for revolutionary change in their markets. Their boldness inspires their teams, energizes customers, and positions their companies as leaders in societal change.
The dictionary definition of courage is “the quality of mind or spirit that enables a person to face difficulty, danger, pain, etc., without fear.” Courageous leaders lead with principles–their True North–that guide them when pressure mounts. They don’t shirk bold actions because they fear failure. They don’t need external adulation, nor do they shrink from facing criticism.
Courage is neither an intellectual quality, nor can it be taught in the classroom. It can only be gained through multiple experiences involving personal risk-taking. Courage comes from the heart. As Buddhist monk Thich Nhat Hanh once said, “The longest journey you will ever take is the 18 inches from your head to your heart.”
It takes bold decisions to build great global companies. If businesses are managed without courageous leadership, then R&D programs, product pipelines, investments in emerging markets, and employees’ commitment to the company’s mission all wither. These organizations can slip into malaise and may eventually fail, even if their leaders can move on to avoid being held accountable.
Why do some leaders lack courage? Many CEOs focus too much on managing to hit their numbers. They avoid making risky decisions that may make them look bad in the eyes of peers and external critics. Often, they eschew major decisions because they fear failure. I know, because it happened to me.
In my first year as CEO of Medtronic, I passed up the opportunity to buy a rapidly growing angioplasty company because it faced patent and pricing risks. While those risks proved valid, Boston Scientific bought the company instead, transforming both enterprises and creating a formidable competitor for Medtronic. I didn’t have the courage to accept short-term risk to create long-term gain. It took Medtronic two decades of expensive research and development programs and additional acquisitions to become the leader in this field.
Let’s look at some recent examples of courageous leaders whose actions transformed their companies:
Alan Mulally When Mulally arrived at Ford, he found a depleted organization losing $18 billion that year and unwilling to address its fundamental issues. To retool Ford’s entire product line and automate its factories, Mulally borrowed $23.5 billion, convincing the Ford family to pledge its stock and the famous Ford Blue Oval as collateral. His bold move paid off. Unlike its Detroit competitors, Ford avoided bankruptcy, regained market share, and returned to profitability.
Mary Barra In contrast to Mulally, General Motors CEO Rick Wagoner and his predecessors refused to transform GM’s product line, even as the company’s North American market share slid from 50 percent in the 1970s to 18 percent. When the automobile market collapsed in late 2008, Wagoner was forced to ask President George W. Bush to bail the company out. Even so, GM declared bankruptcy months later.
Mary Barra, GM’s CEO since 2014, demonstrates the difference courage can make. Immediately after her appointment, she testified before a hostile Senate investigating committee about deaths from failed ignition switches on Chevrolet Camaros. Rather than make excuses, Barra took responsibility for the problems and went further to attribute them to “GM’s cultural problems.” Three years later, she is well on her way to transforming GM’s moribund, finance-driven culture into a dynamic, accountable organization focused on building quality vehicles worldwide.
Paul Polman When Polman became Unilever’s CEO in early 2009, he immediately began transforming the company, declaring bold goals to double revenues and generate 70 percent from emerging markets. He aligned 175,000 employees around sustainability, publishing the Unilever Sustainable Living Plan with well-defined metrics the following year. Polman’s efforts in his first eight years returned 214 percent to Unilever shareholders. Nevertheless, Kraft Heinz, owned by Brazilian private equity firm 3G, made a hostile bid to acquire Unilever on February 17, 2017. Polman immediately wheeled into action, convincing KHC to drop its bid two days later. Then he announced seven bold moves to enhance shareholder value without compromising the company’s ambitious long-term plans.
In comparison, Kraft CEO Irene Rosenfeld quickly capitulated when confronted by activist Nelson Peltz in 2012. He wanted to split Kraft’s global business by spinning off its North American grocery products unit, which Rosenfeld wound up leading as an international business renamed Mondelez. Without the ability to access global markets, the old Kraft went into a period of decline, making it vulnerable to 3G’s 2015 takeover; meanwhile, Mondelez is adrift with declining revenues and earnings.
Indra Nooyi: Named CEO of PepsiCo in 2006, Nooyi foresaw the coming shift among consumers, especially the millennial generation, to healthier foods and beverages. She immediately introduced PepsiCo’s strategy “Performance with Purpose,” that focuses on complementing the company’s core soft drink and snack business with healthy foods and beverages. In 2013, PepsiCo was challenged by activist Peltz to split the company, but Nooyi steadfastly refused. Instead, she restructured her leadership team to deliver strong near-term performance while continuing to invest in her transformation strategy.
Nooyi’s arch-rival, Coca-Cola CEO Muhtar Kent, decided instead to concentrate on sugar-based soft drinks while ignoring these obvious trends. As a result, Coca-Cola’s performance has consistently lagged PepsiCo’s. Since 2011, PepsiCo stock is up 70 percent, while Coca-Cola’s has increased only 15 percent.
The courage cohort
There are literally thousands of competent managers who can run organizations efficiently using pre-determined operating plans, but few with the courage to transform entire enterprises.
The courage cohort includes Delta’s Richard Anderson, Starbucks’ Howard Schultz, Xerox’s Anne Mulcahy and Ursula Burns, Nestle’s Peter Brabeck-Letmathe, Novartis’ Dan Vasella, Tesla’s Elon Musk, Amazon’s Jeff Bezos, Merck’s Ken Frazier, and Alibaba’s Jack Ma. They join the growing list of authentic leaders that have made courageous decisions to build great global companies.
To quote poet Maya Angelou, “Courage is the most important of all the virtues, because without courage you can't practice any other virtue consistently.” Boards of directors need to examine their leaders carefully to determine if they have the courage to navigate their organizations through turbulent times while enduring hardship, risk, and criticism to ensure they are building sustainable enterprises./p>
With more courageous leaders like those cited above, the business world will be able to create enormous value for all its stakeholders.
Bill George is Senior Fellow at Harvard Business School, former Chair & CEO of Medtronic, and author of Discover Your True North.
This content was originally posted on HBSWK.hbs.edu on 4/24/17.
Contact John Assunto for all of your Education Recruiting needs! Johna@worldbridgepartners.com or 860-387-0503
Why millennials are facing the scariest financial future of any generation since the Great Depression.
By Michael Hobbes
Like everyone in my generation, I am finding it increasingly difficult not to be scared about the future and angry about the past.
I am 35 years old—the oldest millennial, the first millennial—and for a decade now, I’ve been waiting for adulthood to kick in. My rent consumes nearly half my income, I haven’t had a steady job since Pluto was a planet and my savings are dwindling faster than the ice caps the baby boomers melted.
WHAT’S A MILLENNIAL ANYWAY?
Unless otherwise noted, we mean anyone born between 1982 and 2004We’ve all heard the statistics. More millennials live with their parents than with roommates. We are delaying partner-marrying and house-buying and kid-having for longer than any previous generation. And, according to The Olds, our problems are all our fault: We got the wrong degree. We spend money we don’t have on things we don’t need. We still haven’t learned to code. We killed cereal and department stores and golf and napkins and lunch. Mention “millennial” to anyone over 40 and the word “entitlement” will come back at you within seconds, our own intergenerational game of Marco Polo.
This is what it feels like to be young now. Not only are we screwed, but we have to listen to lectures about our laziness and our participation trophies from the people who screwed us.
But generalizations about millennials, like those about any other arbitrarily defined group of 75 million people, fall apart under the slightest scrutiny. Contrary to the cliché, the vast majority of millennials did not go to college, do not work as baristas and cannot lean on their parents for help. Every stereotype of our generation applies only to the tiniest, richest, whitest sliver of young people. And the circumstances we live in are more dire than most people realize.
• We’ve taken on at least 300% more student debt than our parents
(Source: The College Board, Trends in Student Aid 2013. Calculations based on average per-student borrowing in 1980 and 2010.)
• We’re about 1/2 as likely to own a home as young adults were in 1975
(Source: U.S. Census, young adults ages 24-35.)
• 1 in 5 of us is living in poverty
(Source: U.S. Census, young adults ages 18-34.)
• Based on current trends, many of us won’t be able to retire until we’re 75
(Source: Projection for the class of 2015 based on a NerdWallet analysis of federal data.)
But it’s not just the numbers.What is different about us as individuals compared to previous generations is minor. What is different about the world around us is profound. Salaries have stagnated and entire sectors have cratered. At the same time, the cost of every prerequisite of a secure existence—education, housing and health care—has inflated into the stratosphere. From job security to the social safety net, all the structures that insulate us from ruin are eroding. And the opportunities leading to a middle-class life—the ones that boomers lucked into—are being lifted out of our reach. Add it all up and it’s no surprise that we’re the first generation in modern history to end up poorer than our parents.
GLOSSARY FOR GRANDPA
Terms to know but never say out loud
FML Fuck My Life
FTW For The Win
TFW That Feeling When
This is why the touchstone experience of millennials, the thing that truly defines us, is not helicopter parenting or unpaid internships or Pokémon Go. It is uncertainty. “Some days I breathe and it feels like something is about to burst out of my chest,” says Jimmi Matsinger. “I’m 25 and I’m still in the same place I was when I earned minimum wage.” Four days a week she works at a dental office, Fridays she nannies, weekends she babysits. And still she couldn’t keep up with her rent, car lease and student loans. Earlier this year she had to borrow money to file for bankruptcy. I heard the same walls-closing-in anxiety from millennials around the country and across the income scale, from cashiers in Detroit to nurses in Seattle.
It’s tempting to look at the recession as the cause of all this, the Great Fuckening from which we are still waiting to recover. But what we are living through now, and what the recession merely accelerated, is a historic convergence of economic maladies, many of them decades in the making. Decision by decision, the economy has turned into a young people-screwing machine. And unless something changes, our calamity is going to become America’s.
Contact John Assunto for all of your Education Recruiting needs! Johna@worldbridgepartners.com or 860-387-0503
Originally posted on: Huffingtonpost
“It is impossible for anyone in the organization to have all of the best ideas, so we’re leveraging open innovation, collaborative innovation, and crowdsourcing to collaborate with experts and entrepreneurs everywhere who share our passion for solving some of the world’s most pressing issues.”-Senior Executive, Fortune 500 Industrials Company
If experts and entrepreneurs are indeed “everywhere”, how do you find and access them?
Today, top talent is increasingly choosing to work in different ways, seeking more autonomy, flexibility, and choice in the work they do. As a result, organizations must rethink the ways they access and manage talent. By applying an “outside-in” lens on talent, and focusing on the capabilities required for specific projects and workstreams, enterprises will unlock an agile workforce that offers greater efficiency, flexibility and innovation to business leaders, and ideally, more freedom and satisfaction to the individuals doing the work.
The Organizational Mindset of the Future
Our new whitepaper, Winning With a Flexible Workforce, developed with insights from Pat Mascia, general manager of Catalant’s industrial practice, and Stuart Kliman, Catalant advisor, examines the rise of independent workers and the role of digital platforms in accessing and optimizing this new talent pool. Some key highlights include:
Measured against the tremendous variety of unique talent that exists around the world, every business, no matter how successful, has limited and narrow capabilities. There are simply not enough skilled employees inside a company to accomplish everything that an organization wants to do. At the same time, those individuals who can offer the most to a company increasingly want to work when they want, where they want, and with whom they want— and they also want to work on varied and interesting projects.
In response to these changes, leading companies and executives are revising their relationship with talent, becoming more agile at accessing diverse labor pools. Catalant believes – and has seen firsthand – that companies that navigate this transformation will experience substantial payoff in terms of new ideas, new growth opportunities, and new efficiencies.
This is the first in a series of whitepapers exploring the future of work, and how executives and organizations can capture the benefits of this seismic shift in workforce trends. In the upcoming papers, we examine the future of work from an industry lens by taking a deeper dive into the trends driving innovation in talent access in each of the consumer, healthcare, technology, financial services, and industrial sectors.
For more on this topic, download the full whitepaper, Winning With a Flexible Workforce.
Originally posted on Linked IN by:Rob Biederman
Do you have enough passion in your life? Passion is the difference between playing the piano and being a pianist; it’s who you are, not just what you do. Passion makes you leap out of bed in the morning, eager to start your day.
Dr. Robert Vallerand at the University of Quebec has studied passion more than anyone, and he asserts that passion is self-defining. According to Vallerand, “Passion is a strong inclination towards a self-defining activity that people love, that they consider important, and in which they devote significant amounts of time and energy.”
“Passion is the genesis of genius.” – GalileoIt’s important to note that passion doesn’t require expertise—although there is a correlation, it’s not a given. Vallerand and two other researchers studied 187 musicians and found that those who focused on perfecting their performance—what Vallerand calls “mastery”—developed a higher level of expertise than those who focused on merely being better than other musicians. If passion defines you, it makes sense that your personal best will be about you and no one else.
So what does passion look and feel like? A great way to understand passion is to consider what makes passionate people different from everybody else.
Passionate people are obsessed. Put simply, passionate people are obsessed with their muse, and I don’t mean that in an unhealthy OCD sort of way. I’m talking about a positive, healthy obsession, the kind that inspired the quote, “Do what you love, and you’ll never work a day in your life.” No matter what else is going on, their thoughts keep returning to their passion. Not because they feel burdened and pressured by it, but because they’re just so dang excited about it. They’re obsessed with their muse because it inspires them and makes them happy.
They don’t waste time. You won’t find passionate people wandering around a park all afternoon playing Pokemon Go. They don’t have time to be bothered with things that don’t matter or things that just kill time. They devote every minute available to their passion, and it’s not a sacrifice, because there’s nothing else they’d rather be doing.
They’re optimistic. Passionate people are always focused on what can be rather than what is. They’re always chasing their next goal with the unwavering belief that they’ll achieve it. You know how it feels when you’re looking forward to a really special event? Passionate people feel like that every day.
They’re early risers. Passionate people are far too eager to dive into their days to sleep in. It’s not that they don’t like to sleep; they’d just much rather be pursuing their passion. When the rooster crows, their minds are flooded with ideas and excitement for the day ahead.
They’re willing to take big risks. How much you want something is reflected in how much you’re willing to risk. Nobody is going to lay it all on the line for something they’re only mildly interested in. Passionate people, on the other hand, are willing to risk it all.
They only have one speed--full tilt. Passionate people don’t do anything half-heartedly. If they’re going, they’re going full tilt until they cross the finish line or crash. If they’re relaxed and still, they’re relaxed and still. There’s no in between.
They talk about their passions all the time. Again, we’re talking about people whose passions are inseparable from who they are, and you couldn’t form much of a relationship with them if they couldn’t be real about who they are, right? It’s not that they don’t understand that you don’t share their obsession; they just can’t help themselves. If they acted differently, they’d be playing a role rather than being authentic.
They’re highly excitable. You know those people who probably wouldn’t get excited if an alien spaceship landed in their front yard? Yeah, that’s not how passionate people operate. It’s not that they’re never calm, or even bored. It’s just that it takes less to get them excited, so they get excited more frequently and stay excited longer. One theory is that they devote their energy to just one or two things, so they make more progress, and that momentum fuels their excitement.
They’re all about their work. Passionate people don’t worry about work/life balance. Their work is who they are, and there’s no separating the two. It’s what they breathe, live, and eat, so there’s no such thing as leaving it at the office. Asking them to do that is tantamount to asking them to deny who they are. And they’re OK with that because there’s nothing else they’d rather be doing.
Bringing It All TogetherNow that you know what separates passionate people from everybody else, do you think you have enough passion in your life?
Please share your thoughts in the comments section below, as I learn just as much from you as you do from me.
ABOUT THE AUTHOR:Dr. Travis Bradberry is the award-winning co-author of the #1 bestselling book, Emotional Intelligence 2.0, and the cofounder of TalentSmart, the world's leading provider of emotional intelligence tests and training, serving more than 75% of Fortune 500 companies. His bestselling books have been translated into 25 languages and are available in more than 150 countries. Dr. Bradberry has written for, or been covered by, Newsweek, TIME, BusinessWeek, Fortune, Forbes, Fast Company, Inc., USA Today, The Wall Street Journal, The Washington Post, and The Harvard Business Review.
If you'd like to learn how to increase your emotional intelligence (EQ), consider taking the online Emotional Intelligence Appraisal® test that's included with the Emotional Intelligence 2.0 book. Your test results will pinpoint which of the book's 66 emotional intelligence strategies will increase your EQ the most.
Originally posted on Linked IN by: Dr. Travis Bradberry
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