Life — and success — contain a high degree of luck, randomness, and serendipity. It’s not just me that thinks so. Researchers are proving what our intuition has been telling us for generations. A study out of the University of Catania in Italy showed that the most successful people are not the most talented, just the luckiest.
Persistence, fueled by ambition, and a stroke of good fortune are often all that separate the the high-rollers from the homeless. But you have to try. Where would you be if you didn’t even try?Read More
From the perspective of the hiring manager, finding the right person to fill a job opening can be an arduous process. When we’re on the candidate side of the table, we lose sight of this complexity. Our goal is to get a job and, as they say in baseball, we “swing for the fences” at every step. We say things like “I would love to work here” before we know much at all about the role, the team, the company, or the compensation. We confuse our end game (get a job) with the incremental objective of moving forward in the interview process. We allow our primary goal to blind us to incremental goals.
The key is to move yourself along the process one step at a time.Read More
Whether it’s with a new company or a new role within your existing organization, new positions are tremendous opportunities to leap forward in your career. However, beware that you and the hiring manager may have very different ideas as to your actual start date.Read More
Good bosses matter. The context you create for your top talent can mark the difference between a mediocre and a top performer. At one point in my career I went from being ranked a mediocre performer by the worst boss I ever had to being in the top 10% by the best boss I ever had. I was working just as hard for both bosses. The only thing that changed was my boss.Read More
The Myths and Misunderstandings of Networking
A lively discussion on the common myths and misunderstandings of networking. Is “small talk” really small talk? Do extraverts make better networkers? How do you build a professional network in the modern era?
This event is free and open to the public. Attendees are encouraged to make a purchase of food or beverage to support the venue.Read More
Disengaged employees outnumber engaged employes by more than 2:1. To put this in perspective, imagine you have ten people rowing in a boat:
- Three would be rowing in the right direction.
- Five would not be rowing at all.
- Two would be drilling holes in the boat!
This is crazy. There is no need for the modern workplace to be so dysfunctional.Read More
Alfred Sloan, when he ran General Motors in the 1920s and 1930s, would refuse to make a decision at a meeting if no one could argue a strong case against what was being proposed. He felt that if no one had any objections to what was being decided, it was because they had not thought long and hard enough about the question under consideration.
Alfred Sloan understood that the best ideas — along with the best decisions — are forged in the crucibles of healthy conflict. If there are no objections leading up to a decision, then either people just aren’t trying hard enough or your team isn’t working on hard enough problems. Clear thinking, innovation, and good decisions depend on diverse perspectives and opposing points of view.Read More
Heather Hollick has been helping others become better leaders and craft more meaningful careers for more than 25 years. Her experience spans both business and technology, operations and organizational development. Oh, and she was born in Canada, so she can't help but be helpful. 😉