Wed, 26 February 2020
Is college worth the time and cost? It’s a constant debate, and everyone seems to have a strong opinion on the matter. I regularly see posts on social media about the pros and cons of attending college. While there isn’t a definite answer that applies to everyone, I believe college is still definitely worth the investment.
No matter your career goals, here are three reasons why college is still worth it:
- Networking and Job Skills
Aside from what you actually learn in college, perhaps the greatest benefits are the job and life skills you gain. College teaches life skills like collaboration, accountability, and meeting deadlines, plus valuable skills for any profession, like writing and analytical thinking. College is also a great place to build your network. The people you meet and work with in college can provide valuable connections throughout your entire life. Many people end up starting companies or working with people they met in college.
- Most Jobs Require a Degree
Even though some people believe college isn’t worth the cost, the majority of jobs in the U.S. still require a college degree. A growing number of companies are using AI to sort through job applications and search for keywords, meaning a resume without a college degree could likely be automatically eliminated, no matter how strong the other experience or qualifications. Employers want people who hold degrees because it shows they can stick with something for four years and have skills in the right areas.
Even if your eventual plan is to become an entrepreneur and work for yourself, college is a strong insurance policy. The vast majority of small businesses fail, and you’ll want something to fall back on. Just because you get a degree and have a full-time job doesn’t mean you can’t still be an entrepreneur. Starting a business as a side hustle and then transitioning to being a full-time entrepreneur is a safer option and only available if you have a college degree.
The education system isn’t perfect, but the benefits of going to college still far outweigh the costs. A college degree is incredibly valuable, no matter if your plan is to climb the corporate ladder or make it as an entrepreneur.
This episode is sponsored by my friends at Conga, the company that’s helping people spend less time on manual work and more time on the projects they love. If you’re tired of endless paperwork and manual processes, make sure to check them out at http://bit.ly/congaddxg
Mon, 24 February 2020
Michael Bungay Stanier is a bestselling author of The Coaching Habit and the upcoming book, The Advice Trap: Be Humble, Stay Curious & Change the Way You Lead Forever, which comes out on February 29. He is also the founder of Box of Crayons, a learning and development company that helps organizations transform from advice-driven to curiosity-led.
If you’ve had the chance to read The Coaching Habit you know the seven essential coaching questions, but Michael’s newest book builds on top of that and helps readers figure out how to take steps to stay curious and change behaviors.
Michael shares that the biggest hurdle we have to overcome is the advice monster. What is the advice monster? He says, “the advice monster is that thing that keeps looming up going, "No. No. No. I know you think you're curious but let me just pull you back onto the dark side, and have you lurking into telling advice and offering solutions and being the person with the answer." And everybody listening in right now knows this experience, somebody starts talking and you don't really know what's going on. You don't really know the people involved. You don't really have the context, you certainly don't have the technical specifications required and after about 10 seconds, you're like, "Oh, oh no, no. I've got something to say here. No, no, no, stop talking." And if you recognize that at all in yourself, and you do, you know you do. This is your advice monster. It's the pattern of behavior that has you going, "The way I add value is I jump in and I provide solutions.”
And while human nature is to think our advice is good, that’s not usually the case. And Michael shares three main reasons why giving advice isn’t the best course of action.
- We try to solve the problem
- Your advice isn’t as good as you think
- Sometimes it is better to let people solve their own problems
The answer is to be curious a little bit longer and take a more coachlike approach. “It is not a bad idea to just as a philosophy to go, "Look, even if I have good advice, what if I just shut up? Not forever, not for days, not for months, but just a little bit longer." That's how we define coaching, or being more coach-like. Can you stay curious a little bit longer? Can you rush to action and advice-giving a little bit more slowly? That's it. It's like coming back to this idea, that there's a time and a place for advice, it's not just as fast as you think it is.”
What you will learn:
- What is the advice monster and how do we become aware of it
- How to develop the coaching habit
- How the role of leadership is changing
- Some myths about coaching that we need to overcome
- How leaders can become more effective coaches
Direct download: Michael_Bungay_Stanier_Podcast_-_done.mp3
-- posted at: 12:23am PST
Wed, 19 February 2020
No matter if you work for yourself or in an organization, time management is one of the most essential skills you can master. Managing your time makes you more productive and opens the door to new personal and professional opportunities.
Here are three proven strategies to manage your time effectively:
- Understand Where Your Time Goes
You can’t manage your time if you don’t know how you currently use it. When I first started working for myself, I would get to the end of the day and realize I hadn’t accomplished anything substantial. My time had been spent doing smaller things that pulled at my attention. But I had to come to that realization before I could make changes and have a frame of reference of how to manage my time. Spend a week keeping a journal of where your time goes. Track what you’re doing throughout the day and what is happening. You may be surprised at certain patterns or distractions that can lead to major time management changes.
Some people claim that multi-tasking is the most efficient way to get things done, but that couldn’t be further from the truth. Every time we switch tasks, our brain needs time to refocus, which makes us less productive overall when we’re pulled in different directions. Batching tasks is grouping things together and doing them back to back. You might batch your writing or brainstorming tasks and do them in the same block of time. I batch checking my email and social media to certain times of the day to avoid distractions.
- Prioritize The Most Important Tasks
Start each day by prioritizing the three most important things you want to get done that day. There is always more work we can do, which can feel overwhelming and pull you in multiple directions. Prioritizing your top tasks sets the direction for the day. When you’ve accomplished those things, no matter how long it takes, you know you’ve been successful. As you master this strategy, you can extend it to the top four or five things for the day.
Time management comes with practice. Try these strategies to find what fits your work environment. When you can control your time, you’ll find you get more done, have more energy, and can enjoy more time doing things you enjoy.
Direct download: How_To_Manage_Your_Time_Effectively.mp3
-- posted at: 2:15am PST
Mon, 17 February 2020
Dr. Denise Trauth is the President of Texas State University. She is currently in her 18th year leading the university. Prior to that Dr. Trauth was provost and vice chancellor for academic affairs at the University of North Carolina at Charlotte.
Under Dr. Trauth’s leadership, Texas State has experienced its largest construction program since being founded in 1899, became a federal Hispanic-Serving Institution, was designated a Texas Emerging Research University, has been reclassified as an “R2: Doctoral University – Higher Research Activity” under the Carnegie Classification system, and moved up to NCAA Division I.
Dr. Trauth and her team at Texas State make sure they are staying in touch with industries in the area in order to provide the most relevant and up to date education for students. She has noticed two big trends currently impacting the business world. She says, “What we see in particular is that business is being impacted by two factors in particular: One is technology, and the other is globalization. And those two factors have a big impact on everything we do. It might not be terribly apparent in every single one of our academic programs, all 200 of them, but it does infuse the way we think about curriculum, the way we approach curriculum, and particularly, how we think about adding degree programs or getting rid of existing degree programs.”
Technology impacts every aspect of our lives, so it’s not surprising that it is changing the way students learn. And while Dr. Trauth doesn’t believe that face-to-face learning will be going away anytime soon, it is important to utilize technology in education.
“We have configured the classrooms differently. That's one thing. All of these classrooms obviously are capable of having lots and lots of technology, whether you're talking about the individual devices, or you're talking about the devices the instructor is using. What that means is, all of our new buildings and a lot of our older buildings have been converted. So there's lots of places to plug in and recharge, that makes a big difference. The other big difference is what we're calling, Makerspaces. We have about five or six Makerspaces across our campus here in San Marcus and also our campus in Round Rock, where students can do everything from 3D printing to manufacturing some kinds of prototypes for classes. A lot of opportunities; lasers, laser printers, lots of opportunities for students to make things.”
Globalization is also impacting the future, for the good and the bad. As Dr Trauth shares, “What's happening on the other side of the world has great implications for us and the implications are widespread. Starting with the cultural implications. Our students, more and more, are working with... When they graduate and they go to work, and we try to replicate this on our campuses, that they're going into a very diverse environment, where people don't all think alike. Where people certainly don't all look alike, and it's important that we educate our students to go into that kind of a world where there's just a lot of different ethnicities, races, religions, philosophical backgrounds, political parties. That's all now a part of a college education. So that's kind of where it starts for us, is educating our students for this cultural diversity that if they haven't experienced it in the university, they're gonna experience it when they go to work”.
Dr. Trauth’s advice for leaders who want to stay relevant is two-fold. First, she says it is important for employers to reach out to universities to get involved, especially by joining advisory boards. Secondly, employers should be tolerant of educational differences. Students may be different than the employer, but that is a good thing.
What you will learn:
- What the future of education looks like
- Big trends Dr. Trauth is paying attention to in the world of education
- How education leaders are planning for the future of learning
- What skills and mindsets employers are looking for in prospective hires
- How technology is impacting education
- How to teach students to be lifelong learners
- Advice for employers, leaders, and individuals looking to stay relevant
Direct download: Dr_Denise_Trauth_Podcast_-_DONE.mp3
-- posted at: 1:21am PST
Wed, 12 February 2020
Chances are, at some point over the course of your life and career, someone will shoot down a project or idea that you’re passionate about. Hearing No is a part of life and something everyone faces. The difference between success and failure often comes in how we react to hearing No.
I recently had the chance to interview former GE executive Beth Comstock. She told a story about an idea she had for a project early in her career. She did her research and presented it, only to be told No. But Beth didn’t give up there. She re-worked her project and presented it again. Again, she was told No. This happened over and over — Beth made adjustments to her idea, listened to feedback, and then went back to present. Over and over she was told No.
Finally, a top executive told her Yes. When she asked why he said it was because she had made it impossible to say No. Her persistence had paid off and her idea finally came to fruition.
In the business world, No really means Not Yet. Don’t let one person’s opinion of your ideas get you down. It simply might not be the right timing for your idea. The most successful leaders encompass the growth mindset and look at challenges as opportunities instead of roadblocks.
Hearing negative feedback about your idea can be difficult, but it can also be powerful inspiration to prove the doubters wrong and deliver amazing results. That comes from not giving up and continuing to push, even when you hear No.
Not Yet is very different from No. Follow Beth’s example and re-work your proposal and make adjustments. Don’t give up. Eventually that No can turn into a Yes.
This episode is sponsored by my friends at Conga, the company that’s helping people spend less time on manual work and more time on the projects they love. If you’re tired of endless paperwork and manual processes, make sure to check them out at http://bit.ly/congaddxc
Direct download: In_Business_No__Not_Yet.mp3
-- posted at: 2:10am PST
Mon, 10 February 2020
My new book, The Future Leader, comes out on February 26th and it is based on interviews I had with over 140 CEOs around the world. In the book the two questions that I wanted to answer were: Is the leader of 2030 going to look that different than today? And if so, how is that leader actually going to look different?
To find out the answers to my questions, I interviewed CEOs around the world from organizations like Mastercard, Unilever, Audi, Best Buy, Oracle, Kaiser, SAP, Koc Holding, Enel, Carnival Cruise Lines, Dominos, Dunkin’ Brands, National Grid and many others. I also teamed up with LinkedIn and we surveyed 14,000 employees around the world. And this gave me a very good picture around what the future leader is gonna look like.
And what I found out from these interviews was that most of the top CEOs around the world believe that while there are going to be some attributes that remain the same for leaders of the future-- things like being able to create a vision and execute on strategy-- they also believe that business leaders are going to need to arm themselves with a new set of skills and mindsets in order to stay relevant.
Why do they need a new set of skills and mindsets? It's because our organizations are going to look fundamentally different over the next 10 years than they do now because of technology and artificial intelligence, because of things like purpose and meaning that employees care about, globalization, the changing nature of talent, etc... And because our organizations are going to look different, it makes sense that we are going to need a new type of leader to guide and lead these organizations over the next 10 years and beyond.
So what I created after interviewing all these CEOs is something that I call The Notable Nine, a collection of four mindsets and five skills that leaders of the future will need to succeed.
The four mindsets are:
- The Explorer: This includes practicing curiosity, being a perpetual or lifelong learner, having agility and nimbleness in your way of thinking, having a growth mindset, and being open-minded.
- The Chef: As a future leader, in 2030 and beyond, you are going to have to balance ingredients, and there are two ingredients that you as a future leader are going to have to balance. The first ingredient is technology and the second ingredient is being purpose-driven and caring.
- The Global Citizen: As a leader you must think globally and embrace diversity
- The Servant: Leaders need to know how to serve their team, serve their customers, serve their leaders, and serve themselves. There is more to being a servant leader than we usually talk about
The five skills are:
- The Futurist: Making sure that you can think in terms of possibilities and scenarios.
- Yoda: This one is all about emotional intelligence--specifically empathy and self-awareness
- The Translator: Listening and communicating with all of the channels that you have access to--email, video chats, text messaging, Slack, Facebook at Work, etc….
- The Coach: You need to believe that your job as a leader is to help make other people more successful than you are
- The Technology Teenager: Leaders must be tech savvy and digitally fluent just as today’s teenagers are
These are the four mindsets and five skills I want you to teach your team, to everybody in your organization. That's it. Four mindsets, five skills. If you can do this and teach others these things, I'm very confident that you will become a future ready leader and you will be successful. And by the way, success doesn't just mean making money. It means having a positive impact on society, on the world, on communities in which you serve.
To order the book or learn more about it, go to getfutureleaderbook.com.
What you will learn:
- What it will take to be a successful leader in 2030 and beyond
- A look at the global leadership gap (leaders around the world think they are doing much better than they really are!)
- A look at the insights found from Jacob’s interviews with over 140 CEOs around the world
- The trends shaping the future of leadership
- The greatest challenges future leaders will have to face
Direct download: Jacob_Morgan_Special_Podcast_-_2.10.20.mp3
-- posted at: 12:42am PST
Wed, 5 February 2020
It’s a pattern that has been around for decades. Once a year, employees gather their accomplishments and projects for the past 12 months and talk with their managers and HR representatives to plead their case of why they’re a valuable asset to the company. At the end, they may get a few suggestions for improvements and maybe even a raise. Then it’s back to work until the same time rolls around next year and it all starts again.
Annual performance reviews are standard in many organizations, but the way they’ve always been done can be incredibly detrimental to the overall morale, productivity, and engagement at a company. There’s no absolute answer to if your organization should have annual performance reviews, but here are three things to improve the process:
Ask your employees. Many organizations are quick to kill traditional annual performance reviews without asking their employees. Take a survey and hold focus groups to find out what employees are looking for and the format they prefer to receive feedback. You may be surprised with the results.
Provide regular feedback. The main downside of traditional annual performance reviews is that they only happen once a year. Waiting to give feedback until months after a project is inefficient for everyone. Instead, provide employees with regular feedback. That can happen with daily check-ins or with more formal meetings between employees and managers on a weekly or monthly basis. Regular feedback addresses issues in real time and helps keep things moving forward. With a feedback schedule, the annual performance review becomes more of a meeting to provide a raise and plan steps for the future.
Build relationships. In organizations with engaged employees, annual performance reviews are a collaborative meeting instead of a scary situation where employees have to prove their value at the company. Managers and employees should work to strengthen their relationships for more open communication. A trusting and transparent relationship can remove the fear from the annual review and create a more positive work environment.
Every organization needs to consider their own employee review process. What works for one company might not work for another. Follow these three tips to improve the process and find the right solution for your organization.
Mon, 3 February 2020
David Marquet is the bestselling author of the 2013 book, Turn the Ship Around! A True Story of Turning Followers into Leaders and the new book, Leadership is Language: The Hidden Power of What You Say and What You Don’t, which comes out on February 4th.
David was in the Navy for 28 years and he was ultimately selected to be captain of a nuclear submarine. And it was during his time as a captain of the USS Santa Fe that he changed his leadership style and that change led to him writing his first book.
What does David mean by “leadership is language’? He explains that while there are a lot of professions that require a person to work mainly with their hands, in leadership, because it is always about other people, leaders interact through words--face to face, emails, company statements, annual reports, etc...As he says, “the magic of leadership is that by changing your words you will change the world around you because if you ask a question a different way, you'll get a different answer.”
In his book David gives six plays that all leaders should use to improve how their teams operate. He says a big problem with leaders today is that they are trapped in an industrial-age playbook. In the industrial age leaders gave commands and employees followed, and that was it. But that way of leading is no longer effective, it is outdated.
The six plays are:
- Control the clock, don’t obey the clock--Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong.
- Collaborate, don’t coerce--As the leader, you should be the last one to offer your opinion.
- Commit, don’t comply--Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time.
- Complete, not continue--If every day feels like a repetition of the last, you’re doing something wrong.
- Improve, don’t prove--Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines.
- Connect, don’t conform--Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making
David also explains the uneven “share of voice” that happens inside of so many organizations. Inside of meetings leaders tend to talk the most, which is not good. It is something that leaders need to be aware of. He says, “As a leader, you don't need to say a lot because you already know what you think and when you start talking, you're anchoring the group. Basically, the idea is you're bringing them to your way of thinking, which is what you think you wanna do but it's actually not. What you want to do is understand how they think and what they think, and at the end, you can decide what to do, whether you could do what they wanna do or what you wanna do, that's fine. But it's after uncovering what everybody thinks.”
What you will learn:
- The real life example of how David changed his leadership style while captaining a nuclear submarine
- Why employees should talk more than leaders
- 6 plays for all leaders to implement to improve how their team operates
- How to embrace variability, instead of reducing it
- How to foster a culture of collaborative experimentation
Direct download: David_Marquet_Podcast_-_DONE_1.mp3
-- posted at: 12:38am PST