Being One Magazine April 2013

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World Thinkers 2013

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Big Fits. By Luke Darby 3 hours ago View More. Much of the strategy and management advice that business leaders turn to is unreliable or impractical, say the authors, because those who would guide us underestimate the power of chance. Raynor and Ahmed undertook a statistical study of 25, companies—those that had traded on U.

They measured performance according to return on assets—a metric, they reasoned, that reliably reflects managerial efforts rather than simply changes in expectations, which are the primary driver of shareholder returns. For purposes of comparison, they also identified Average Joes. After repeatedly trying and failing to isolate measurable behaviors that were consistently relevant to success, the authors shifted their emphasis away from what these companies did to hypotheses about how they thought.

They realized that the choices these companies had made were consistent with three seemingly elementary rules: 1 Better before cheaper—in other words, compete on differentiators other than price; 2 revenue before cost—that is, prioritize increasing revenue over reducing costs; and 3 there are no other rules—so change anything you must to follow rules 1 and 2. Employees make decisions every day about whether to contribute to others—and their willingness to help is crucial to group and organizational effectiveness.

But in a competitive, often zero-sum, world of work, generosity can be a dangerous path. How can leaders foster it without cutting into productivity, undermining fairness, and allowing employees to become doormats?

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They can set boundaries on when, how, and whom to help. And they can strive to be perspective takers, not just empathizers, gathering knowledge about others that can lead to more-productive allocations of time that will benefit the organization as a whole. What keeps people from using free chlorine tablets to purify their drinking water?

Crochet World Magazine's June 2013 Issue Preview

This is as true of health decisions as it is of economic ones. An array of biases, limits on cognition, and motivations leads people all over the world to make suboptimal health choices. The good news is that human nature can also be a source of solutions. Through her studies in Zambia exploring the reasons for unwanted pregnancies and the incentives that would motivate hairdressers to sell condoms to their clients, the author has found that designing effective health programs requires more than providing accessible, affordable care; it requires understanding what makes both end users and providers tick.

Capturing it is a challenge for both the organization and for colleagues who wish to become in-house authorities themselves. This article offers a methodical system for acquiring deep smarts from an expert.

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It involves observing that person extensively to understand what makes him successful, practicing the behaviors he exhibits on your own, partnering with him to solve problems, and ultimately taking responsibility for some of his tasks. Describing the experiences of one executive as she takes this journey with a mentor, the authors show how you too can gain the wisdom that will make you indispensable to your firm. April Go Go.

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Raynor Mumtaz Ahmed.