Podcasts about Laszlo Bock

NEW SERIES: The Founder's Journey – Stories of Building, Scaling & StorytellingWe're launching something new on thestorytelling with data podcast! In this special series, we'll sit down with founders who are building something remarkable—diving into their journeys, the lessons they've learned, and the storytelling strategies that fuel their success.In this episode, Randy is joined by Doni Priliandi, founder of HappyFive, an employee engagement and performance management platform. Doni's path is one of persistence, risk-taking, and strategic storytelling. From cold-emailing Google's Laszlo Bock to hopping on a last-minute flight from Jakarta to Silicon Valley, Doni's story is filled with bold moves and valuable insights. He shares how being an underdog can be a superpower, why storytelling is crucial for founders, and the lessons he's learned while expanding into the U.S. market.Whether you're an entrepreneur, a leader, or simply someone looking for inspiration, this episode offers a fascinating look at the intersection of data, storytelling, and startup success.Related Links:Check out Happy5's performance management software platformLink up with Doni on LNKDRead Work Rules by Laszlo Bock

On this episode of Redefining Work, I'm joined by Laszlo Bock, co-founder of the Berkeley Transformative CHRO Academy, former people operations leader at Google and one of the most influential voices in HR. Laszlo shares his journey from shaping Google's data-driven HR practices to mentoring the next generation of CHROs. We dive into the power of data in decision-making, the importance of values-driven leadership, and the challenges of scaling culture in a growing organization. Whether you're an emerging leader or a seasoned professional, this conversation is packed with actionable insights on courage, culture, and the evolving role of HR.

We were proud to welcome René Behr, Chief People Officer at IWC Schaffhausen, onto the EMEA Recruitment podcast.  “True success lies in shaping a future when people and business grow in tandem, leaving a legacy that transcends time.” René has always been fascinated by human dynamics and interactions. He believes that Human Resources is the most influential function in business, because people are critical to success. He cites figures like David Ulrich, the “Father of Modern HR”, inspirational speaker Simon Sinek, and former Google VP of People Operations, Laszlo Bock, as key influences. He also reveals the unexpected profession he's trained in.  Reflecting on his 25-year career, René is most proud of the lasting impact his efforts have had on businesses and people - an impact that goes beyond any single achievement or project. He shares a story about an IWC apprentice from a challenging background who was initially resistant to positive change. Through persistent effort, the apprentice passed his exams and went on to open his own business, where he now educates young apprentices with similar backgrounds. When asked what he would do differently if he had his time again, René highlights that failure makes you stronger. He emphasises the importance of listening to your gut - though it should inform your decisions, not lead them, he adds.  Paul highlights the quote René shared on his LinkedIn profile: “Be the change you want to see” by Gandhi. René explains that he interprets this as championing change and leading by example, fostering a culture of continuous improvement. The conversation then turns to IWC Schaffhausen's resilience programme, which has been rolled out from the senior team across the organisation over a two-to-three-year period. This holistic programme equips teams to manage stress, adapt to change, and face challenges. It includes in-person workshops and lunch and learn sessions aligned with monthly themes, exploring personal resilience and extending into leadership. The sessions aim to break the stigma around mental health, with the goal of creating a supportive environment where conversations can lead to real changes in practice. René stresses that the programme's success is measured both qualitatively and quantitatively through engagement surveys, tracking productivity, job satisfaction, and retention rates. It's not just about making people feel good; burnout can be far costlier if not addressed. It's also a long-term KPI that can't be measured during the interview process or when onboarding new hires. When asked what advice he would give to his 21-year-old self, René focuses on embracing challenges and failures as learning opportunities, taking risks while remaining authentic, and staying curious. René's next big dream is to continue shaping the future of work by creating an environment that empowers colleagues to innovate, collaborate, and grow. He looks forward to helping the company navigate changes in its business model and being part of a future where HR has a permanent seat at the table.  The episode ends with René sharing his gratitude. He is thankful for his first manager, who saw potential in him and helped him transition into HR, and for his partner, who has supported him unconditionally. René reminds listeners to work on your personal relationships just as much as your business ones - don't stop. If you'd like to learn more about René's career, you can connect with him on LinkedIn.   To find the part of the episode most interesting to you, please use the timestamps below: 01:15: The last thing that made René smile 03:50: Why René pursued a career in HR 07:00: René's biggest career success 09:40: What René would change in the past 12:15: “Be the change you want to see” 14:00: Holding himself accountable 16:15: The Building Resilience to Power Performance programme at IWC 25:50: Measuring success 31:15: Advice for René's 21-year-old self 33:10: His next big dream 36:05: Gratitude and what René appreciates most   EMEA Recruitment is proud to partner with Operation Smile. To learn more about their vital work around the world or to donate to the cause, please visit: https://www.operationsmile.org.uk/partners/emea-recruitment/  If there are any topics you'd like us to cover in future episodes, please reach out to marketing@emearecruitment.com  #emearecruitment #emearecruitmentpodcast #renebehr #paultoms #operationsmile  #operationsmileuk #recruitment  

    We have the distinct honor of hosting a true visionary in human resources and organizational culture, Laszlo Bock. His name is synonymous with innovation, empathy, and transformative leadership. His journey is a testament to leading with both the mind and the heart, a philosophy that has revolutionized the workplaces he has touched. Laszlo […] The post Laszlo Bock On The Future Of Work, HR & Leadership appeared first on Mark C. Crowley.

We're thrilled to bring you the latest insights from our newest episode of The ASHHRA Podcast, featuring the esteemed Gregory Pardo, Senior Vice President of Global Human Resources at Fresenius Medical Care. In this compelling episode we delve into the intricacies of HR within the healthcare sector and explore how to effectively navigate the challenges and opportunities therein. Episode Highlights:- From Hospitality to Healthcare: Gregory shares his journey transitioning from the hotel industry to healthcare, underscoring the importance of understanding your business as an HR professional.- Speaking the Company's Language: Learn essential tips on proving ROI in HR initiatives and aligning your people strategy with your company's goals.- Cultivating Strong HR Functions: Discover why a robust HR function is crucial in healthcare and how people are at the heart of a company's success.- Employee Referral Programs: Hear about Fresenius's innovative approach to addressing hiring needs and the importance of continuously learning within the HR community.- Building Trust and Respect: Gregory discusses the significance of relationships built on trust, highlighting the analogies of HR leaders as both "priest and father" and the importance of being a competent and supportive HR professional.- Global & Cultural Adaptation: Uncover the challenges of managing culturally diverse teams and the strategies that can lead to effective communication and management across different countries. Key Takeaways:- Tailor-Made HR Strategies: Inspired by Laszlo Bock's teachings, Gregory emphasizes the need for HR strategies customized to meet specific business needs.- Talent Acquisition: Learn about Fresenius's scalable approach to talent acquisition, including hybrid in-house recruiting and RPO, tailored to different market needs.- Presented Business Cases: Gregory's expertise on securing TA budgets through compelling data and aligning TA investments with top-line growth and cost savings.- Leadership & Communication: Insights into the essence of personalized leadership in a multicultural workforce and the significance of cultural immersion and travel. Why You Should Tune In:This episode is a treasure trove of practical advice and expert-level discussions, perfect for HR professionals looking to bolster their business acumen, enhance their recruitment strategies, and foster a strong HR presence in the healthcare industry. Listen Now:Don't forget to subscribe, rate, and leave a review on your favorite podcast platform. Your feedback helps us bring more incredible content to your ears!Warm regards,The ASHHRA Podcast TeamThis episode is sponsored by RxBenefits... Unlock Pharmacy Plan Potential!Your employees expect top-tier medical benefits, like comprehensive care access. But how can you balance these expectations against rising costs, across your full benefits portfolio? Did you know that hospital employees fill 25% more prescriptions each year than other industries? How can you tell if all those prescriptions were needed, or if you could have had significant cost savings by filling at your own hospital pharmacies?Contact RxBenefits today to learn more: https://rxbene.fit/48n8VS8 Support the Show.

A theme we keep coming back to in the Management Café is the importance of context. In each situation there are many variables that influence what happens. For example the company culture, our manager, our team, the particular task and our own capability. Sometimes we have to accept that the current context is not good one for us and we're not going to perform at our best. This can be hard to reconcile, many of us have an expectation that we can handle all challenges. But this realisation, that the context isn't right for us, also brings opportunity. The opportunity to be patient and understanding of ourselves (or others). The opportunity to change the context. Or the opportunity to save ourselves the wasted effort and pain from trying something that will never succeed in that context. So... how do you identify the context that works for you? And can we make progress even from the situations which don't work? Join hosts Tim Burgess and Pilar Orti for coffee and find out! 00:15 mins In episode #74 Pilar shared a story of how a change of context, in this case working with a different team, improved her performance delivering training. 3:30 Acknowledging that the context isn't right for us can open the door to trying something different. 4:30 Tim had an experience recently with a colleague who decided that the organisational culture wasn't a good match. And so they made the decision to leave. This freed the person, and the organisation, to move forward. Pilar references Laszlo Bock's book "Work Rules" and how he incorporated this into the culture at Google. If someone wasn't performing well, then you could work with them directly but also change the context - maybe a different part of the organisation. Or maybe they were best suited to a different organisation. 6:25 Unfortunately companies and employees can sometimes misrepresent or misinterpret their preferred context during the hiring process. Ideally we'd be aware of what environments work best for us and aim for companies and roles that can accommodate us. 7:45 Things can also be quite different to how they appear on the surface. Pilar talks about a case study of a distributed company with a very flat leadership structure. However this organisation had an unofficial hierarchy and a founder dynamic that meant employees struggled to be heard. 10:00 How to identify the context that works for you? It's a big question, especially early in your career. Tim suggests that even a process of elimination, a trial and error process of identifying what doesn't work, is still good progress. 11:15 This is hard to recognise in the moment. But with hindsight we can make sense of what was or wasn't helpful to us. 12:50 We can save ourselves a lot of pain and wasted effort by understanding what will and won't succeed within our context. Pilar shares an anecdote of someone who tried to apply a productivity initiative within an organisation only to violate a cultural norm. This can be one of the big indicators that a context isn't right, when our vision of change is vastly different to the organisation's. We might need to find a new place to work! 16:20 Tim remembers a time when he badly misread the culture of his workplace because his manager had done such a great job of shielding him. A painful lesson which resulted in him being out of a job within 6 weeks of his manager leaving. 17:30 Nini Fritz of The Work Happiness Project shared something that helps her identify when it's worth applying efforts to bring about organisational change. When we see people share our desire for the outcome but they are struggling with implementation, we have the best chance to improve the context. What about you, dear listener? Is this something you think about? How can you tell when the context is right or wrong for you? We'd love to hear from you! Get in touch through our Contact Form https://managementcafepodcast.com/contact/   

In this week's episode, we revisit our conversation with Jeremy Utley. Jeremy is the Director of Executive Education at Stanford's d.school and an Adjunct Professor at Stanford's School of Engineering. He is the co-host of the d.school's widely popular program, “Stanford's Masters of Creativity.” He is the coauthor of Ideaflow: The Only Business Metric That Matters (Portfolio) with Perry Klebahn. He is also on the teaching teams of d.org, an organizational design course, and Transformative Design, a course that turns the tools of design onto graduate students' lives. One of the most prodigious collaborators at the d.school, Jeremy has taught alongside the likes of Lecrae, Dan Ariely, Laszlo Bock, and Greg McKeown. He holds a BBA with Honors in Finance from The University of Texas at Austin and an MBA from the Stanford University Graduate School of Business.

Chapter 1 What's Work Rules Book by Laszlo BockWork Rules! Insights from Inside Google That Will Transform How You Live and Lead is a book written by Laszlo Bock, who was the senior vice president of People Operations at Google. In the book, Bock shares the unique and innovative people management strategies and culture that he helped develop at Google.The book covers a wide range of topics related to work and leadership, including hiring and recruiting strategies, creating a positive work environment, fostering creativity and innovation, managing performance and feedback, and nurturing talent. Bock also shares personal anecdotes from his time at Google, providing real-life examples and practical advice for leaders and employees alike.Work Rules! offers a refreshing and unconventional perspective on work and management, challenging traditional approaches and providing new insights and ideas for creating a successful and fulfilling work culture. It presents a blueprint for leaders and organizations to rethink their approach to work, drawing on Google's experiences and experiments to offer practical advice and guidelines for improving workplaces.Overall, Work Rules! is a thoughtful and thought-provoking book that offers valuable insights and actionable strategies for anyone looking to improve their work environment and leadership skills.Chapter 2 Is Work Rules Book A Good BookYes, "Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead" by Laszlo Bock is widely regarded as a good book. It offers valuable insights and lessons learned from Bock's experience as the Senior Vice President of People Operations at Google. It explores topics such as hiring, culture, management, and innovation, providing actionable advice and strategies for individuals and organizations. Many readers have found it to be informative, thought-provoking, and practical, making it a recommended read for anyone interested in improving their approach to work and leadership.Chapter 3 Work Rules Book by Laszlo Bock Summary"Work Rules!" is a book written by Laszlo Bock, a former senior vice president of People Operations at Google. The book explores the unique organizational culture and the unconventional approach to management practiced at Google.The book starts by highlighting the importance of hiring the right people for a company. Bock emphasizes the need to focus on attributes like learning ability, problem-solving skills, and leadership potential rather than only looking at experience and credentials. He also advocates for creating a diverse and inclusive workforce, as different perspectives can lead to better decision-making and innovation.Next, Bock delves into the importance of giving employees autonomy and trust. He argues that micromanagement stifles creativity and motivation, so leaders should provide clear goals and guidelines while allowing their team members to work independently. Google encourages this through initiatives like "20% Time," which gives employees a portion of their workweek to pursue their own projects and ideas.The book also emphasizes the significance of ongoing feedback and effective communication. Bock believes that regular check-ins, coaching, and candid conversations between managers and their teams are crucial for personal and professional growth. He provides practical advice on how to conduct performance evaluations and deliver feedback in a constructive manner.Furthermore, Bock discusses the significance of creating a supportive and positive work environment. He encourages leaders to foster psychological safety, where employees feel comfortable taking risks, sharing ideas, and challenging the status quo. Google focuses on well-being programs, such as

Woher weißt du eigentlich, ob du einen guten Job machst? Wie erkennst du Blindspots oder ob du an den richtigen Dingen arbeitest?Das ist eine Frage, die sich jeder im Arbeitsleben mal stellen sollte. Weiß ich, was von mir erwartet wird? Kann ich sagen, wie Erfolg in meiner Rolle aussieht? Bzw. Was ist das ursprüngliche Problem-Statement, welches ich mit meiner Rolle lösen soll? Alles keine einfachen Fragen, jedoch notwendig, um beim nächsten Performance-Cycle und Gehaltsgespräch nicht enttäuscht zu werden.In dieser Episode sprechen wir genau darüber: Wir geben Tipps, wie du eine Art Selbst-Evaluierung zu deiner Arbeitsleistung durchführen kannst oder welche Schritte du gehen kannst, um den Prozess zu starten. Wir sprechen über die Schwierigkeit von gutem Feedback, über Job-Beschreibungen, Peer-Coaching, konkrete Arbeit als Team-Lead, Feedback-Cycle in deinem Job, wie wichtig es ist, das Business-Model der Firma zu verstehen und über Schubladendenken bei Leverage, Neutralen und Overhead-Aufgaben.Bonus: Ob CV Driven Development was schlechtes ist und ob "Da kann man nicht meckern" das Lob der Deutschen ist.Das schnelle Feedback zur Episode:

Jeremy Utley: Ideaflow Jeremy Utley is the Director of Executive Education at the Stanford d.school, and an Adjunct Professor at Stanford's School of Engineering, where he has earned multiple favorite professor distinctions from graduate programs. He co-teaches two celebrated courses, Leading Disruptive Innovation (d.leadership) and LaunchPad, which focus on creating real-world impact with the tools of design & innovation. He is also on the teaching teams of d.org, an organizational design course, and Transformative Design, a course that turns the tools of design onto graduate students' lives. One of the most prodigious collaborators at the d.school, Jeremy has taught alongside the likes of Lecrae, Dan Ariely, Laszlo Bock, and Greg McKeown. He is the author along with Perry Klebahn of Ideaflow: The Only Business Metric That Matters. Brainstorming sessions often emerge to address a problem requiring new ideas or innovation. However, the way many of us approach brainstorming vastly limits what's possible for our teams and organizations. In this conversation, Jeremy and I discuss where leaders go wrong and some of the most helpful mindsets and tactics to do better. Key Points We tend to like cognitive closure. That often stops us from moving forward more substantially during brainstorming. The Idea Ratio shows that 2000 ideas are needed for every one idea that goes to market. Most teams and organizations vastly underestimate this. Set the expectation that brainstorming is a process, not a single event. That will help you surface vastly more useful ideas. Gather initial suggestions before a session to avoid favoring extroverts and early anchoring on what's said initially. A useful way to make this is ask the language, “How might we…?” Warm-up exercises can substantially help put team members in the right mindset for creativity, especially for those with busy schedules moving between contexts. Resources Mentioned Ideaflow: The Only Business Metric That Matters by Jeremy Utley and Perry Klebahn Jeremy Utley's website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Be Present, with Dan O'Connor (episode 399) The Way to Nurture New Ideas, with Safi Bahcall (episode 418) How to Build an Invincible Company, with Alex Osterwalder (episode 470) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Summary:This week on How To Win: Casey Carey, CMO at Quantive and expert in B2B, e-commerce, and growth marketing. From heading up scaled marketing departments at giants like Google to helping build teams from the ground up at scrappy startups, Casey's expansive career has given him a wealth of knowledge and experience to draw on as a marketing executive. In this episode, Casey shares some of that knowledge with us as we discuss creating a culture that prioritizes learning from failure, the importance of timing, and why he believes brand investment is more important now than ever. I weigh in on hiring for cognitive ability, cultivating a learning mindset, and getting inside a buyer's consideration set.Key Points: Why do some companies win and others don't? (01:22) How does Casey recruit the best talent? (02:59) I talk about Google's people analytics with a quote from the former Senior Vice President of People Operations at Google, Laszlo Bock (04:59) How does Casey facilitate a highly collaborative, cross-functional culture? (06:48) I explore creating a learning mindset with a quote from Diaspora Ventures' Marvin Lao (09:58) Casey discusses how he cultivates a learning mindset in his teams (12:55) How do you balance the acceptance of failure with the need for quality? (15:24) I weigh in on the "fail fast, fail often" mindset with a quote from Photobox's Jody Ford (16:00) What does Casey attribute Quantive's success to? (18:32) I discuss the importance of timing and luck with a quote from Drift's David Cancel (22:48) Casey stresses the importance of finding your niche (25:40) Why does Carey think that, in B2B, branding is more important than ever? (27:10) I reflect on how to get inside a buyer's consideration set with a quote from author Byron Sharp (29:09) How do you win the brand preference war? (30:37) Wrap-up (31:28) Mentioned:Casey Carey LinkedInQuantive WebsiteQuantive LinkedInLaszlo Bock LinkedInMarvin Lao TwitterJody Ford LinkedInGeoffrey Moore WebsiteCategory creation and product-led differentiation with Drift's David CancelByron Sharp WebsiteMy Links:TwitterLinkedInWebsiteWynterSpeeroCXL

As we close out 2022, I'm focusing this month on how I can best prepare myself – and you – for a successful 2023. In my world, this time of year is typically filled with prediction posts and podcasts, where thought leaders share what they believe will be the challenges and opportunities ahead in the new year, related to the world of work. Since my focus is on preparing leaders – like you – to embrace the future of work, and to develop the skills necessary to lead with impact, instead of making predictions that may or may not come true, I'm sharing with you 10 areas that are critical for leaders to focus on, in order to lead with impact in the future of work. 1. Fight for Flexibility for Your Team Members People want to effortlessly work how, where, when, and for whom they want. 40% of respondents in McKinsey's Great Attrition Great Attraction Survey published in September 2021, said that Flexibility was the number one reason they accepted their current job. According to Shiftboard's State of the Hourly Worker Report, scheduling is the #1 complaint of hourly workers and the #1 cause of turnover. 85% of the hourly workers who participated in the survey reported that scheduling affects their overall job satisfaction. 2. Prioritize Career Growth and Development Opportunities for Your People According to Gloat Research Group's Great Resignation 2.0 Report, the number one reason given by employees who took a new job as to why they would leave again was the lack of career development opportunities. The same survey revealed that 54% of the employees surveyed reported that their employers either don't take their future interests and aspirations into consideration enough or not at all. 3. Help Your People to Connect with Meaning and Purpose in Their Work Connect people to something bigger than themselves and help them contribute. According to Gallup research, a 10% improvement in employees' connection with the Mission or Purpose of their organization leads to an 8.1% decrease in turnover and a 4.4% increase in profitability. I love this quote from Laszlo Bock – the current CEO & Co-founder of Humu and former Google SVP of People Operations -> “The single biggest thing you can do [as a leader] is make the work feel meaningful.” What is an organization's Purpose? It's what we do for our customers. Some good examples: Nourishing families so they can flourish and thrive - Kellogg We fulfill dreams of personal freedom - Harley Davidson We help people get jobs - Indeed.com 4. Commit to Real Change and Action with Your Diversity, Equity, Inclusion, and Belonging Efforts Set meaningful goals Track progress Hold leaders accountable Incentivize leaders To learn more about how to do this, check out Impact Makers Episode #51 - The Value of Taking a Strategic Approach to Diversity, Equity, and Inclusion with Jennifer Ingram 5. Invest in Your Leaders – Specifically Front-Line Supervisors The biggest gains businesses will witness in the future will come from hiring and training the right managers, who care for, develop, and maximize the strengths of every single employee. 70% of the variance between the highest engaged teams and persistently disengaged teams is just the manager. (Based on meta-analytics of 100 million employee interviews – Gallup) 6. Focus On Skills Identification and Development Quote from Jonas Prising - Chairman & CEO of ManpowerGroup: “Helping people to pre-skill, upskill and reskill for in-demand roles in this Skills Revolution remains the defining challenge of this decade. It was important before the pandemic and is even more critical now – to create a better workplace where everyone is able to unleash their full human potential and have a more equitable share of the prosperity.” Impact Makers Episode #64: Creating Career Pathways to Unlock Opportunity for the Workforce of the Future with Matthew Daniel 7. SEE Your People Show Appreciation. Give Recognition. Value Differences. According to the results of a SurveyMonkey / Bonusly Survey, 63% of employees who are regularly recognized were “very unlikely” to look for a job in the next 6 months, and 89% of employees who are rarely recognized are open to accepting a new job. The number one reason why people left a job without another one in hand was uncaring leaders. - McKinsey's Great Attrition Great Attraction Survey 8. Grow Yourself Own your Personal Development. Set goals, track your progress, and hold yourself accountable. Challenge yourself to learn aspects of business and leadership that are not within your current responsibilities. 9. Develop Your Influence Invest In relationships. Build trust. Share your ideas. “You don't get influence through control. You get influence through other people's positive experience of you. You get influence through people wanting you involved - not by telling them you have to be.” — Neil Morrison – Former Group HR Director, Penguin Random House now Group HR Director at Severn Trent Water 10. Embrace (and lead) Disruption. Change is a constant. Stay curious and seek out ways to lead change efforts. Impact Makers Episode #63: Defining Return on Workforce Investment in the Future of Work with Dr. Alexander Alonso Subscribe and Review We'd appreciate you subscribing to this podcast and leaving an Apple Podcasts review. Reviews help others discover and learn what Impact Makers is all about. It only takes a second and helps us out a lot! Supporting Resources: Workplace from Meta Great Attrition Great Attraction Survey: https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours State of the Hourly Worker Report: https://www.shiftboard.com/wp-content/uploads/2020/10/State-of-Hourly-Worker_Ebook_Oct-2020.pdf Gloat Research Group's Great Resignation 2.0 Report: https://gloat.com/wp-content/uploads/GreatResignationReport-2.0.pdf Gallup research - Three Ways Mission-Driven Workplaces Perform Better: https://www.gallup.com/workplace/236279/three-ways-mission-driven-workplaces-perform-better.aspx Impact Makers Episode #51 - The Value of Taking a Strategic Approach to Diversity, Equity, and Inclusion with Jennifer Ingram: https://jennifermcclure.net/2020/11/19/the-value-of-taking-a-strategic-approach-to-diversity-equity-and-inclusion-with-jennifer-ingram/ Gallup research: Managers Account for 70% of Variance in Employee Engagement https://news.gallup.com/businessjournal/182792/managers-account-variance-employee-engagement.aspx Impact Makers Episode #64: Creating Career Pathways to Unlock Opportunity for the Workforce of the Future with Matthew Daniel: https://jennifermcclure.net/2022/09/22/creating-career-pathways-to-unlock-opportunity-for-the-workforce-of-the-future-with-matthew-daniel/ SurveyMonkey / Bonusly Survey: https://www.surveymonkey.com/curiosity/employee-recognition-and-retention/ Impact Makers Episode #63: Defining Return on Workforce Investment in the Future of Work with Dr. Alexander Alonso: https://jennifermcclure.net/2022/09/15/defining-return-on-workforce-investment-in-the-future-of-work-with-dr-alexander-alonso/  Connect with Jennifer: Send her a message: https://jennifermcclure.net/contact On LinkedIn: http://www.linkedin.com/in/jennifermcclure On Twitter https://twitter.com/JenniferMcClure On Instagram: https://www.instagram.com/jennifer_mcclure/ On Facebook http://www.facebook.com/JenniferMcClureSpeaker *** Episode Credits If you like this podcast and are thinking of creating your own, consider talking to my producer, Emerald City Productions. They helped me grow and produce the podcast you are listening to right now. Find out more at https://emeraldcitypro.com.  Let them know I sent you.

In this week's episode, we talk with Jeremy Utley. Jeremy is the Director of Executive Education at Stanford's d.school and an Adjunct Professor at Stanford's School of Engineering. He is the co-host of the d.school's widely popular program, “Stanford's Masters of Creativity.” He is the co-author of Ideaflow: The Only Business Metric That Matters (Portfolio) with Perry Klebahn. He is also on the teaching teams of d.org, an organizational design course, and Transformative Design, a course that turns the tools of design onto graduate students' lives. One of the most prodigious collaborators at the d.school, Jeremy has taught alongside the likes of Lecrae, Dan Ariely, Laszlo Bock, and Greg McKeown. He holds a BBA with Honors in Finance from The University of Texas at Austin and an MBA from the Stanford University Graduate School of Business.    

Welcome to episode #854 of Six Pixels of Separation - The ThinkersOne Podcast. Here it is: Six Pixels of Separation - The ThinkersOne Podcast - Episode #854. As a dynamic and engaging speaker, Jeremy Utley translates his research into the history of invention and discovery into transformative learning experiences. He co-leads the d.school's Executive Education programs, and co-teaches two celebrated courses at Stanford, Leading Disruptive Innovation and LaunchPad, which focus on creating real-world impact with the tools of design and innovation. One of the most prodigious collaborators at the d.school, Jeremy has taught alongside the likes of Lecrae, Dan Ariely, Laszlo Bock, and Greg McKeown. He has a new book out called, Idealflow - The Only Business Metric That Matters (along with co-author Perry Klebahn). In Ideaflow, they focus on offering their proven strategy for coming up with great ideas by yourself or with your team, and quickly determining which are worthy. Creativity is everyone's business... and this book proves it. Enjoy the conversation... Running time: 58:22. Hello from beautiful Montreal. Subscribe over at Apple Podcasts. Please visit and leave comments on the blog - Six Pixels of Separation. Feel free to connect to me directly on Facebook here: Mitch Joel on Facebook. Check out ThinkersOne. or you can connect on LinkedIn. ...or on Twitter. Here is my conversation with Jeremy Utley. Idealflow - The Only Business Metric That Matters. Free bonus chapter: How To Think Like Bezos & Jobs. d.school. Perry Klebahn. Follow Jeremy on LinkedIn. Follow Jeremy on Twitter. This week's music: David Usher 'St. Lawrence River'.

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Bienvenue dans le podcast du HUMAN FACTOR by YANIRO, je m'appelle Alexis Eve et tous les mercredis je vais à la rencontre des Startups les plus véloces pour rentrer en détails dans les bonnes pratiques RH qui leur permet de faire du Facteur Humain un levier de croissance plutôt qu'un risque ! Le Human Factor ce n'est pas qu'un Buzzword, c'est aussi le nom de notre premier livre !Les clés de l'alignement entre associé.e.s, d'une organisation adaptée ou encore de la bonne relation à son travail, The Human Factor c'est 100 pages de retours terrain des plus belles startups et de bonnes pratiques actionnables.Vous pouvez retrouver Christophe Dargnies sur LinkedinLivres recommandés par Christophe :Work Rules de Laszlo Bock (ancien DRH de Google)Chemins de traverse par Emmanuel Faber Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

Dr. Zoe Chance is a professor at the Yale School of Management, and is the author of Influence Is Your Superpower: The Science of Winning Hearts, Sparking Change, and Making Good Things Happen. Her framework for behavior change is the foundation for Google's global food policy. In this conversation, Zoe describes forms of influence and discusses how good relationships lead to good work. She challenges the people to use influence for the greater good, not just for individual purposes.   https://bit.ly/TLP-322   Key Takeaways [2:11] Zoe, a sci-fi fan, named her daughter Ripley after Ellen Ripley from Aliens. [5:16] Almost all of us, even the most successful, have negative feelings about influence strategies or tactics, but almost all of us would also like to be more influential. Influence has a bad rap. We think of it as distasteful. With new science, Zoe is bringing back the idea of influence as a leadership trait. [7:06] People have different definitions of influence and manipulation. Zoe considers influence to be anything that shifts someone's thinking or behavior, including manipulation, persuasion, behavioral economics, coercion, military might, and incentives. Manipulation is someone trying to influence a person in an underhanded way with a motive that does not align with the well-being of the person. [8:13] Behavioral economics nudges are mostly imperceptible, but would not be upsetting to people being influenced for their best interest, such as attempts to get people to save more for retirement. [9:48] Over the past year, up to the rise of bad inflation, employees have had a lot of power, and companies were desperate to hire. There's been a crisis in the service industry. Now the power is shifting to employers. They want people to be there but, for the most part, they don't have good reasons for wanting people to be there. Humu's Laszlo Bock asks, “Why, to look over their shoulder?” [11:51] Jan, Zoe, and Jim discuss whether most companies need to have their employees in the office, and how the return to the office is being handled. [13:51] Jim finds that in-person meetings are much more effective than online meetings that are filled with side-text meetings within the meeting. Jim also observes the need to train new college graduates in the culture of the organization. A culture needs to be maintained and groomed like a garden and that happens better in person. [15:31] Zoe would like to see leaders be better able to create the culture that they want. Bringing people back to the office to experience a negative culture is a horrible plan. [17:19] Jim contrasts the freedom of travel and the restrictions of the cube farm he experienced early in his career. He didn't like working in a cube and it affected his career. Now, since the pandemic, everyone has enjoyed freedom, and once freedom has been enjoyed it's hard for it to be taken away. Zoe says taking freedoms and privileges away will cause a rebellion; she shares an example from a bank. [20:26] Zoe shares a story featuring the Magic Question “What would it take for that to never happen again?”, and how to use it. It acknowledges that the people you are trying to influence know much more about their life than you do. It's not perceived as pressure to follow your advice and it can lead to a commitment to the positive outcome you want. [26:05] Zoe gives a shoutout to the veterans who come through the Yale School of Management. The professors love to have veterans in their classes because they are good listeners, and pay attention to the professors, their colleagues, and their classmates. They amplify other people's ideas and ask follow-up questions; they only speak when they feel they have something important to share. [28:16] Zoe tells about her TEDx talk, “How to Make a Behavior Addictive.” She tells how a pedometer injured her body, her marriage, and her relationships. She is vulnerable to technology. Social media is addictive because it's designed carefully to keep your attention. There is evidence that social media does much more harm than good. Zoe has studied the psychology that makes people want to come back. [31:28] Zoe explains the manipulative and negative power of variable intermittent rewards. If someone is using variable intermittent rewards to manipulate you, it's an unhealthy relationship. Social media does that to us constantly. [35:38] Zoe shares advice for leaders on having difficult conversations involving challenging feedback. Have these conversations as soon as you realize that there's something amiss, ideally, that day. If you are giving criticism, the longer you wait, the more betrayed the person feels because you've been harboring resentment against them. Having the practice of bringing it up as soon as you can is life-changing. [39:35] How can you have more power within your organization? Internalize the idea that good work comes from good relationships. Reach out to get to know challenging people in other departments and ask questions. “How is this going for you? It's kind of been a struggle for me and I'd like to understand your perspective.” It's hard for people not to like you when you reach out and connect with them. [41:42] Research shows men's social and professional networks overlap a lot while women's social and professional networks do not. If you are a woman, Zoe advises you to reach out to women and men at work, especially if you're not already friends with lots of people at work. You will find a friendly rapport and reciprocity that leads to things happening more easily. Men usually have better networks. [43:41] As Zoe was writing Influence Is Your Superpower, she asked a group of people about negotiations. Only 40% of men and 17% of women said they like or love negotiating. When she asked another group to describe their most recent negotiation, their adjectives were overwhelmingly positive. About 80% of them had had a good result and felt empowered! [47:54] Zoe discusses power in an organization. Influence works the same in leadership and relationships. The idea that a leader should never apologize because apologizing gives up power is wrong to Zoe. You build a lot of social capital by apologizing at the right time, in the right way, and by taking responsibility. That's powerful! [49:44] Zoe provides an anecdote that listeners can copy about a leader raising his status by sharing the spotlight. Jess Cain VP of Customer Service at Eversource has a 96% employee engagement rating by sharing a short weekly voicemail including a spotlight on two different team members. She has 1,500 members on her team. Jan notes also that people support what they help create. [53:27] Zoe's challenge to listeners: Challenge the frame of consumerism. Thinking of ourselves as consumers has caused the climate crisis. Think about using your influence in the grand scheme and not just for your benefit. Be a role model. Zoe is donating half the profits from her book to 350.org. [56:00] Closing quote: “Think twice before you speak because your words and influence will plant the seed of either success or failure in the mind of another.” — Napoleon Hill.   Quotable Quotes “Almost all of us, … have mixed feelings about influence. … If I ask people …  what are three adjectives that come to mind when you think of influence tactics, [it's] yucky, greedy, manipulative. … When I ask … ‘Would you like to be more influential?”, all of them say, yes.” “Employees have been more productive at home than they have been at work, … but it hasn't changed the fact that employers want employees to come back.” “Employers that offer more flexibility are going to do much better in the long run, because they'll be able to recruit the best talent.” “As most academics do, we collaborate with people that we never see and that's partly because we're introverted and so we're kind of happy to be in our little cave. But there's no problem with collaborating with people that you don't see.” “If you want to onboard new people and help them make friends; to have informal conversations and collaborations, OK, that's great. We just don't need to all be at the office every single day, or even every single week, right?” “Plenty of surveys have shown that leaders are actually out of touch about the real culture of their company. … the actual reality is kind of a crappy culture. It's horrible to bring people back to the office to experience the crappy culture.” “Bringing people back to the office or allowing people to work remotely has a differential impact on women and people of color and various groups. So there's more equality when we have more flexibility. That's another reason I'm generally in favor of giving people flexibility.” “Every freedom, every privilege, should be so carefully and thoughtfully doled out with the expectation that what you're giving an employee is going to be in perpetuity, or there's going to be a rebellion.” “When she's asking this {Magic Question], she's respectfully acknowledging ‘Listen, you know all kinds of things that I don't know,” which is always the case with the people we're trying to influence. They know all kinds of things about their life that we don't.” “The most addictive piece [of social media] … is called ‘variable intermittent rewards.'” “We also often don't really realize what our expectations are until they get violated.” “Just internalize the idea that good work comes from good relationships.” “There is a ‘liking' gap of 12%, where people like you 12% more than you think that they do. And this very much includes people who you have some bit of conflict or strife with.” “The majority … have this idea of negotiations that … comes from the movies. … We don't directly observe many negotiations and we're just not realizing that in our lives, most of the time when we're negotiating, it goes pretty well. … Negotiation is not as bad as we think."   Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Rafti Advisors. LLC Self-Reliant Leadership. LLC Dr. Zoe Chance Dr. Zoe Chance on LinkedIn Yale School of Management Influence Is Your Superpower: The Science of Winning Hearts, Sparking Change, and Making Good Things Happen, by Zoe Chance Google “How Google Optimized Healthy Office Snacks,” by Zoe Chance,  Ravi Dhar,  Michelle Hatzis,  and Michiel Bakker Aliens Resident Alien Robert Cialdini Daniel Kahneman Laszlo Bock from Humu Gloria Steinem “How to Make a Behavior Addictive,” Zoe Chance, TEDxMillRiver Jeffrey Pfeffer 7 Rules of Power: Surprising—but True—Advice on How to Get Things Done and Advance Your Career, by Jeffrey Pfeffer Eversource Energy Jessica Cain 350.org Corporate Competitor Podcast, with Don Yaeger  

When Liz Fosslien and Mollie West Duffy pitched their second book, Big Feelings: How to Be Okay When Things Are Not Okay, to their publisher in January 2020, the authors were met with questions about its relevance. Fast forward six months (and three months into a new and terrifying global pandemic), and the publisher recognized this was, in fact, a very relevant book to publish. It doesn't take a rocket scientist to figure out why. In these turbulent times, with millions participating in The Great Resignation, new Covid variants emerging every few months, derailing our collective plans to move on, and many dealing with the grief they've experienced from the loss of loved ones to the virus, Big Feelings couldn't have come at a better time. Liz Fosslien, the co-author and illustrator stopped by Left to Our Own Devices to dig deep into big feelings. On this episode, Liz and Erica discuss the new book, how to express selective vulnerability (aka, bringing your most appropriate self to work), the importance of being intentional and taking time to connect and check in with colleagues, and how to introduce more stability into our teams during ever-changing times. Liz also offers two salient examples from Humu and IDEO on how to onboard in ways that will give new hires a sense of psychological safety as well as permission to bring their human to work.Big Feelings: How to Be Okay When Things Are Not Okay, by Liz Fosslien and Mollie West Duffy is out today! Pick up your copy wherever books are sold. Please Subscribe, Rate and Review on Apple Podcasts You can also listen to the show on: StitcherOvercast GoogleSpotifyResources:Quotes:“Our work is not an invitation to be a feelings firehose. We talk about this a lot in the context of leadership. And we have a practice that we call selective vulnerability. So it's really, how do you balance sharing, which builds trust and does bring teams together and increases performance over the short and long run, but you also can't really over share, right? It is still a workplace context and especially if you're leading a team, part of your role is to create stability and clarity for that team.”“I have emotions, some of them are really, really difficult. You will have them too, that's perfectly okay. But as your leader, I'm still thinking about how to make sure we're all okay together in the future.”“I will say, I am an introvert. My job involves a lot of writing and thinking, so I personally love working from home. I think back on being in an open-office floor plan, and it boggles my mind how I got anything done ever because it's so overstimulating. So I think the keys are, when you are in person, really prioritizing relationship building and connection and seeing that as how you're going to perform better in the long term.”“I've learned to take a deep breath and say, ‘Okay, we should have that five minutes [at the beginning of a meeting] just to check in with one another. And it actually makes the call much, much nicer. So I think it just requires you to be more intentional and have the moment of, ‘What do I want out of this meeting, what is my goal in connecting with this person, and then how can I structure the next 30 minutes to make that happen.'”“Somehow I always forget how restorative it is to just step away from my computer and walk outside. And I'm lucky enough to live in California, where that's an option year round. It's like, wow, being outside in the sun for five minutes has this huge impact, and I'm just always not doing it!?”On Humu's onboarding: “[Laszlo Bock] was like, ‘Hey, this is your first day, and I just want to reinforce that the interview—the audition is over. You're not auditioning anymore. You're here and we want you to grow and learn and ask a lot of questions. You're going to make mistakes, but you don't need to be worried about your position—that part is over.'”“The audition is over! We're so excited you're here, you're bringing all these valuable skills to the team. Please lean into your abilities—that's why we hired you.”“The 7 emotional states [from the book]: are uncertainty, comparison, anger, burnout, perfectionism, despair, and regret.”Links to Websites or Resources, text numbers email signupsOrder Liz and Mollie's book, Big Feelings, out nowLiz and Mollie's websiteLiz's websiteErica's websiteOrder Erica's book, Rituals RoadmapOrder Erica's book, Bring Your Human to WorkText ‘human' to 66866 to sign up for Erica's newsletter where she shares how to honor relationships well and how to bring your human to work and life. Connect with Liz:InstagramTwitterLinkedIn Connect with Erica: InstagramTwitterLinkedInFacebook

Esta es una muestra de "La influencia es tu superpoder". La versión completa tiene una duración total de 7 h 14 min. Encuentra este audiolibro completo en: https://bit.ly/lainfluenciaestusuperpoder-audiolibroNarrado por: Yadira AedoNaciste siendo influyente, pero con los años aprendiste a reprimir ese talento, a ser obediente, a esperar tu turno, a no hacer ruido. Zoe Chance, profesora de la Universidad de Yale, te muestra cómo redescubrir ese superpoder y cómo convertirte en una persona a la que todos quieran decirle que sí. La influencia no funciona como crees, porque las personas no piensan como crees. Aléjate de las percepciones erróneas del pasado -como la idea de que una negociación es una batalla y para vencer has de someter al adversario- y entiende por qué tus estrategias actuales, de hecho, te están haciendo menos influyente. Descubrirás cómo se toman realmente las decisiones y qué influye de verdad en el comportamiento; * aprenderás a negociar de manera efectiva y creativa, * a conquistar a las personas reticentes, * a buscar aliados entusiastas y * a reconocer a los manipuladores antes de que sea demasiado tarde. La influencia es tu superpoder te enseñará cómo transformar tu vida, tu organización y, tal vez incluso, el curso de la historia. Un enfoque ético de la influencia que puede mejorar la vida de todos, empezando por la tuya. Reseñas: «Este libro es único. Te arrastra con la promesa de un tema importante, te seduce con historias cautivadoras y te regala lecciones de vida, científicamente demostradas, sobre la influencia social. Cuando me acercaba al final solo quería que no terminara».ROBERT CIALDINI, autor de Influencia y Pre-suasión «Divertido, lleno de historias magníficas y basado en una investigación innovadora, La influencia es tu superpoder propone nuevas pautas de persuasión para hacer del mundo un lugar mejor».CHARLES DUHIGG, autor de los best sellers El poder del hábito y Más agudo, más rápido y mejor «Un libro comprometido sobre el arte de persuadir a los demás a decir que sí. La investigación de Zoe Chance no solo expandirá tu repertorio de habilidades persuasivas, sino que probablemente reducirá tu miedo a ser rechazado.»ADAM GRANT, autor del best seller Piénsalo otra vez «Una obra aguda y accesible que te hará mucho más influyente e incluso mejor persona».DANIEL H. PINK, autor de los best sellers ¿Cuándo?, La sorprendente verdad de lo que nos motiva y Vender es humano «Una lectura perspicaz y dinámica para descubrir el secreto de cómo liderar con humildad».ED CATMULL, cofundador de Pixar y autor de Creatividad, S.A. «Lecciones importantes con la maestra ideal».LASZLO BOCK, autor de La nueva fórmula del trabajo «Este libro te pone a prueba. Una vez que hayas aprendido cómo funciona la influencia, dependerá de ti hacer algo significativo, mejorar las cosas». SETH GODIN, autor de La vaca púrpura y Esto es marketing© 2022, Penguin Random House Grupo Editorial, S. A. U.#penguinaudio #audiolibro #audiolibros #chance #zoechance See acast.com/privacy for privacy and opt-out information.

Employee engagement is at the core of what keeps people motivated, productive, and happy at work. But unlocking what keeps people engaged is easier said than done. That's why Julie Jeannotte, senior researcher at Officevibe by GSoft, is on a journey to create a product that measures and responds to engagement. Using pulse surveys and curated conversation starters, Officevibe is measuring human nature with science and creating a space for real talk at all levels of the workplace.    Follow us on LinkedIn and Twitter to see the latest in Better Product, a show part of the Better Product Community powered by Innovatemap. The community is the connection point for product leaders & practitioners to learn and share what it takes to design, build, market, and sell better products. Learn more at betterproduct.community.    Takeaways:  In people ops, asking questions is what matters most. But how you ask will determine what you uncover.  When employees are more engaged, they're more productive & innovative.  Recognition and sense of purpose are drivers of engagement that people ops products can harness.    Things To Listen For:   [1:30] Introducing Julie Jeannotte and her experiences in HR and people ops  [5:00] How product thinking and agility found its way into the HR industry [7:00] The people ops mantra: finding ways to “put employees first”  [7:30] Considering people ops as an approach vs. a business function [8:00] Why people ops products need to introduce more than cosmetic changes, like fun title changes (“chief happiness officer”)  [9:00] The original people ops definition from Laszlo Bock: helping employees be “productive, healthier, and happier”  [10:30] How Officevibe shapes employee experiences through pulse surveys  [11:00] How Officevibe's parent company, GSoft, embraces a “fail, adapt, learn, build, and grow” philosophy [12:00] Why Officevibe's product features strive to build “cultures of feedback”  [16:00] The science behind Officevibe's pulse surveys, illustrated by a tree   [19:30] Without good relationships, engagement efforts in product fall apart  [26:30] Expectations in the employee-employer contract are changing

With an uptick in challenges like the Great Resignation and remote work, companies who are hiring today must understand people—their users—in order to thrive. Tim Pröhm, vice president at the KellyX Digital Innovation Lab, recognizes this opportunity and is using it to introduce agile product thinking and a significant digital transformation to the 75-year-old recruiting firm Kelly. Kelly impacts thousands of workers around the world each year and is setting the example for how to attract and retain talent at a critical moment. In this episode, Tim shares how his team encourages startup strategy in the enterprise world, and how they are bringing the people ops wave to new heights through Kelly's reach.    Follow us on LinkedIn and Twitter to see the latest in Better Product, a show part of the Better Product Community powered by Innovatemap. The community is the connection point for product leaders & practitioners to learn and share what it takes to design, build, market, and sell better products. Learn more at betterproduct.community.    Takeaways:  People ops products only succeed if they are customized to the holistic employee experience.  The job of people ops is to ask, “what do the people in your organization need to be successful?” Things To Listen For:   [1:30] Tim's journey to product & his career intersections with the service industry [3:30] Background on Kelly and its global influence in the staffing & talent industry  [4:30] How technology & product thinking emerged in Kelly's work in recent years [5:00] “It's not about the human interaction anymore” in a digital world  [5:30] Innovation emerged through rapid prototyping, being responsive to users [7:00] Lessons from Laszlo Bock's book, “Work Rules!” on people ops vs. HR  HR focuses on compliance and traditional administration  People ops focus on “the full, real experience” in the organization [8:00] Why you shouldn't exclude people ops leaders from strategic product decisions  [8:30] If you can't retain or attract talent, your org will fail; people ops can help  [11:30] HR professionals tried to “rebrand” as people ops before, but it didn't work  [12:30] COVID made companies realize workforce strategy needs to be holistic [13:30] The reality of “the overwhelmed employee” experience (hint: it's more common than you might think) [21:00] The importance of real-time visibility in business and people ops  [23:00] How automation, hiring, and people ops go hand-in-hand [25:00] The growing importance of qualitative research  [27:00] “Digital transformation is a neverending exercise” [30:00] Why startups and corporations need to “cross-pollinate”

In our latest conversation, Side of the Desk is joined by Bill Ackerman, Head of HR, and his friend, co-founder and CEO of Humu, Laszlo Bock. Hear their discussion on how Fidelity collects feedback from associates on their managers through Humu to offer personalized coaching on their performance, as well as a piece of career advice you may never have thought of to consider. #FidelityAssociate

In our latest conversation, Side of the Desk is joined by Bill Ackerman, Head of HR, and his friend, co-founder and CEO of Humu, Laszlo Bock. Hear their discussion on how Fidelity collects feedback from associates on their managers through Humu to offer personalized coaching on their performance, as well as a piece of career advice you may never have thought of to consider. #FidelityAssociate

Many employers are coming to a huge realization: there's power in investing in people. But keeping teams happy, organized, and engaged at work can be easier said than done. That's why in recent years, dozens of digital products have emerged to give rise to the challenge. So-called people operations, or people ops, products exist to give workers better processes that can help them believe in (and stay) at their companies amid challenges like the Great Resignation. In this series of Better Product, we're exploring how people ops products are one way employers can ensure their teams are seen, heard, and respected, and why these products are growing in popularity.    We're talking to leaders in the people ops space, including:  John Wetzel, CEO & Co-Founder of Gather  Tim Prohm, VP at the KellyX Digital Innovation Lab  Julie Jeannotte, Employee Engagement Expert & Senior Researcher at Officevibe by GSoft   Our producer Erica is joining the conversation to ask the tough questions and be an advocate for you, our listeners. Want to add your own take? Write a note or record a voice memo, and send it to erica.irish@innovatemap.com to join the conversation.  Follow us on LinkedIn and Twitter to see the latest in Better Product, a show part of the Better Product Community powered by Innovatemap. The community is the connection point for product leaders & practitioners to learn and share what it takes to design, build, market, and sell better products. Learn more at betterproduct.community. Takeaways:  People ops products are multiplying, but the shift from HR isn't new.  Companies that take people ops seriously keep their employees at the center and create a culture with them in mind.  Product leaders in people ops are trying to measure and respond to human nature with tech.    Things To Listen For: [3:00] Why we're talking about people ops, vibe shifts, and the future of work [6:30] How we define people operations vs. HR [7:30] “People ops is about creating a better holistic experience for teams” [8:30] Exploring our different levels of work experience  [12:30] Tying today's people ops products back to 2006, Laszlo Bock, and Google [13:00] People ops products ask: how can companies fit the way they operate into people's lives—not the other way around [14:30] Design to design ops, security to security ops, and people to people ops  [16:00] In the age of remote work, companies have to consider, “what else do I have to offer?” [17:00] People ops lets companies “create the canvas for culture to emerge” [19:30] People ops products have to be intentional about fostering interactions [20:00] How the people ops transformation is “making the attention to people and experience more systemic”

A record 4.3 million workers in America quit their jobs in August.Anthony Klotz coined this ongoing phenomenon "The Great Resignation."Klotz is an organizational psychologist at Texas A&M University.In part, he says, the pandemic has made workers reevaluate what they are actually getting out of their jobs."During the pandemic, because there was a lot of death and illness and lockdowns, we really had the time and the motivation to sit back and say, do I like the trajectory of my life? Am I pursuing a life that brings me well-being?" Klotz said.Employers are also having to rethink what their employees really need.NPR's Audie Cornish spoke with Laszlo Bock, co-founder and CEO of the human resources company Humu, about the basic human need for respect."You know, in the pandemic, people have talked a lot about essential workers, but we actually treat them as essential jobs," said Bock. "We treat the workers as quite replaceable."In participating regions, you'll also hear a local news segment that will help you make sense of what's going on in your community. Email us at considerthis@npr.org.

A record 4.3 million workers in America quit their jobs in August.Anthony Klotz coined this ongoing phenomenon "The Great Resignation."Klotz is an organizational psychologist at Texas A&M University.In part, he says, the pandemic has made workers reevaluate what they are actually getting out of their jobs."During the pandemic, because there was a lot of death and illness and lockdowns, we really had the time and the motivation to sit back and say, do I like the trajectory of my life? Am I pursuing a life that brings me well-being?" Klotz said.Employers are also having to rethink what their employees really need.NPR's Audie Cornish spoke with Laszlo Bock, co-founder and CEO of the human resources company Humu, about the basic human need for respect."You know, in the pandemic, people have talked a lot about essential workers, but we actually treat them as essential jobs," said Bock. "We treat the workers as quite replaceable."In participating regions, you'll also hear a local news segment that will help you make sense of what's going on in your community. Email us at considerthis@npr.org.

The team is working on new episodes of the Gartner Talent Angle podcast, which will start rolling out in a few weeks. In the meantime, new host Dion Love shares some of the team's favorite episodes of the show. This episode originally aired in March 2017. Laszlo Bock believes that giving people freedom and supplementing our instincts with hard science are steps on the path to making work meaningful and people happy. Laszlo joins the Talent Angle to discuss the seminal importance of recruiting, rethinking engagement, creating transparent workplaces, fostering feedback, and so much more.

Founders Focus is the show where we get up close and personal with the leaders of the recruitment technology businesses changing the way we work today Next up are Benjamin Sesser and Teddy Chestnut, Co-founders of Brighthire, the interview analytics company which gives employers the edge in making smarter decisions at job interview.  - Who are Benjamin and Teddy? - What are their leadership values? - What is the difference between being C-level vs Senior Exec? - What happens when you two disagree? - Were you always going to be doing startup, leading a business? - What skills are you guys lacking as C-level execs? How do you fill it? - What do you look for when hiring for leadership potential - What are you doing to do with all that Series A money? - What does the product roadmap look like for 2021? All this and more as we take a deep dive into the business leaders building the technology changing the way we work today. Ep8 of Founder's Focus is sponsored by Brighthire BrightHire's interview intelligence platform helps business leaders make better, faster and more equitable hiring decisions. Built seamlessly on top of the tools teams already use, our platform automatically records and transcribes interviews, unlocks speed and collaboration across hiring teams, and brings evidence and insight into every hiring decision. BrightHire is advised by renowned organizational psychologist Adam Grant, and backed by Laszlo Bock, Jeff Weiner, Rosanna Durruthy, and the investors behind Figma, MongoDB, Instacart and DataDog.  Want to learn more?  Schedule a demo with the BrightHire team today.

Today’s guests are Sam Baxendale and Swee Jim Ho, Founders of Kinetik Hiring – an outsourced talent acquisition business based in KL, Malaysia. Yes, you heard it right. We have two guests on this episode – so you’re in for a treat this week. Sam and Jim share how they started Kinetik Hiring during Covid, achieved goals in 2020 and what their future looks like in this unique talent outsourcing landscape. We also discuss the importance of building a successful co-founder working relationship, how they build complementary roles and accomplish goals together. So if you are looking to start a venture business or compose a co-founder team, tune in to find out more. What I really enjoyed about recording this cast with Sam and Jim is their down to earth, humble approach to their new business and the emphasis of the unique, specialised hiring funnel. This podcast is proudly sponsored by Vincere, the #1 CRM in the world. If you enjoy our podcast, follow us & share this episode with a colleague. Please don’t forget to follow us on Instagram, Twitter, YouTube and LinkedIn for weekly tips from the host on the recruitment sector. Workshops are back on – reach out to find out more on the team and leadership workshops available at enquiries@thecareerestablishment.com. If you are a recruitment leader and passionate about gender equality and see that your clients place emphasis on supplier diversity then sign up as a company member to our newly launched group “Women in Recruitment Asia” at andrea@womeninrecruitmentasia.com. Course Outline: [03:50] – Background of Sam [09:20] – Background of Jim [10:30] – Starting up Kinetik Hiring during Covid [13:50] – Uniquenesses of Kinetik Hiring to other agencies [21:00] – Goals in 2020 and how did Kinetik achieve them [28:00] – What Kinetik Hiring is looking for talents [33:10] – Challenges during the early days of a new business [38:30] – Key pillars of the business [46:20] – Future of the RPO market in Malaysia [50:12] – Building a strong partnership between two Co-founders [1:01:40] – Rapid fire round Connect with the guest: Sam Baxendale, Co-Founder at Kinetik Hiring Reach out at https://www.linkedin.com/in/sambaxendale/ Swee Jim Ho, Co-Founder at Kinetik Hiring Reach out at https://www.linkedin.com/in/swee-jim-ho-11b071104/ Connect with the Host, Andrea Ross: Andrea.ross@thecareerestablishment.com Andrea.ross@talenttalkasia.com (if you are keen to be a guest on the show). enquiries@thecareerestablishment.com Connect with The Career Establishment: Follow Us: www.thecareerestablishment.com Follow Us: https://www.linkedin.com/in/andrearossrecruitmenttrainer/ Follow Us: https://www.instagram.com/thecareerestablishment/ Resources mentioned on the show : Book: Work Rules by Laszlo Bock, SVP of People Operations at Google https://www.workrules.net/ Book: Start with Why by Simon Sinek https://www.amazon.sg/Start-Why-Leaders-Inspire-Everyone/dp/1591846447

รีวิวหนังสือ Work Rules เขียนโดย Laszlo Bock หนังสือพูดถึงกฎ 10 ข้อที่ทำให้ Google เป็นบริษัทที่มีความสุขและสร้างนวัตกรรมได้เยอะที่สุด --- Send in a voice message: https://anchor.fm/sakol/message

รีวิวหนังสือ Work Rules : Insights from Google that will transform how you live and lead ตอนที่ 1 เขียนโดย Laszlo Bock หนังสือพูดถึงวัฒนธรรมหรือกฎเกณฑ์เพื่อรักษาสมดุลย์ระหว่างองค์กรที่มีความคิดสร้างสรรค์และการบริหารจัดการโครงสร้างที่ใหญ่ --- Send in a voice message: https://anchor.fm/sakol/message

Feast your ears baby because this is one exciting episode! This week I sit down with broadways own Erin Clemons-Andrulonis! Can you believe it?! We discuss working together, being vulnerable, dealing with racism, understanding micro aggression, privilege, working on Broadway, and much more including a haunting Heather Headley impersonation! Listen up as we answer that age old question: is there no business like show business???? Erin's Instagram: https://instagram.com/erineclemons?igshid=1qhfbabo2hw2d Erin's website: https://erinelizabethclemons.com/ Michael's Instagram: https://instagram.com/mstewart16?igshid=udkzdesp519o Podcast Instagram: https://instagram.com/alittlesomethinggaypodcast?igshid=j5ai3vob3fej Book recommendations: Stamped from the Begining by Ibram X. Kendi Home Going by Yaa Gyasi The Person You Mean to be by Dolly Chugh and Laszlo Bock

QGEN Podcast ซีรีส์นี้ เราจะหยิบยกหนังสือที่ถือว่าเป็นสุดยอดด้าน Talent Management ซึ่งคัดสรรโดย คุณบี อภิชาติ ขันธวิธิ Managing Director ของ QGEN Consultant เพื่อสรุปเนื้อหาและ Practice สำคัญที่ทุกผู้บริหารและ HR สามารถนำไปปรับใช้กับองค์กรได้ . สำหรับ EP.1 เราจะพูดถึงหนังสือที่มีชื่อว่า Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead โดย Laszlo Bock อดีต Senior Vice President of People Operations ของ Google, Inc. . โดยหนังสือเล่มนี้เล่าตั้งแต่แนวคิดของ Google ในการที่จะสร้าง Innovation ต่าง ๆ ที่จะเปลี่ยนโลก รวมถึง Policy & Practice ต่าง ๆ ที่จะ Motivate ให้พนักงานทุกคนสร้างสรรค์ Innovation ใหม่ ๆ จนทำให้ Google ก้าวขึ้นมาเป็นหนึ่งในผู้นำด้าน Technology & Innovation ของโลก และเป็น 1 ในบริษัทที่ทุกคนอยากร่วมงานด้วย #QGEN #QGENPodcast

Human beings work more than they do anything else in life. This fact is a great reason to pursue an enjoyable occupation; the kind of work that brings a feeling of accomplishment, pride and if you are really fortunate, a sense of freedom and joy. So why do so many employees see their jobs as just a paycheck or a means to an end? Why do good workers stay in dehumanizing jobs with dysfunctional management and toxic cultures? A handful of the world’s companies have cracked the code on workplace culture. Not surprisingly, Google is one of them. The world’s companies continue to study Google’s culture and ask, “Why are Google employees so happy?” “How does Google create a fun environment for its people?” “What can I do in my own organization to replicate Google’s success?” Laszlo Bock, Google’s innovative Senior Vice President of People Operations, offers his best answers to these puzzling questions in his book Work Rules! Bock shares valuable insights and experiences from 15 years as a leader of Google’s strategy to attract, develop and retain the world’s top talent. He credits Google’s distinctive management philosophies and its unique approaches to people, culture, talent and leadership as the reason why Google is recognized as the most sought-after place to work on the planet. Bock draws on what he believes to be true and the latest research in behavioral economics and human psychology and asserts that any team can be built around the same principles Google has used to become a dynamic workplace filled with happy, creative and productive employees. Work Rules! is a simple playbook for leaders and organizations to strike a balance between creative freedom and structure that generates success in the quality of life as well as market share. And it is easier than you think. Bock himself even admits it’s not rocket science.

Should you benchmark an organization's culture?   Can the best practices of one company be replicated in another?  The book that triggered this conversation is 'No Rules Rules' written by Reed Hastings and Erin Meyer. Reed Hastings is the founder and CEO of Netflix. Netflix is famous for its unlimited vacation policy and no policy on business expenses.  Do creative organizations needs a different culture to thrive.  Would practices like Talent Density and Radical candor work in India? In this episode, Neha Pant and Abhijit Bhaduri (@abhijitbhaduri) discuss if the culture of an organization can be benchmarked. Here is a quick summary of the book here https://bit.ly/32zUUSz  The other books mentioned are Work Rules by Laszlo Bock and Reinventing Organisations by Frederick Laloux (Watch him here https://youtu.be/GxGGkrtKZaA).  The episode describes the role of the leader in shaping culture through their talent strategy. Tell us what you think by emailing us at shrmindia@shrm.org

Brilliant in 20's first guest, Laszlo Bock, is the former Senior Vice President for People Operations at Google, author of “Work Rules!,” and co-founder and CEO of HUMU, whose mission is to make work better through machine learning, science, and a little bit of love. LaVerne Council and Laszlo discuss real approaches to making the workplace better every day, even in a crisis, the 3 Cs every leader can practice, and the best way to affect meaningful change. HUMU is offering free remote work nudges during COVID-19 at https://humu.com/remote-nudges/

No episódio de hoje, o Andrea vai comentar 3 frases do Laszlo Bock, um profissional extraordinário de RH que foi chefe global de Recurso Humanos no Google por 10 anos, que falam sobre a importância de treinar micro habilidades sob contextos diferentes, sobre humildade intelectual e aprendizado contínuo, e o poder da credibilidade para construir sua reputação dentro da empresa. Laszlo Bock hoje é é co-fundador e CEO da Humu, uma startup da área de HR Tech, e é autor do livro Work Rules! (Um novo jeito de trabalhar!) , um guia prático para encontrar significado no trabalho e em tudo que queremos, né? E aí, vamos abrir juntos a porta do laboratório da Metanoia?

Regardless of role, work can suck sometimes. Laszlo Bock, CEO and Co-Founder of Humu, a company that aims to make work better by encouraging people towards better habits and unlocking their potential, is focused on changing that. He’s dedicated the last decade of his career to bridging the gap between what we wish work was and what it actually is. In this episode of the Creative Confidence Podcast, he shares insights and tips on how we can make work better by sending small behavioral nudges to cultivate more empathy, equity, and resilience in the office. View the full recap at ideou.com/blog.

In this episode, host Ryan McCostlin discusses how utilizing a robust human resource information system (HRIS) like BerniePortal allows you to recruit, hire, manage, and retain Millennial employees—all while demonstrating your company's values and culture. https://youtu.be/okhyzWylzmw (Watch this episode on YouTube) http://bit.ly/2NEQ5Qb (BerniePortal: The all-in-one HRIS that makes building a business & managing its people easy. ) https://bit.ly/what-is-an-hris (What is an HRIS?) https://bit.ly/2WT3dWZ (Performance Management: Internal Case Study) https://amzn.to/2WPqE37 (Recommend Read: The Millennial Whisperer: The Practical, Profit-Focused Playbook for Working With and Motivating the World's Largest Generation by Chris Tuff) https://amzn.to/2LZxWvj (Recommend Read: Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead by Laszlo Bock) https://amzn.to/2AMthKB (Recommend Read: The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers by Ben Horowitz) https://www.bernieportal.com/hr-party-of-one/#episode-5 (Related Episode: How to Write Job Descriptions) https://university.bernieportal.com/ (BernieU: Go deeper with BernieU's free course The Foundation of Employee Retention. Free and eligible for continuing education hours for HRCI + SHRM certifications. Enroll now to start earning your recertification credits.) https://twitter.com/HRPartyofOne (Follow HR Party of One on Twitter)

I detta avsnitt pratar vi om distansarbete och vilken roll den fysiska arbetsplatsen egentligen spelar. Under Coronapandemin har många människor fått ställa om hur det arbetar och kanske ger det oss ett tillfälle att utvärdera relationen mellan arbete och arbetsplats. När är vi egentligen som mest produktiva och vilken typ av arbete passar sig bäst för vilken typ av arbetsplats? På detta tema tipsar vi också om TV-serien The Office, filmen Office space och boken Work Rules! av Laszlo Bock. See acast.com/privacy for privacy and opt-out information.

En este podcast hablaremos de los elementos que nos mencionan Laszlo Bock y Daniel Coyle en sus libros (Work Rules y Culture Code respectivamente) sobre la cultura de empresa y que elementos son fundamentales para preparar la cultura de nuestra organización. Seguridad Vulnerabilidad Propósito Voz Transparencia Además les contare la historia de un Ejecutivo que decía estar siempre "a tope de trabajo". Visita mi blog: http://goleap.cl/blog

So, what does Adam Davidson, author of The Passion Economy: The New Rules for Thriving in the Twenty-First Century mean by the Passion Economy? Who are some people and companies doing well in this new century and how are they doing it?Adam Davidson (@adamdavidson on Twitter)is the Cofounder of NPR's Planet Money podcast; a writer at The New Yorker, where he covers economics and business; and the CEO of Three Uncanny Four, a leadership podcast production company. Listen for discussions about Jason Blumer, Meghan Phillips, Katie Weissenborn, Laszlo Bock, and others in this insightful look at how companies and people have become Passion Economy stars!Follow Adam on Twitter, @adamdavidson. Learn more about Jason at jasonblumer.com, Meghan Phillips at workbyhoney.com, Katie Weissenborn at generalpencil.com and Laszlo Bock at humu.com. Learn more about Adam and his partner Laura Mayer's new company in this article: https://rainnews.com/three-uncanny-four-teams-with-adam-mckay-for-new-podcast-production-venture/EVERY small to midsize business owner / leader should read this book! Here's the link to Amazon: https://www.amazon.com/Passion-Economy-Thriving-I would love to get your comments and questions on this or any Business Builders Show. Call or text me at 570 815 1626. Be sure to subscribe to the Business Builders Show with Marty Wolff on Apple Podcasts, iHeartRadio, Spotify or your fav podcast app. Thanks for listening! See acast.com/privacy for privacy and opt-out information.

„Uber“ hatte ich mir ja schon vor Monaten heruntergeladen anlässlich eines Düsseldorf-Besuchs, aber die App dann doch nicht verwendet. In Rom habe ich den Taxidienst sofort nach der Ankunft genutzt, um vom Flughafen zum Hotel zu kommen. Und ich war begeistert. Die App zeigt mir an, wo der Fahrer gerade ist und wann er ankommt. Beides passte genau. Das Bezahlen funktioniert problem- und bargeldlos per App. Uber ist ein Beispiel dafür, wie findige Unternehmer eine Branche neu denken und die Platzhirsche aufmischen. Und die traditionelle Konkurrenz ist ein Beispiel dafür, wie andere sich gegen Neues stemmen, am Alten festhalten – und untergehen. Auch in Österreich wird das mittelfristig so sein, auch wenn bei uns die Beharrungskräfte so stark sind, dass Uber bislang der Zugang zum Markt teilweise verweigert worden ist. Bei der Lektüre des Interviews mit Laszlo Bock konnte ich den Text-Marker gar nicht aus der Hand legen, so viele bemerkenswerte Aussagen habe ich angestrichen. Vertrauen, Transparenz, Mitspracherecht sind drei der Schlüsselwörter, die schon ahnen lassen, in welche Richtung die Aussagen des Google-Strategen gehen. Sein Buch habe ich mir sofort bestellt. Einen detaillierten Blick ins Interview und meine Kommentare dazu findet Ihr, wenn Ihr das Video klickt.

¿Que es eso que hace que la cultura de Google sea tan única? ¿Lo suficiente como para que tantas empresas sueñen y se esfuercen en replicarla? ¿Por que es tan potente y como nos puede ayudar durante estos momentos tan difíciles como los que estamos viviendo ahora? Por supuesto que todo esto viene ligado al propósito como hablamos en artículos anteriores: “El Propósito es la brújula de una empresa” y “5 criterios de un propósito potente e inspirador”. En este episodio hablamos sobre los 3 elementos de Google para tener una cultura tan fuerte y positiva. También explicamos las 10 reglas sobre las que habla Laszlo Bock (ex Vice Presidente de Operaciones y Personas en Google) en su famoso libro "Work Rules!"

Matt talks about NBA League Pass options, streaming television platforms, NFL Week 7, Amazon/Google announcements, Disney Plus, Laszlo Bock, and the Succession Season 2 finale.  

410: Humu Co-Founder and CEO Laszlo Bock describes the genesis, development, and deployment of Nudges, which were created to address that problem that great numbers of people are miserable in their jobs. Nudges are digital reminders that prompt the small actions that are most impactful when driving five factors: organizational performance, retention, individual happiness, inclusion, and innovation. In addition to using the product themselves, Humu targets large organizations as customers in order to make the greatest impact toward their mission and to ensure that they are developing products around data sets that are representative of the general population of workers. We also discuss the values that Laszlo draws from his time at Google, why he believes analytics, statistics, and computer science will drive a revolution in HR, and how immigrants, such as Laszlo himself, are fundamentally entrepreneurial in character.

410: Humu Co-Founder and CEO Laszlo Bock describes the genesis, development, and deployment of Nudges, which were created to address that problem that great numbers of people are miserable in their jobs. Nudges are digital reminders that prompt the small actions that are most impactful when driving five factors: organizational performance, retention, individual happiness, inclusion, and innovation. In addition to using the product themselves, Humu targets large organizations as customers in order to make the greatest impact toward their mission and to ensure that they are developing products around data sets that are representative of the general population of workers. We also discuss the values that Laszlo draws from his time at Google, why he believes analytics, statistics, and computer science will drive a revolution in HR, and how immigrants, such as Laszlo himself, are fundamentally entrepreneurial in character.

Open Sourced Workplace Presents: Laszlo Bock - Work Rules! Aritlce Link: https://www.opensourcedworkplace.com/news/laszlo-bock--work-rules Narrated By Alek Dincoff To see the written article or others like this, visit opensourcedworkplace.com

Nachdem er viele Jahre neben seinem Studium als Skipper von Segelyachten gearbeitet hatte, entschied sich Hanno, Kapitän eines Startups zu werden. Mit drei Studienkollegen gründete er 2015 Personio mit dem Ziel, HR-Management- und Recruiting-prozesse für kleine und mittlere Unternehmen zu digitalisieren. Nachdem er mehrere Teams und Abteilungen aufgebaut und geleitet hat, ist er nun in der CEO Rolle dafür verantwortlich alle Teams um die gemeinsame Vision, die führende HR Software für kleine und mittelständische Unternehmen aufzubauen, zu alignen und alle dafür notwendigen Ressourcen bereitzustellen. Hanno hat Wirtschaftsingenieurwesen und Technologiemanagement der TU München und dem CDTM studiert und zwischenzeitlich auch zwei Semester an der Columbia University in New York und der University of Auckland in Neuseeland verbracht. Über Personio Personio ist das Unternehmen hinter dem HR-Betriebssystem. Die HR-Management- und Recruiting-Lösung richtet sich an Unternehmen zwischen 10 und 1500 Mitarbeitern und ermöglicht diesen, alle Mitarbeiterdaten über ein einziges System zu speichern, zu verarbeiten und zu verwalten. Dazu gehören Funktionen wie Urlaubs- und Krankheitsverwaltung, eine digitale Personalakte, die Lohnbuchhaltung und vieles mehr. Personio bietet auch Rekrutierungsfunktionen, die es der Personalabteilung ermöglichen, Bewerber zu verwalten, Interviews zu terminieren und den gesamten Prozess bis zur Einstellung und em Onboarding digital abzubilden. Seit der Gründung im Jahr 2015 ist Personio auf über 1000 Kunden und mehr als 130 Mitarbeiter angewachsen. Das Unternehmen hat bislang 12,5 Mio. € in Venturecapital von führenden Investoren wie Northzone und Global Founders Capital eingesammelt.   Dein größter Fehler als Unternehmer?  Ich bin ein "first-time founder" und mache daher ständig Fehler. Ich glaube nicht, dass ich einen bestimmten Fehler als meinen Größten Fehler identifizieren könnte, aber ich glaube das wichtigste ist vieles erstmal als Experiment zu sehen und dann davon zu lernen.   Deine Lieblings-Internet-Ressource?  Ich bin power user von dem Productivity Tool Alfred, arbeite sehr intensiv mit der Gsuite von Google und nutze natürlich für alle Personalprozesse unser eigenes Tool Personio.   Link zur Ressource:  https://www.alfredapp.com/ https://gsuite.google.com/ https://www.personio.de/ Buchtitel 1:  The Hard Thing About Hard Things; Ben Horowitz Buchtitel 2:  Work Rules; Laszlo Bock   Kontaktdaten des Interviewpartners:  https://www.personio.de/ https://www.personio.de/ueber-uns/jobs/ https://www.facebook.com/personiohr/ https://www.instagram.com/inside.personio/ https://medium.com/inside-personio https://www.linkedin.com/in/hanno-renner/ https://www.facebook.com/hanno.renner   +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++ Mehr Freiheit, mehr Geld und mehr Spaß mit DEINEM eigenen Podcast. Erfahre jetzt, warum es auch für Dich Sinn macht, Deinen eigenen Podcast zu starten. Jetzt hier zum kostenlosen Podcast-Workshop anmelden: http://Podcastkurs.com +++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++     Erfolg kann man lernen. Jeder. Im Erfolgspodcast TomsTalkTime von Tom Kaules lernst Du in inspirierenden Interviews und einzelnen Storys die Strategien von erfolgreichen Unternehmern und Prominenten. Du lernst in Experten-Interviews wie erfolgreiche Menschen erfolgreich geworden sind und warum sie erfolgreich bleiben. Wie sie den richtigem Umgang mit Erfolg und auch den Umgang mit Niederlagen gelernt haben. Das richtige Mindset ist wichtig, um richtig viel Geld zu verdienen, glückliche Beziehungen führen, mit sich selbst im Einklang zu sein und dadurch Beruf und Familie bestens miteinander vereinbaren zu können. Einschalten. Zuhören. Sich motivieren und Inspirieren. Lernen. Tun. Erfolg haben.

In this episode, Caleb talks with social psychologist, Dr. Dolly Chugh, about unconscious bias, having healthy conversations about privilege, how to become the person you mean to be, and more. ------------- *Guest Links* ------------- [Dolly's website][1] [Dolly on Facebook][2] [Dolly on Twitter][3] [The Person You Mean to Be by Dolly Chugh][4] ----------------- *Links Mentioned* ----------------- [Work Rules! by Laszlo Bock][5] [Project Implicit by Harvard][6] ------------------------------------------- *The Learner's Corner Recommended Resource* ------------------------------------------- [RELEVANT Podcast: Episode 697: Social Club Misfits][7] [Pastor PreachersNSneakers Should Concern You by Sam Luce][8] ----------------- *Episode Sponsor* ----------------- Reach out to Sam Massey - sammassey77@gmail.com [Sam on Instagram][9] ----------------- *What We Learned* ----------------- The story behind Google's Laszlo Bock endorsing the book. What unconscious bias is. Everyone either has a headwind or tailwind. Research shows that the person with the headwind speaks up they are not taken as seriously as the person with the tailwind. How to have healthy conversations about privilege Light based conversations vs. heat based conversations The 20 / 60 / 20 Rules How to have healthy conversations on social media The difference between willful ignorance and willful awareness When we see humanity in others it gives us permission to see our own humanity. How to get started. The difference between a fixed mindset and growth mindset is a learning mindset. ------------------------ *New Episode Every Week* ------------------------ Thank you for listening to the Learner's Corner Podcast. We hope you'll join us for next week's episode. Until next time, keep learning and keep growing. [1]: http://www.dollychugh.com [2]: https://www.facebook.com/dolly.chugh.author [3]: https://twitter.com/DollyChugh [4]: https://www.amazon.com/gp/product/0062692143/ref=dbs_a_def_rwt_hsch_vapi_taft_p1_i0 [5]: https://www.amazon.com/Work-Rules-Insights-Inside-Transform/dp/1455554790/ref=sr_1_1?crid=22WMY5YCKP9FX&keywords=work%20rules%20insights%20from%20google%20laszlo%20bock&qid=1556496397&s=gateway&sprefix=work%20rules,aps,229&sr=8-1 [6]: https://implicit.harvard.edu/implicit/ [7]: https://relevantmagazine.com/podcast/social-club-misfits-2/ [8]: http://samluce.com/2019/04/pastor-preachersnsneakers-should-concern-you/ [9]: https://www.instagram.com/sammassey77/

Humu’s Laszlo Bock: “Nudges”The Sunday Times’ tech correspondent Danny Fortson brings on Laszlo Bock, founder of Humu, to talk about the fish that inspired him (3:00), coming to America as a refugee (4:15), why he chose human resources (5:05), becoming Google’s first head of people operations (6:20), why “open plan” offices are terrible (8:30), trusting people (11:15), experimenting on Google’s workforce (14:30), dealing with Google’s elitism (16:50), building a tool to find better workers (20:25), Google’s lack of diversity (23:30), whether diversity matters (25:45), using AI to make people feel “psychologically safe” (28:15), personalising motivation (31:45), how money isn't the best motivator (33:45), whether companies are willing to buy in to “people analytics” (35:05), and the crisis at Google (36:40). See acast.com/privacy for privacy and opt-out information.

Building People Organization for Startups - Rick Pereira(@tappingtalent @SlicePizzaApp) #JobsOfFuture #Podcast In this podcast Rick Pereira, CPO, Slice talks about his journey through scaling a startup. He shared some tactical steps and mindset that is needed to transform a startups to growth mindset company. He shared his perspective on what startup HR leaders could do to help scale their startup through transformative times. Session is relevant for startup hr leaders. Rick's Recommended Read: Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead by Laszlo Bock https://amzn.to/2QHE4cK Podcast Link: iTunes: http://math.im/jofitunes Youtube: http://math.im/jofyoutube Rick's BIO: Rick Pereira, Chief People Officer / Slice , Where he was hired as the first hire in HR that has grown the team from 50 to 450 in 2 years in 3 countries.    Rick has a long track record of successfully scaling startups while maintaining an agile, entrepreneurial, and collaborative culture. Prior to joining Slice, he was SVP, Head of People at Crowdtap and developed a work culture recognized three years in a row as a best place to work in NYC, per Crain’s New York, as well as other accolades celebrating a dynamic work environment. Prior to joining Crowdtap, Rick was Senior Director, Global Talent Acquisition at CheapOair, during which time the company generated the most profit with the lowest employee turnover rate in company history and ranked as the #2 Online Travel Agency, surpassing Priceline, Orbitz and Travelocity. While at CheapOair, Rick developed and implemented a global recruitment strategy across India, the UK, Canada, Las Vegas, and New York. Outside of Slice, Rick has continued advising startups on various talent and people projects. Rick is currently developing a nonprofit, Army of Mentors, which connects veterans with People leaders in their desired industry to foster career mentorship and assist with reentry to the civilian workforce. About #Podcast: #JobsOfFuture is created to spark the conversation around the future of work, worker and workplace. This podcast invite movers and shakers in the industry who are shaping or helping us understand the transformation in work. Wanna Join? If you or any you know wants to join in, Register your interest by emailing: info@analyticsweek.com Want to sponsor? Email us @ info@analyticsweek.com Keywords: #JobsOfFuture, #FutureOfWork, #FutureOfWorker, #FutuerOfWorkplace, #Work, #Worker, #Workplace,

Welcome to the 2nd Episode of I Read It. Today, we are reviewing the new book from Laszlo Bock entitled “Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead” Laszlo Bock is a businessman who is co-founder and CEO of Humu. He was formerly the Senior Vice President of People Operations at Google, Inc. Drawing on behavioral economics and human psychology, Bock provides teaching examples from a range of industries. He also reveals why Google is consistently rated one of the best places to work, sharing counterintuitive principles that are easy to put into action. WORK RULES! shows how to strike a balance between creativity and structure, leading to success you can measure in quality of life as well as market share. Read it to build a better company from within rather than from above; read it to reawaken the joy in what you do. To get a copy of this book: https://amzn.to/2qve2gB

In this super-sized episode, Travis and Brandon discuss what makes a great manager, using 10 skills and traits developed by Google's Project Oxygen and updated over the last 10 years. What is the job of a manager? We discuss the role of a manager with this Google-developed evaluation framework as a guide: https://www.themuse.com/advice/10-behaviors-make-great-google-manager https://rework.withgoogle.com/guides/managers-identify-what-makes-a-great-manager/steps/learn-about-googles-manager-research/ Carol Dweck, fixed vs growth mindset https://www.brainpickings.org/2014/01/29/carol-dweck-mindset/ Travis’s magic question: “How would you like me to help with this?” Brandon’s Notes-Trello Listening-action framework Private Confluence space for 1:1 agendas with action items Conjoined triangles post https://frontside.io/blog/2016/07/07/the-conjoined-triangles-of-senior-level-development.html Simon Sinek: “Start with why” https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action https://www.goodreads.com/book/show/7108725-start-with-why HBR study about why people want people who could do their job https://hbr.org/2016/12/if-your-boss-could-do-your-job-youre-more-likely-to-be-happy-at-work Muse article: 1. “Is a Good Coach” Employees need and appreciate a manager who takes time to coach and challenge them, and not just when they’re behind. As Muse contributor Avery Augustine put it, “When it comes to clients, the squeaky wheel usually gets the grease.” The same is true, she said, of employees you manage. But “I realized that every employee needs to be managed—star performer or not,” she wrote. “And simply leaving some employees to do their jobs without any type of feedback or guidance was detrimental to their career development.” 2. “Empowers Team and Does Not Micromanage” Micromanaging’s a common mistake managers make without even realizing it, one that discourages and frustrates employees. But Google’s research found that its best managers don’t, instead offering the right balance of freedom and advice, showing they trust their direct reports, and advocating for the team, according to a sample breakdown from an internal presentation included in a 2013 Harvard Business Review article. 3. “Creates an Inclusive Team Environment, Showing Concern for Success and Well-Being” In the first iteration of the list, this was described as “expresses interest in and concern for team members’ success and personal well-being.” Several years later, the company’s updated this entry to reflect research on psychological safety that allows for risk-taking—which Google identified as an important characteristic of effective teams—and unbiasing, or the process of becoming aware of and combatting unconscious biases. It’s not enough just to have a diverse team, good leaders and managers strive to create an inclusive environment every day. 4. “Is Productive and Results-Oriented” Employees don’t want to work for a lazy boss. They'd rather be part of a team that’s productive and successful, and that’s hard to do if the leader doesn’t set the tone. Former Muse editor Adrian Granzella Larssen explained that becoming a boss means you have to be on model behavior. “As a manager, you'll be looked to as a role model,” she wrote. “You can’t expect people to give their best at work if they don’t see you doing it, so be sure you’re always on your A game.” That means putting in the effort and getting results. 5. “Is a Good Communicator—Listens and Shares Information” Communicating effectively is one of the basics of being a good manager (or a good employee for that matter). But it’s also important to remember that great managers prioritize listening. “Focused, curious listening conveys an emotional and personal investment in those who work for us,” according to Muse contributor Kristi Hedges. “When you listen to people, they feel personally valued. It signals commitment.” 6. “Supports Career Development and Discusses Performance” Google recently added the “discusses performance” component to this behavior. The company pointed to research from Gallup that found only half of employees know what expectations they should be fulfilling at work. “To free employees to take initiative and inspire high performance,” Gallup concluded, “managers need to set clear expectations, hold employees accountable for meeting them and respond quickly when employees need support.” In other words, managers should not only help their team develop skills and advance their careers, but also be clear about expectations and give honest feedback about performance. 7. “Has a Clear Vision/Strategy for the Team” Stephanie Davis, who won one of Google’s Great Manager Awards, told HBR that feedback reports helped her realize how important it was to communicate team vision in addition to company vision. “They wanted me to interpret the higher-level vision for them,” she said. “So I started listening to the company’s earnings call with a different ear. I didn’t just come back to my team with what was said; I also shared what it meant for them.” A clear and shared vision can also help members of your team work well together. 8. “Has Key Technical Skills to Help Advise the Team” When Google first released its list of behaviors, the findings were somewhat anti-climactic. “My first reaction was, that’s it?” Laszlo Bock, then the Vice President of People Operations, told The New York Times in 2011. The entries on the list may’ve been obvious, but their relative importance wasn’t, as Bock’s team found out when it ranked the behaviors. “In the Google context, we’d always believed that to be a manager, particularly on the engineering side, you need to be as deep or deeper a technical expert than the people who work for you,” he said. “It turns out that that’s absolutely the least important thing. It’s important, but pales in comparison.” So all hope isn’t lost if you find yourself managing people who know more than you. 9. “Collaborates Across the Organization” Google recently extended its list by two when its employee survey found that effective cross-organization collaboration and stronger decision-making were important to Googlers. Whether you’re at a large corporation, an early-stage startup, or a nonprofit, managing your team and leading it to success can depend at least in part on how well you can work with other teams. Muse contributor Rebecca Andruszka gave some tips for improving communication with other departments for “the collective betterment of the company” (and, as she wrote, to avoid feeling like you work in Congress). 10. “Is a Strong Decision Maker” Google’s last addition is a reminder that while it’s important for a manager to listen and share information, employees also appreciate one who can make decisions. Muse Founder and President Alex Cavoulacos urged managers to go one step further and tell their teams not only what decision they’ve made, but also why they’ve made it. The small extra effort helps the team understand context and priorities, improve their own future decision-making, and stay engaged as well as informed. One of the reasons this research was so effective was that it used internal data to prove what makes managers great at Google (and the company’s re:Work website provides some first steps for others who want to try to replicate its approach). But that doesn’t mean the list isn’t helpful for people who don’t work there. After all, Google did go from being a made-up word to a household name in just a few years. People and companies now look to it as an example, not only in innovation, but also in its approach to management.

Are you capturing art that your couples will want to display for years to come?In episode 159 of the Bokeh Podcast, Trynh Krajanowski shares her approach to creating fine art for her clients from taking the photo to post-production. Listen as she dives into her love for film photography and shares about her upcoming workshop in California this fall.The Bokeh Podcast is brought to you by Photographer’s Edit: Custom Editing for the Wedding and Portrait Photographer. You can also subscribe to the Bokeh podcast on the Apple podcast app, follow on Spotify, add to your playlist on Stitcher, or listen on Overcast.Time Technique: Using a CRM, Wanderlust, and Google Calendar to track everything.The Lesson: Find the right people to work with and delegate the work to.Brand Position: Natural, simple, and luxury are engrained into images without having to say it.The Gear Bag:Contax 645 w/ 80 mm and 140mmCanon 5Dmkiii85mm100mm200mmRegister for The California Fine Art Photography Workshop.: trynhphoto.com/workshop/Mentioned in this Episode:wunderlist.comTodoist.com17hats.comThe Untethered Soul by Michael Singer: bit.ly/bp-untetheredbreethe.comGood to Great by Jim Collins: bit.ly/bp-goodtogreatWork Rules by Laszlo Bock: bit.ly/bp-workrulesBuilding a Story Brand by Donald Miller: bit.ly/bp-storybrandphotovisionprints.comlucymunozphotography.comsirenfloralco.comsarahkaylove.comLinksTrynhphoto.cominstagram.com/Trynhphotoinstagram.com/Trynhstudio See acast.com/privacy for privacy and opt-out information.

Chris Dyer is the founder and CEO of PeopleG2, a company that provides background checks and human capital intelligence. He’s also the author of a new book called "The Power of Company Culture: How Any Business Can Build a Culture That Improves Productivity, Performance and Profits". In this episode, we discuss how to change the culture in an organisation and why it's important to take staff along on the journey.   Resources mentioned: The Power of Company Culture (book), by Chris Dyer. Turn the Ship Around! (book), by David Marquet. Daniel Pink’s Books Give and Take (book), by Adam Grant. Work Clean (book), by Dan Charnas. Work Rules (book), by Laszlo Bock. The Undoing Project (book), by Michael Lewis. 6Q (feedback software) Culture Amp (feedback software)   Key takeaways (starts at 36:40): The key to cultural transformation is transparency Listen with the intention to understand Avoid survey hell. Make your staff check-ins short but regular. Find (fun) ways for different people to play the devil’s advocate Think about the state of mind of your staff when trying to take them on your journey

Marin Petrov and Christian Haniszewski have worked at some of the most creative companies in the world but wanted to create their own company with freedom at its core. Thus, Hack and Paint was born. I talked to Marin, Christian and three of their teammates, Martina Petkov, Miglena Chervenkova, and Stefan Doychev, about the challenges of working in a self-managing team, especially when no one is based in the same country. In particular, we talk about the importance of personal development, being human, and their experiences of Holacracy practices. How to follow Hack and Paint: Twitter: @hackandpaint More resources: An Everyone Culture (the book Marin references) The Self-Management Hype: Aren’t We Just Reinventing the Wheel? (the post by the Corporate Rebels I mention) Work Rules! by Laszlo Bock

*This podcast was excerpted from our hour long conversation with Lazlo in season 2. Laszlo Bock believes that giving people freedom and supplementing our instincts with hard science are steps on the path to making work meaningful and people happy.   After working at McKinsey and General Electric (GE), Laszlo Bock spent 10 years as Google’s senior vice president of People Operations, with responsibility for attracting, developing, retaining, and delighting “Googlers.” During his tenure, Google received over 100 awards as an employer of choice. He told us about non-stop recruiting, improving training while cutting costs, and a very simple management rule. At the center of it all is an employee with power—and responsibility. 

Don't get me wrong. Intelligence is a strong predictor of performance success. Screening based on the predictable quality of the school name or academic performance relatively scores high. ..... Laszlo Bock, Senior Vice President of People Operations for Google, interviewed with Thomas Friedman on NY Times about How to get a Job at Google.  .... What do you think? Do you have anything to say?Join the conversation by leaving comments or Reviews. Or find me on Twitter or Instagram @chloedoyeon

The former Google SVP of People sat down with Entelo CEO Jon Bischke to discuss why he thinks culture is so important, why bias is such a big issue in recruiting, and which companies are particularly innovative when it comes to hiring.

Employees who take it upon themselves to change process, and how leaders should react. Link to article by Laszlo Bock: https://www.linkedin.com/pulse/disney-insubordination-giving-employees-more-control-laszlo-bock/ #HackingYourLeadership #vaynerpodcasts #StarkEngagementConsulting #LifeOfLozo Hacking Your Leadership Website Hacking Your Leadership Instagram Leadership Memes Twitter Stark Engagement Consulting Life Of Lozo

Guest Hosts: Chad Raymond, Vice President of HR, Paycom Chanse Moucka, HR Manager, Paycom Every year, the Society of Human Resource Management (SHRM) holds an annual conference so that HR professionals from around the world can gather and learn from industry experts, and share their experiences. Paycom attended the 2017 SHRM conference in New Orleans to meet with industry thought leaders, SHRM volunteers and conference attendees, and learn more about the latest workforce trends. HR Break Room sat down for recaps with industry experts and Paycom’s own leadership. For our first recap, Caleb joins Paycom’s Vice President of HR, along with one of Paycom’s HR Managers to talk about their big takeaways from day-one sessions. In this special episode, the panel will discuss: the role of workforce analytics in 2017 and beyond the importance of giving your workforce a purpose, according to the former Senior Vice President of People Operations at Google, Laszlo Bock the defining traits of Generation Z and how they will influence future workforce trends Help empower your workforce by reading our “Why You Should Leverage Paycom to Engage and Empower Your Employees” infographic.   Thank you for listening! Please RATE, REVIEW and SUBSCRIBE. Follow the HR Break Room on Twitter @Paycom Like us on Facebook @Paycom Learn more at paycom.com/hrbreakroom

Google is known around the world as one of the absolute best places to work, and that's largely thanks to its former Senior Vice President of People Operations, Laszlo Bock. During Bock's decade-long tenure with the search giant, Google's workforce grew from 6,000 to over 60,000, and has received over 100 awards honoring the company as an employer of choice. In 2010, Bock was even named “Human Resources Executive of the Year” by HR Executive Magazine. As one of the foremost innovators in the field of people operations, Bock has transformed the way many companies think about their corporate and social culture. In 2015, Bock's New York Times Bestseller, Work Rules, was hailed by Forbes as “a true masterpiece.”Drawing on behavioral economics and human psychology, Bock provides teaching examples from a range of industries. He also reveals the secrets behind why Google is consistently rated one of the best places to work, sharing counterintuitive principles that are easy to put into action. In an IVY Ideas Night, Laszlo shared insights from his new book, and talked about the essentials of good leadership. Please enjoy our conversation with Laszlo Bock. And remember to visit IVY.com to enjoy access to a lifetime of learning, growth, and impact through in-person collaborations with world-class leaders, thinkers, and institution

Laszlo Bock, former SVP of Google’s People Operations who helped transform Google’s workforce and culture, discusses how health and wellbeing benefits can make for a happier, longer-lasting workforce.

Laszlo Bock believes that giving people freedom and supplementing our instincts with hard science are steps on the path to making work meaningful and people happy. Laszlo joins the Talent Angle to discuss the seminal importance of recruiting, rethinking engagement, creating transparent workplaces, fostering feedback, and so much more.   

Co-hosts Jan Rutherford and Jim Vaselopulos interview Josh Spodek, an Adjunct Professor at NYU, leadership coach, workshop leader for Columbia Business School, columnist for Inc., founder of Spodek Academy, and author of Leadership Step by Step (launching February 2017). Josh talks about how academic teachings failed to prepare him for entrepreneurship, and how learning a theory is insufficient without practicing it.  They discuss the critical need for emotional intelligence, and psychological safety, and how they can be developed, and the techniques Josh uses to strengthen them.  Listen in to learn more about leadership practices, releasing passion, changing beliefs, and nurturing teams.   Key Takeaways [2:59] Josh is concerned that academic education is emotionally and socially passive. At Ivy League schools, Josh learned was intellectually challenged, but he was not taught socially and emotionally. Josh had trouble working with others when he founded his first company. His leadership was ineffective during the recession, and investors forced him out as CEO. [10:34] Reading books, and learning theory, but not learning how to practice the theory, you might as well read about weights, but not actually lifting weights. Josh wanted a place to teach leadership. For Spodek Academy, Josh researched fields that show leadership, to learn from their techniques. He created exercises, tested and refined them, to teach sensitivity to others’ emotions. [18:32] Joshua cites exercises by Marshall Goldsmith, such as “FeedForward,” and “No, But, However,” that taught him so much about listening and empathy. Small changes in behavior change your worldview. Josh organized Goldsmith’s exercises, and others, into a progression of learning, with each exercise being more challenging, and all tied together. [19:58] One exercise is to write down your inner monolog, the voice inside your head — not what you’re thinking about, but the actual words. A later exercise is to speak your inner monolog. That’s scary, because people hear it. It turns out to be authentic, and people respond genuinely. Further exercises are to write your mental model (what creates the inner monolog), and models of others. [25:12] We’ve all been hurt. When part of your identity is mocked, you can’t get rid of it, but you can hide it. We don’t get hurt by casual acquaintances, but by people close to us. We learn to close off our vulnerabilities. Leaders who learn to get people to get past vulnerability to share their passion can get them to engage in their work, for purposes about which they are passionate. [26:50] Jim talks about psychological safety, determined by Google’s Project Aristotle to be the number one key performance driver of high performing teams. With psychological safety, it is easier to have discussions in touch with your inner monolog. Josh says Laszlo Bock’s research at Google revealed the need for our educational system to educate to emotional intelligence. [29:47] Josh teaches adopting a challenging belief, in Unit 2 of Leadership Step by Step. Unit 1 is Understand Yourself. Unit 2 is Lead Yourself. A leader needs to know that beliefs affect how people view the world. Two people, looking at one thing, see two things. To change motivation, change belief. Joshua describes changing the “dandelion belief,” to the “burning building belief.” [33:36] If you can look at a difficult problem from a different perspective, and solve it that way, you have an additional way to solve problems, or more intelligence. Helping someone change a belief is simpler than convincing them of something. The progression in the book is, understand your belief, adopt a challenging belief, understand other’s belief, and help them adopt a belief. [37:48] Visiting North Korea taught Josh about himself. Seeing pictures of Kim Jong Il everywhere, and tuning them out, made him wonder what he tunes out here in the U.S. It hit him, that advertising and brands are what he tunes out. We incorporate into our reality things that are actually aspects of our external culture. Sometimes it takes an outsider perspective to see it. [40:48] Josh teaches entrepreneurs, when they find an industry where everybody has the same fixed beliefs, it is a huge opportunity, especially when the beliefs do not match the interests of the market. The more fixed the belief, the more the opportunity. Google is an example. Before Google were simple site aggregators, like Alta Vista. Google tried to sell “search” for $1 million. No takers!   Books Mentioned in This Episode Leadership Step by Step: Become the Person Others Follow, by Joshua Spodek (Available February 16, 2017) Thinking, Fast and Slow, by Daniel Kahneman Marshall Goldsmith author page on Amazon The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge NYT Magazine, "What Google Learned From Its Quest to Build the Perfect Team," article by Charles Duhigg Work Rules! Insights from Inside Google That Will Transform How You Live and Lead, by Laszlo Bock   Bio Joshua Spodek is an Adjunct Professor at NYU, leadership coach and workshop leader for Columbia Business School, columnist for Inc., founder of Spodek Academy, and author of Leadership Step by Step (launching February 2017). He has led seminars in leadership, entrepreneurship, creativity, and sales at Harvard, Princeton, MIT, INSEAD (Singapore), the New York Academy of Science, and in private corporations. He holds five Ivy League degrees, including a PhD in Astrophysics and an MBA, and studied under a Nobel Prize winner.  He helped build an X-ray observational satellite for the European Space Agency and NASA, co-founded and led as CEO or COO several ventures, and holds six patents. He earned praise as “Best and Brightest” (Esquire Magazine’s Genius Issue), “Astrophysicist turned new media whiz” (NBC), and “Rocket Scientist” (ABC News and Forbes) and has been quoted and profiled by ABC, CBS, NBC, NPR, Fox, NY1, CNN, New York Times, Wall Street Journal, USA Today, Washington Post, Newsweek, Forbes, Esquire, The Guardian, Nikkei Shimbun, Taipei Times, Salon, and more. He’s an award-winning artist, marathoner, world-class Ultimate Frisbee competitor, fitness fanatic, and world traveler.  He lives in Greenwich Village and blogs daily.   Website: SpodekAcademy.com  Twitter: @Spodek Website: JoshuaSpodek.com Facebook: Spodek Academy LinkedIn: Joshua Spodek  

Ian O'Keefe has been involved in people analytic for 15 years across a wide array of organizations.  He led people analytics at Sears, joined Google to work on Laszlo Bock's team, and now heads up talent analytics at JP Morgan Chase where he's responsible for 63,000 employees.  As such, he's had a unique vantage point from which to observe how different organizations leverage data to understand their people and has a wide array of experiences to draw from when talking about what works and what doesn't.  He joins Michael Housman on the podcast to talk about his unique journey, the technology landscape when it comes to people analytics, and the must-hear advice that he'd give to himself if he could go back in time when he first started his storied career.

Google no sólo quiere contratar a los mejores, sino que busca personas capaces de resolver problemas, que muestre signos de liderazgo, capacidad de trabajo en equipo y una curiosidad innata. Para muchas personas ser contratada por Google es todo un objetivo vital, como es el caso de John Washam, que se ha pasado los últimos 8 meses preparando su entrevista. Su repositorio en GitHub llamado Google Interview University es todo un éxito y muestra la diversidad de temas que debe conocer un aspirante a trabajar en una de las empresas más admiradas del mundo. Según explica Laszlo Bock, responsable de gestión de personas de Google y autor del libro La nueva fórmula del trabajo, lo primero que se busca no es el coeficiente intelectual de la persona, sino su habilidad para aprender. Google valora la capacidad que tengas para hacer cosas con tus conocimientos, sin importar donde lo has adquirido. El particular sistema de Google para seleccionar personal ha dejado fuera a notables desarrolladores como Max Howell, creador de Homebrew y viene a reforzar la idea de Google en buscar personas capaces de "resolver problemas". Para ser contratado en Google no solo cuenta tu experiencia o tu capacidad como programador, como bien explica John Washam. Existe también el factor del "googleismo". Encantado de recibir comentarios y valoraciones a este episodio. Puedes encontrar las notas en la página web https://republicaweb.es Twitter @republicawebes República Web es un podcast presentado por Javier Archeni.

Google no sólo quiere contratar a los mejores, sino que busca personas capaces de resolver problemas, que muestre signos de liderazgo, capacidad de trabajo en equipo y una curiosidad innata. Para muchas personas ser contratada por Google es todo un objetivo vital, como es el caso de John Washam, que se ha pasado los últimos 8 meses preparando su entrevista. Su repositorio en GitHub llamado Google Interview University es todo un éxito y muestra la diversidad de temas que debe conocer un aspirante a trabajar en una de las empresas más admiradas del mundo. Según explica Laszlo Bock, responsable de gestión de personas de Google y autor del libro La nueva fórmula del trabajo, lo primero que se busca no es el coeficiente intelectual de la persona, sino su habilidad para aprender. Google valora la capacidad que tengas para hacer cosas con tus conocimientos, sin importar donde lo has adquirido. El particular sistema de Google para seleccionar personal ha dejado fuera a notables desarrolladores como Max Howell, creador de Homebrew y viene a reforzar la idea de Google en buscar personas capaces de "resolver problemas". Para ser contratado en Google no solo cuenta tu experiencia o tu capacidad como programador, como bien explica John Washam. Existe también el factor del "googleismo". Encantado de recibir comentarios y valoraciones a este episodio. Puedes encontrar las notas en la página web https://republicaweb.es Twitter @republicawebes República Web es un podcast presentado por Javier Archeni.

Christopher Funk, Gründer und Geschäftsführer der Personalberatung Xenagos, im Interview. Aus dem Inhalt: Das Handwerk der Personalberater Die Suche nach dem richtigen Kandidaten für einen Job Die verschiedenen Typen von Verkäufern und Führungskräften Die Erfahrungen und Fähigkeiten, über die Verkäufer verfügen sollten Das Recruiting aus Sicht von Führungskräften und Bewerbern Die persönlichen Buchtipps von Chris und Dirk Shownotes ►► Chris und Dirk bei Umsatz Extrem - Systeme live erleben  ►► Xenagos Personalberatung ►► Xenagos bei Facebook ►► Film "Buddies" mit Jürgen Vogel Buchtipps ►► "Schnelles Denken, langsames Denken von Daniel Kahneman ►► "Work Rules!" von Laszlo Bock (deutsch) ►► "Work Rules!" von Laszlo Bock (englisch) ►► "Extreme Ownership" von Jocko Willink und Leif Babin ►► "Verkaufen statt bewerben" von Chris und Dirk Meine Bitte: Wenn Dir diese Folge gefallen hat, hinterlasse mir bitte eine 5-Sterne-Bewertung, ein Feedback auf iTunes und abonniere diesen Podcast. Zeitinvestition: Maximal ein bis zwei Minuten. Dadurch hilfst Du uns den Podcast immer weiter zu verbessern und Dir die Inhalte zu liefern, die Du Dir wünschst. Herzlichen Dank an der Stelle! Hinterlasse eine Bewertung und eine Rezension! Fette Beute! Newsletter abonnierenGratis-HörbuchDirk live erleben    

Get in touch through www.virtualnotdistant.com/contact Coaching was almost a buzzword a decade ago – we started to realised that one size of training doesn’t fit all and that a really personal approach to development was probably a better investment of organisation’s money. Better to employ a coach to help with behaviour change (especially at the senior level, when it’s more difficult to identify the problems we need to address), than send everyone on a course. Now, during today’s coffee, I’m not really interested in talking about employing external coaches or even how to work with internal ones, that’s a different conversation. What I wanted to share with you today is whether it would help us to create a coaching culture in our teams and organisations. “Ok, you’re almost creating another annoying buzzword”, I hear you say. Sorry, yes, you’re right. I’ll explain what I mean by that. And though the Learning and Development world uses ‘Coaching Culture’ to mean the use of external coaches and coaching practices and tools by managers, I’d like to go further than that – further and broader. I suppose I’m talking about building an environment where we are all encouraged to solve problems ourselves, by taking the time to reflect, by asking ourselves and others questions, instead of immediately looking for answers from others. And let me be a bit more specific on this too. Rather than looking for quick fixes which actually, might not even be addressing the real problem, because we haven’t even had time to identify what the real problem is, we should be asking the right questions. (For more on coaching, check episode 8 from the 21st Century Work Life podcast.) So for me, taking a coaching approach as a manager, or a team member, means asking questions before coming up with solutions to other people’s problems. And that is really hard. Especially if you are in a management position where you have been traditionally led to believe that you are there to make sure everyone does a good job and solves everyone’s problems. And if you’re someone used to working in a very hierarchical organisation, then you’ll be used to managers solving your problems for you and you might have heard “that’s management’s problem”. Asking Questions Now asking questions is not easy. For one, I’ve come to realise that people sometimes are suspicious of questions. I’ve run workshops when I’ve asked after an exercise,”Ok, how was that, how did that make you feel?” And people have indeed, told me whatever and then they’ve followed their answers with, “Is that what you were looking for?” To which my answer was, I wasn’t looking for anything, I just wanted you to share how you felt, that’s why I asked. But we are way too used to leading questions, when people who know they can solve our problems pretend they are asking questions, when all they’re doing is leading us to verbalise what is actually, in their heads. So that’s the first barrier to a coaching approach to management: on the whole, we’re not used to being asked questions, real questions where our answer is not right or wrong, is just our answer. And asking questions takes time of course. What’s faster to say, “Oh yes, if it’s not working for you in that way, try this, that’s how I do it.” In some situations, that might be the best course of action, but in others, it might actually be better to stop and ask, “So why do you think it’s not working?” or “What exactly is not working?” etc you see what I mean. It will take ages, won’t it… But if you never take time to help people identify themselves how they can move forwards (and “they” is very important, it’s about how they would move forwards, not about how you think they should) if you never take the time for people to figure it out for themselves, then you’ll end up as the problem solver – and then when you go on holiday, you’ll be checking your emails every day. Now, before I carry on, I know that sometimes we want people’s opinions when we ask for help. There is nothing more annoying than asking for someone for help and them replying, “Well, how would YOU do it?” “I don’t know, that’s why I’m asking you! But I hope that you know what I mean…” As always, if you are in a position of formal authority, you will be role modeling behaviour in your team. Group norms will form around what you are perceived to be doing ,like it or not and no matter how flat your organisation is or how much of a “non bossy boss” you are. So if you are seen to be asking questions and you are really interested in supporting people to find the answers for themselves, people will start to do this. And yes, I know that there will be many instances when this approach will not work, because not everyone is perfect and although most people do want to do a good job, some are just problematic, so feel free to share your concerns around any of this or even better, share your stories here in the Comments section. So, coaching culture, all about asking questions, about probing to identify the real problem before jumping in to give advice. A quick reminder of open questions, they’re preceded by What, How, When, Who and Why. And this last one is the most difficult one because Why sometimes feel like we’re accusing someone – Why are you doing that? Why did you decide to go down that road? But we can change all that, can’t we? [PS that’s not a real question either, just trying to get you to agree with me…] So why is a coaching culture useful to have in your team? [Now, I could pause this and let you answer it for yourself, go on, give it a try… Although really, this is a rhetorical question because I’m about to give you the answer, or at least, my opinion…] Unfortunately, you’re going to have to trust me on this one because for the life of me, I haven’t been able to find any data on this. I found some stuff on the coaching culture I was mentioning earlier, which is all about bringing in external coaches, but nothing around what I’m talking about here – so if you do have the data handy, either way, because if I’m wrong I also want to know, then let me know. But let’s see what you think of my argument. Things are changing faster than ever before. Processes that we have been using for ages start to become irrelevant. Surely you want people to stay nimble, to be trusted to solve their problems, to innovate? You don’t want people to think that only managers can identify problems, see opportunities to improve things. But people need to be trusted. And now that we’re starting to work from anywhere, or that we’re able to not be office bound for work, this becomes even more important. A Story from Work Rules (Recommended Reading Bonus) I’ll tell you a bit about the coaching approach in virtual or hybrid teams in a moment, but before I do that, let me just share a quick story from Work Rules. I love this story by Laszlo Bock from Google – if you had coffee with me last week, you might remember me recommending the book. It’s not at all a story illustrating a coaching conversation, but I think it illustrates where we want to get to. Laszlo Bock talks about a time at McKinsey & Company when he had a manager, called Andrew. I’ll read the story to you: “In 1999, we were serving a financial services company and doing one of the first e-commerce projects our firm had ever done. (Remember “e-commerce?) I brought a draft report to him and instead of editing it, he asked, “Do I need to review this?” I knew deep down that while my report was good, he would surely find some room for improvement. Realizing this, I told him I wasn’t ready and went back to refine it further. I came back to him a second time, and a second time he asked, “Do I need to review this?” I went away again. On my fourth try, he asked the same question and I told him, “N. You don’t need to review it. It’s ready for the client.” He answered, “Terrific. Nice work.” And sent it to the client without even glancing at it." Now wouldn’t it be great if we all worked with people like that? With managers who trust us and with people we can trust? Of course, there are many other things that need to be in place for this to work – good recruitment, great skills etc etc But I hope you see my point. It would have been very easy for Laszlo’s manager to pick up the report, make lots of corrections to it and then send, here you go. But isn’t this a much better way of working? What signals does it give out? What kind of behaviour does it encourage? The Virtual Team Bit Right, I won’t pause too much here because my cup of coaching culture is getting cold, so let me move onto why this kind of team culture is becoming even more important now, why as managers, we have to stop trying to solve problems for everyone and support people to learn by themselves, on the job. Now that people are starting to work from home, now that it’s more normal to work with others across the globe, now that “virtual teams” are becoming so common that I can just see we’re going to drop the word “virtual” very soon, we have to find ways of people working independently. I don’t mean in isolation, it’s very different, I do mean that our interactions become more purposeful and our teams and organisations become flatter. Everything I’ve been talking about so far can be done online too. Your emails can have more questions in them – next time you’re commenting, giving advice on something in writing, read through and ask yourself, what kind of behaviour am I encouraging here? Is there a different way of approaching this? What questions are going to help them, or even help us, to come to a better conclusion? And if you’re posting on a collaboration platform, this becomes even more important, as your behaviour is then public, and therefore, you’ll likely be role-modeling. And as you can see from my suggestions, ask yourself lots of questions too. Take a breath. The most important thing about this “coaching stuff”, whether we’re talking culture, management style or even working with external coaches, is that we actually stop to think, to reflect, to ask, to correct or to sustain. That is the most important thing. Everything else, the questions, the tools (if you must use them!) even the coaching sessions if you want to make them more formal, that all comes later. The first thing you need to do is acknowledge that stopping is important, that giving space to your team members to grow is important. Then the difficult part comes, which is figuring out the kind of questions that are going to help the person to figure out and understand the nature of the problem. Recommended Reading Well, I think the café is getting busy, so I’d better go. But if you’d like to keep the table, I can recommend you grab “The Coaching Habit” by Michael Bungay Stanier. He talks through the kind of behaviours that will help to make asking questions a habit, and he makes the case for this really well. In all honesty, it’s not the kind of book I usually recommend (a bit too much “this is how you do it” for my liking), but if this is something that you would like to explore, then it’s worth reading. So, I’d love to know what you thought of this episode, I’d love to know what other topics you’d like me to cover in this podcast. And, I might as well say this now, Virtual not Distant has indeed been set up to help managers and team leaders of virtual teams, or those in transition , through training, coaching – yes, the external coaching type – and team facilitation, which is like team coaching. The idea is we help you to sort it out for yourselves, because you’ve usually got the answers, you just need the space and permission to work them out, and then, we move on. It’s a terrible business model, we come in, help, make you self-sufficient and move on, but hey, I have to practice what I preach. So, my little management challenge today is to keep an eye out and see if you can catch yourself trying to solve other people’s problems, when actually, it would be better for them to solve it themselves. Let me know how you get on and I hope you’ll join me for another coffee soon.

In this episode Pilar and Lisette talk about what they enjoyed most and learned from "Work Rules" and "The Year Without Pants".  A short introduction today with some housekeeping and a big thanks to Saros Research! If you want to give your opinions on products and get paid for it, follow this link: https://www.sarosresearch.com/participate/join-saros-research/?id=100243   Virtual Coffee with Lisette: "Work Rules" and "The Year Without Pants". 04:50mins Lisette tells us about her terrible morning commute. Pilar talks a little bit (just a little bit) about post-Brexit and a little bit about the last Spanish elections. (You can listen to Pilar's rant about Brexit here: http://wlpodcast.libsyn.com/yes-i-too-am-talking-brexit) 17:58mins We start to talk about "Work Rules" and "The Year Without Pants". (Please note these are amazon affiliate links.) "One of the nobler aspirations of a workplace should be that it's a place of refuge where people are free to create, build and grow." Laszlo Bock in 'Work Rules' "There's nothing wrong with tradition until you want progress. Progress demands change and change demands reevaluation of what the traditions are and how they're practiced." Scott Berkun in "The Year Without Pants" "Your right to swing your arms ends just where the other man's nose begins." Zechariah Chafee Jr "The key to balancing individual freedom with overall direction is to be transparent." Laszlo Bock in 'Work Rules' When is an idea a good idea? Separate development conversations from appraisal conversations. The difficulty in getting feedback when you are remote. And the big question: can you be as great a company when you operate remotely as when you are co-located? The jury is still out.  

If you've ever wondered what the most successful people in the world know that the rest of us don't, then do we have the show for you! Today we're going to talk with one of the most positive researchers in the world! * Bio at bottom. His name is Shawn Achor and he's one of the world's leading experts on the connection between happiness and success. His research on mindset made the cover of Harvard Business Review, his TED talk is one of the most popular with over 11 million views, he's lectured or worked with over a third of the Fortune 100 companies, as well as the NFL, the NBA, the Pentagon and the White House. Shawn is the author of New York Times best-selling books The Happiness Advantage (2010) and Before Happiness (2013) and he recently did a two-hour interview with Oprah at her house to discuss his mission to bring positive psychology to the world. Today we're going to talk using positive psychology to rewrite your own maps, and completely transform your life. This means greater success at work, happiness at home, and new outlook, for a new you. It's come at an incredible time too. Our show hits our one month anniversary, tomorrow. At present we have thousands of listeners in at least 78 countries, we're growing exponentially with today being our highest growth day ever, and this morning, we woke up to find we're the #15 self-help show in the world…all in under one month. I want to talk with Steve about this, about how our mindset and our maps truly create our reality -> and how to use that to our advantage! So what's the goal of today's show: To give you the advice you need to become a “positive genius” and bring tremendous success into your life! Topics include: What creates greater levels of happiness. Why when you're happy first, everything improves – How happiness is really is first step before success. Most important: First have to believe change is possible – Understanding this is the biggest change in positive psychology movement Understanding why happiness must precede success and why success does NOT bring happiness This is why “successful” movie stars, musicians, professional athletes, and even tenured professors are not happy. And is why Oprah was depressed at the height of her career And why Shawn Achor himself was depressed while at Harvard Understanding that it's not about your genes, even if you're “pre-disposed” toward something May have genes that predispose you, but it's not about your genes. Making small changes in your life on a daily basis can have major impact on rewiring your mind. Small changes have macro-level affects on our intelligence creativity and ability to be positive. Big question is: What's the smallest intervention possible?   Key Exercise: For 21 days in a row think of 3 things they're grateful for each morning or each day you get into work (CHECK OUT OUR HAPPINESS MEDITATION FOR A SIMILAR GUIDED MEDITATION EXERCISE) This activity of scanning the world is extremely powerful. It can take people who have been genetically low-level pessimists, and in 21 days turn them into life-long optimists!!! Doing this exercise with 4 year olds at the dinner table, having them scan for things to be grateful for, can turn them from lifelong default pessimist to lifelong optimist. Every outcome improves when human brain is positive first As important children practice this as brushing their teeth or eating breakfast. An extremely important habit for both kids and adults alike – for adults important to practice this before going to work, or first thing when they get in to work. Important note on this exercise: Must be things are grateful for that are NEW (that's occurred over last 24 hours and why) Rewires the brain to start to scan for the positive and see the opportunities that are around you. Without exercises like this, your ability to focus on the positive can atrophy. 5 HABITS THAT CREATE POSITIVE CHANGE Every day when get into work, first job to write 2 minute positive email praising or thanking someone they know. Do this for just 3 days in a row and people literally get addicted to it, and others write great emails back. 21 days later on your social connection score is off the chart in social support, because you have 21 people you've meaningfully activated. The Single greatest predictor of long term happiness is breathe, depth, and meaning of social networks. Social connection is as predictive of life expectancy as the food you eat, how much exercise you do, and even whether you smoke or not. Social connections are why western males don't live as long as their female counterparts, and why western males are so much more likely to have heart-attacks. Success rarely leads to happiness However, if you can get someone to be positive, they rise to the highest possibility within your band of potential Lucky vs. unlucky people Unlucky people are simply not focused on the positives and so don't see the potential around them. Amazing study about lucky vs. unlucky people – the “lucky” people saw opportunity the pessimists or “unlucky” people did not. In 21 days can make 1 positive habit Discussed why some army rangers (optomists) see a 600 foot hill as 600 feet and scramble for safety, while other soldiers (pessimists) see it as 900 feet, and give up under attack without even attempting the hill. Shared a study about coffee shop reward cards and the lessons learned. Never start goal from zero – instead anytime make resolution or create goal, write down three accomplishments already had, or resolutions you were already able to keep. Showing what you've already accomplished (aka not starting from zero) fuel's growth toward other activities. This is also power of journaling – share one positive experience they had. Shawn Achor has started a 21 day O-course with Oprah to help retrain people's minds for happiness. It's at Oprah.com/happiness Many Fortune 100 companies are implementing these happiness strategies including: CEO Habitat for Humanity, Buick, Mckenzie company Worked with Google and Laszlo Bock as well.  Showed how 2 minutes of sitting silently at computer / aka meditating can make a HUGE difference on employees performance and happiness.  Realize the poison of a victim mentality It's not about our genes, the market or what others have done to us. It's a fallacy that we can't change other people. If we're positive we can have a big impact. We can greatly influence them and make them positive Focus on the low-hanging fruit, grass-roots, be a positive influence on those directly around you. For instance, don't go for your boss, but your co-workers around you. California Wave campaign in extreme high-crime neighborhood. Officers went door to door – were not well received Officers then started smiling and waving to everyone. Officers became engaged with community and crime dramatically dropped Shawn Achor worked with White House Suggestion made during Baltimore protests that a wave campaign to build community could have a more positive impact than beefing up police security Hospital campaign modeled after the Hilton. When patient comes w/in 10 feet make eye contact. At five feet see if there's anything you can do to help them. Dramatically improved people's response to hospital, their likelihood to recommend the hospital, the likelihood to return to the same hospital, and quite possibly, their healing as well! Dramatically improved patient care! Importance you don't ‘delay' happiness You are not your genes and your environment, you can change.   For more information and to find the Oprah Winfrey course and to visit Shawn Achor's website visit www.InspireNationShow.com     Shawn Achor Bio: After spending twelve years at Harvard University, Shawn Achor has become one of the world's leading experts on the connection between happiness and success. His research on mindset made the cover of Harvard Business Review, his TED talk is one of the most popular of all time with over 11 million views, and his lecture airing on PBS has been seen by millions. Shawn has lectured or worked with over a third of the Fortune 100 companies, as well as the NFL, the NBA, the Pentagon and the White House. Shawn is the author of New York Times best-selling books The Happiness Advantage (2010) and Before Happiness (2013). He has now lectured in more than 50 countries speaking to CEOs in China, doctors in Dubai, schoolchildren in South Africa, and farmers in Zimbabwe. His Happiness Advantage training is one of the largest and most successful positive psychology corporate training program in the world. Shawn's research has been published in the top psychology journal for work he did at UBS in partnership with Yale University to transform how stress impacts the body, and he recently did a two-hour interview with Oprah at her house to discuss his mission to bring positive psychology to the world. Discover How to Use the Science of Happiness for Your Greatest Success Ever! Shawn Achor NYT Best-Selling Author, Happiness Program Partner w/Oprah & Happiness Advisor to White House | Inspiration | Motivation | Business | Career | Self-Help | Inspire For More Info Visit: www.InspireNationShow.com

La nueva fórmula del trabajo es un manifiesto transgresor acerca de nuestra capacidad para cambiar la forma en la que trabajamos y vivimos. Conseguí este libro ahora mismo en www.megustaleer.com.ar   Créditos: Locución: Álvaro Rojo Actuación: Miranda Carrete Narradora: Florencia Flores Iborra © Una realización de Tristana producciones para Penguin Random House Grupo Editorial.

If you've ever wondered what the most successful people in the world know that the rest of us don't, then do we have the show for you! Today we're going to talk with one of the most positive researchers in the world! * Bio at bottom. His name is Shawn Achor and he's one of the world's leading experts on the connection between happiness and success. His research on mindset made the cover of Harvard Business Review, his TED talk is one of the most popular with over 11 million views, he's lectured or worked with over a third of the Fortune 100 companies, as well as the NFL, the NBA, the Pentagon and the White House. Shawn is the author of New York Times best-selling books The Happiness Advantage (2010) and Before Happiness (2013) and he recently did a two-hour interview with Oprah at her house to discuss his mission to bring positive psychology to the world. Today we're going to talk using positive psychology to rewrite your own maps, and completely transform your life. This means greater success at work, happiness at home, and new outlook, for a new you. It's come at an incredible time too. Our show hits our one month anniversary, tomorrow. At present we have thousands of listeners in at least 78 countries, we're growing exponentially with today being our highest growth day ever, and this morning, we woke up to find we're the #15 self-help show in the world…all in under one month. I want to talk with Steve about this, about how our mindset and our maps truly create our reality -> and how to use that to our advantage! So what's the goal of today's show: To give you the advice you need to become a “positive genius” and bring tremendous success into your life! Topics include: What creates greater levels of happiness. Why when you're happy first, everything improves – How happiness is really is first step before success. Most important: First have to believe change is possible – Understanding this is the biggest change in positive psychology movement Understanding why happiness must precede success and why success does NOT bring happiness This is why “successful” movie stars, musicians, professional athletes, and even tenured professors are not happy. And is why Oprah was depressed at the height of her career And why Shawn Achor himself was depressed while at Harvard Understanding that it's not about your genes, even if you're “pre-disposed” toward something May have genes that predispose you, but it's not about your genes. Making small changes in your life on a daily basis can have major impact on rewiring your mind. Small changes have macro-level affects on our intelligence creativity and ability to be positive. Big question is: What's the smallest intervention possible?   Key Exercise: For 21 days in a row think of 3 things they're grateful for each morning or each day you get into work (CHECK OUT OUR HAPPINESS MEDITATION FOR A SIMILAR GUIDED MEDITATION EXERCISE) This activity of scanning the world is extremely powerful. It can take people who have been genetically low-level pessimists, and in 21 days turn them into life-long optimists!!! Doing this exercise with 4 year olds at the dinner table, having them scan for things to be grateful for, can turn them from lifelong default pessimist to lifelong optimist. Every outcome improves when human brain is positive first As important children practice this as brushing their teeth or eating breakfast. An extremely important habit for both kids and adults alike – for adults important to practice this before going to work, or first thing when they get in to work. Important note on this exercise: Must be things are grateful for that are NEW (that's occurred over last 24 hours and why) Rewires the brain to start to scan for the positive and see the opportunities that are around you. Without exercises like this, your ability to focus on the positive can atrophy. 5 HABITS THAT CREATE POSITIVE CHANGE Every day when get into work, first job to write 2 minute positive email praising or thanking someone they know. Do this for just 3 days in a row and people literally get addicted to it, and others write great emails back. 21 days later on your social connection score is off the chart in social support, because you have 21 people you've meaningfully activated. The Single greatest predictor of long term happiness is breathe, depth, and meaning of social networks. Social connection is as predictive of life expectancy as the food you eat, how much exercise you do, and even whether you smoke or not. Social connections are why western males don't live as long as their female counterparts, and why western males are so much more likely to have heart-attacks. Success rarely leads to happiness However, if you can get someone to be positive, they rise to the highest possibility within your band of potential Lucky vs. unlucky people Unlucky people are simply not focused on the positives and so don't see the potential around them. Amazing study about lucky vs. unlucky people – the “lucky” people saw opportunity the pessimists or “unlucky” people did not. In 21 days can make 1 positive habit Discussed why some army rangers (optomists) see a 600 foot hill as 600 feet and scramble for safety, while other soldiers (pessimists) see it as 900 feet, and give up under attack without even attempting the hill. Shared a study about coffee shop reward cards and the lessons learned. Never start goal from zero – instead anytime make resolution or create goal, write down three accomplishments already had, or resolutions you were already able to keep. Showing what you've already accomplished (aka not starting from zero) fuel's growth toward other activities. This is also power of journaling – share one positive experience they had. Shawn Achor has started a 21 day O-course with Oprah to help retrain people's minds for happiness. It's at Oprah.com/happiness Many Fortune 100 companies are implementing these happiness strategies including: CEO Habitat for Humanity, Buick, Mckenzie company Worked with Google and Laszlo Bock as well.  Showed how 2 minutes of sitting silently at computer / aka meditating can make a HUGE difference on employees performance and happiness.  Realize the poison of a victim mentality It's not about our genes, the market or what others have done to us. It's a fallacy that we can't change other people. If we're positive we can have a big impact. We can greatly influence them and make them positive Focus on the low-hanging fruit, grass-roots, be a positive influence on those directly around you. For instance, don't go for your boss, but your co-workers around you. California Wave campaign in extreme high-crime neighborhood. Officers went door to door – were not well received Officers then started smiling and waving to everyone. Officers became engaged with community and crime dramatically dropped Shawn Achor worked with White House Suggestion made during Baltimore protests that a wave campaign to build community could have a more positive impact than beefing up police security Hospital campaign modeled after the Hilton. When patient comes w/in 10 feet make eye contact. At five feet see if there's anything you can do to help them. Dramatically improved people's response to hospital, their likelihood to recommend the hospital, the likelihood to return to the same hospital, and quite possibly, their healing as well! Dramatically improved patient care! Importance you don't ‘delay' happiness You are not your genes and your environment, you can change.   For more information and to find the Oprah Winfrey course and to visit Shawn Achor's website visit www.InspireNationShow.com     Shawn Achor Bio: After spending twelve years at Harvard University, Shawn Achor has become one of the world's leading experts on the connection between happiness and success. His research on mindset made the cover of Harvard Business Review, his TED talk is one of the most popular of all time with over 11 million views, and his lecture airing on PBS has been seen by millions. Shawn has lectured or worked with over a third of the Fortune 100 companies, as well as the NFL, the NBA, the Pentagon and the White House. Shawn is the author of New York Times best-selling books The Happiness Advantage (2010) and Before Happiness (2013). He has now lectured in more than 50 countries speaking to CEOs in China, doctors in Dubai, schoolchildren in South Africa, and farmers in Zimbabwe. His Happiness Advantage training is one of the largest and most successful positive psychology corporate training program in the world. Shawn's research has been published in the top psychology journal for work he did at UBS in partnership with Yale University to transform how stress impacts the body, and he recently did a two-hour interview with Oprah at her house to discuss his mission to bring positive psychology to the world.   Discover How to Use the Science of Happiness for Your Greatest Success Ever! Shawn Achor NYT Best-Selling Author Happiness Advantage & Before Happiness plus the Happiness Program Partner with Oprah! Inspiration | Motivation | Business | Career | Self-Help   Inspiration | Motivation | As Seen on Oprah | Business | Career | Success | Happiness | Spirituality | Self-Help | Health | Wealth | Tony Robbins | Positivity   For More Info Visit: www.InspireNationShow.com

In a new book Google's head of people operations Laszlo Bock discusses what the company believes could make work better for everyone. See acast.com/privacy for privacy and opt-out information.

Work often sucks, but it doesn't have to. In this episode we interview Lazlo Bock, head of People Operations at Google, who helped his company make work suck less, way less, by introducing new policies and procedures based on knowledge gained by psychology and neuroscience concerning biases, fallacies, and other weird human behavior quirks. In addition, Google has advanced our knowledge of such phenomena by conducting its own internal experiments and collecting mountains of data. The result has been a workplace where people are happier, more productive, and better able to pursue that which fulfills their ambitions. Learn all about Google's approach as Lazlo describes his new book, Work Rules, a collection of insights from Google's evidence-based, data-driven human relations juggernaut. See omnystudio.com/listener for privacy information.

In this episode Matt Alder talks to Laszlo Bock SVP of People Operations at Google.Google’s approach to HR and Recruiting has always been a much discussed topic and Matt was delighted to be able to find out directly how Google has built its incredible success on the back of an innovative approach to talent.In the interview Laszlo talks about his belief that hiring should the single most important people activity in any organisation and dispels some popular misconceptions about how Google recruits. He also share his thoughts on culture, the importance of data and why Google focuses on “People Operations” rather than Human ResourcesLink to Laszlo’s book:Work Rules! by Laszlo Bock

Note from the New Tech City team: Hello! As you'll hear above, we're renaming our show, and we want your help! OK, on with the regularly scheduled podcasting...  In 2014, only 30 percent of all Google employees were women. Break the numbers down farther, and only 21 percent of Google executives were female; in technical jobs, only 15 percent.   The numbers are even worse for African Americans and Hispanics — and not just at Google, but all over the tech industry. Diversity is a big gaping hole for the companies who claim to be solving the world's problems, and it affects user experience of their products for at least half of the planet's population. So we wanted to go beyond those pretty charts and mea culpas to find out: What are the people ingenious enough to optimize plate size in their company cafeterias actually doing to address the problem baked into our culture? Laszlo Bock, head of Google's People Operations (aka HR), and author of a new book called "Work Rules," gave us three examples of tactics they've have been trying to shrink the gender gap. We're very curious to see how well the new numbers bear them out.  1. Unconscious Bias Training.  Googlers have to go through a training about diversity that starts with optical illusions — two things that look the same, but measured separately, really aren't — and moves on to more concrete workplace scenarios. The idea is, everyone has errors in their judgment. It's not pointing fingers.  "If you go to somebody and talk about diversity or gender issues, the typical reaction is 'Well, I don't have a problem,' or 'Well, I just disagree.' And then there are a bunch of people in the middle who are like 'Oh my God diversity training? Do I really have to spend time on this?'" Bock says, "If you talk about 'we all have these biases,' it totally short circuits this."  2. “The nudge.”  Engineers at Google usually nominate themselves for promotion. Women — surprise, surprise — weren't nominating themselves as often as the men around them. So Alan Eustace, the person who was in charge of engineering at that point, decided to send a little email saying simply, "We've noticed that women aren't nominating themselves and, hey, you should be!" It worked, Bock says, and way more women got promotions. "We did that for about three six month periods and then Alan forgot to send the email. And the rates went back down," Bock says. Just call it nudging, not nagging. 3. Extend family leave. Women were dropping out of Google at a much higher rate than men were after having a kid. So, Google extended its family leave policy from three months to five months.  "This is one where we stumbled into it because it's the right thing to do, and we were fortunate to find the data supported us afterward," Bock says... and women who had been leaving at twice the rate of men before the change, started leaving at the same rate as men. The rate dropped by 50 percent." Another surprise? Paying more for maternity leave saves money. The cost of finding and replacing a good-to-average employee is much, much higher than two extra months of leave for a new parent, Bock says. Google is, of course, the kind of company that can afford to run tests on happiness at the office. So we want to know: For those of you who work with fewer free snacks, what do you think needs to happen to solve gender issues at the office? Let us know in the comments below.  Subscribe to New Tech City on iTunes, or on Stitcher, TuneIn, I Heart Radio, or anywhere else using our RSS feed. 

You don't need to go to college to become successful. What Americans call education is usually just the passing along of traditional wisdom, which, when you think about it, is essentially a deepening of the status quo: conformity, indoctrination, groupthink. When students can imitate their teachers perfectly, we claim they have achieved excellence. But aren't they just imitating the norm, the average, the standard? If this is excellence, where will we find progress? I'm not the only one who feels this way. Laszlo Bock is the head of people operations at Google.In a conversation with Tom Friedman of The New York Times reported by Max Nisen at Quartz, Bock made a startling series of statements about what Google has learned from studying its own employees: Graduates of top schools often lack “intellectual humility”“They commit the fundamental attribution error, which is if something good happens, it's because I'm a genius. If something bad happens, it's because someone's an idiot or I didn't get the resources or the market moved.” People that make it without college are often the most exceptional.“When you look at people who don't go to school and yet make their way in the world, those are exceptional human beings. And we should do everything we can to find those people…. What we've seen [at Google] is that the people who are the most successful here, who we want to hire, will have a fierce position. They'll argue like hell. They'll be zealots about their point of view. But then you say, ‘here's a new fact,' and they'll go, ‘Oh, well, that changes things; you're right.'” Learning ability is more important than IQSucceeding in academia isn't always a sign of being able to do a job. Bock says that college can be an “artificial environment” that conditions students for one type of thinking. Want to hear something silly? Professors in American business schools usually have no experience in running a successful business. They're just repeating what they were told by someone else who was taught it by someone else who learned it from an endless string of bloodless people holding chalk in front of blackboards in drab little rooms. Why do we revere the graduates of these places? It would seem to me that the very definition of mediocrity would be, “a highly developed ability to repeat what you were told.” But you don't just repeat what you were told. You think for yourself. Mistakes don't frighten you. You learn from them. The smell of mediocrity does not follow you. You are not average. You have imagination and courage and humility and a marvelous sense of humor. You, my special friend, are a wonderful and valuable brand of crazy. Merry Christmas. Roy H. Williams

There are 5 attributes Google, Inc. currently looks for when hiring an employee and guess what?  The school you came from and your G.P.A. don't mean that much.  In a New York Times article titled "How to Get a Job at Google" Thomas Friedman interviewed Laszlo Bock, the Senior Vice President of People Operations for Google and asks what they look for when hiring employees.  Google determined that “G.P.A.'s are worthless as a criteria for hiring, and test scores are worthless. ... We found that they don't predict anything.” What does count? General cognitive ability- and it's not I.Q., it's learning ability. Leadership — in particular emergent leadership as opposed to traditional leadership. Emergent leadership is described as "understanding when to assert your leadership qualities and just as importantly, when to step back and allow others to lead." Humility and ownership- “It's feeling the sense of responsibility, the sense of ownership, to step in,” he said, to try to solve any problem — and the humility to step back and embrace the better ideas of others. Expertise Be U, Inc.- Kids and Grownups Living from the Inside Out- We discuss the similarities between what Google is looking for and what our consciousness development system is all about. What do you do when your kids are "fighting" and they're both right?  We share a story of our two daughters having a serious disagreement, how they were both right, and how we navigated through the experience. We also give our Oscar ballot results.  Here's a clue- Todd was the runaway winner, but did some interesting "research" to get ready for the evening. We also play this ultra-funny Saturday Night Live Commercial.  Listen and enjoy. If you shop Amazon by going through our website first (there is an amazon link on the bottom right hand of our home page), a portion of your sale will help fund our Be U program.  Thanks for supporting us! Check out our new website & be sure to sign up to get all new podcast sent direct to your inbox @ ZPR. Todd's Men's Group has a few openings.  Please email @ comments@zenparentingradio.com for details. We would love to hear any comments from the show by sending us an email @ comments@zenparentingradio.com You can be sure to hear more by liking our facebook page @ https://www.facebook.com/ZenParenting  

There are 5 attributes Google, Inc. currently looks for when hiring an employee and guess what?  The school you came from and your G.P.A. don't mean that much.  In a New York Times article titled "How to Get a Job at Google" Thomas Friedman interviewed Laszlo Bock, the Senior Vice President of People Operations for Google and asks what they look for when hiring employees.  Google determined that “G.P.A.'s are worthless as a criteria for hiring, and test scores are worthless. ... We found that they don't predict anything.” What does count? General cognitive ability- and it's not I.Q., it's learning ability. Leadership — in particular emergent leadership as opposed to traditional leadership. Emergent leadership is described as "understanding when to assert your leadership qualities and just as importantly, when to step back and allow others to lead." Humility and ownership- “It's feeling the sense of responsibility, the sense of ownership, to step in,” he said, to try to solve any problem — and the humility to step back and embrace the better ideas of others. Expertise Be U, Inc.- Kids and Grownups Living from the Inside Out- We discuss the similarities between what Google is looking for and what our consciousness development system is all about. What do you do when your kids are "fighting" and they're both right?  We share a story of our two daughters having a serious disagreement, how they were both right, and how we navigated through the experience. We also give our Oscar ballot results.  Here's a clue- Todd was the runaway winner, but did some interesting "research" to get ready for the evening. We also play this ultra-funny Saturday Night Live Commercial.  Listen and enjoy. If you shop Amazon by going through our website first (there is an amazon link on the bottom right hand of our home page), a portion of your sale will help fund our Be U program.  Thanks for supporting us! Check out our new website & be sure to sign up to get all new podcast sent direct to your inbox @ ZPR. Todd's Men's Group has a few openings.  Please email @ comments@zenparentingradio.com for details. We would love to hear any comments from the show by sending us an email @ comments@zenparentingradio.com You can be sure to hear more by liking our facebook page @ https://www.facebook.com/ZenParenting  

There are 5 attributes Google, Inc. currently looks for when hiring an employee and guess what?  The school you came from and your G.P.A. don't mean that much.  In a New York Times article titled "How to Get a Job at Google" Thomas Friedman interviewed Laszlo Bock, the Senior Vice President of People Operations for Google and asks what they look for when hiring employees.  Google determined that “G.P.A.'s are worthless as a criteria for hiring, and test scores are worthless. ... We found that they don't predict anything.” What does count? General cognitive ability- and it's not I.Q., it's learning ability. Leadership — in particular emergent leadership as opposed to traditional leadership. Emergent leadership is described as "understanding when to assert your leadership qualities and just as importantly, when to step back and allow others to lead." Humility and ownership- “It's feeling the sense of responsibility, the sense of ownership, to step in,” he said, to try to solve any problem — and the humility to step back and embrace the better ideas of others. Expertise Be U, Inc.- Kids and Grownups Living from the Inside Out- We discuss the similarities between what Google is looking for and what our consciousness development system is all about. What do you do when your kids are "fighting" and they're both right?  We share a story of our two daughters having a serious disagreement, how they were both right, and how we navigated through the experience. We also give our Oscar ballot results.  Here's a clue- Todd was the runaway winner, but did some interesting "research" to get ready for the evening. We also play this ultra-funny Saturday Night Live Commercial.  Listen and enjoy. If you shop Amazon by going through our website first (there is an amazon link on the bottom right hand of our home page), a portion of your sale will help fund our Be U program.  Thanks for supporting us! Check out our new website & be sure to sign up to get all new podcast sent direct to your inbox @ ZPR. Todd's Men's Group has a few openings.  Please email @ comments@zenparentingradio.com for details. We would love to hear any comments from the show by sending us an email @ comments@zenparentingradio.com You can be sure to hear more by liking our facebook page @ https://www.facebook.com/ZenParenting