Lead at your best

Posted in Aktuellt, Leadership / Ledarskap on April 8th, 2014 by admin

Five simple exercises can help you recognize, and start to shift, the mind-sets that limit your potential as a leader.

When we think of leadership, we often focus on the what: external characteristics, practices, behavior, and actions that exemplary leaders demonstrate as they take on complex and unprecedented challenges. While this line of thinking is a great place to start, we won’t reach our potential as leaders by looking only at what is visible. We need to see what’s underneath to understand how remarkable leaders lead—and that begins with mind-sets.

As important as mind-sets are, we often skip ahead to actions. We adopt behavior and expect it to stick through force of will. Sadly,leader C it won’t if we haven’t changed the underlying attitudes and beliefs that drove the old behavior in the first place. Making matters worse, our behavior affects other people’s mind-sets, which in turn affect their behavior. A leader’s failure to recognize and shift mind-sets can stall the change efforts of an entire organization. Indeed, because of the underlying power of a leader’s mind-sets to guide an entire organization toward positive change, any effort to become better leaders should start with ourselves, by recognizing the thoughts, feelings, and emotions that drive us.
In this article, we’ll share five simple exercises adapted from our new book, Centered Leadership, that can help you become more aware of your mind-sets. Armed with this knowledge, you can start making deliberate choices about the mind-sets that best serve you in a given moment and learn through practice to shift into them without missing a beat. This allows new behavior that improves your ability to lead at your best to emerge naturally.

1. Find your strengths
A surprising amount of our time and energy at work is focused on our shortcomings—the gap between 100 percent and what we achieved. For many executives, this pervasive focus on weaknesses fosters a mind-set of scarcity: a feeling that there are too few talented people in the organization to help it move the mountains that need moving. Many executives we talk to find it very hard to recognize, accept, and appreciate any other view. The same may be true for you. But what if you could move mountains by starting with strengths, leveraging people’s strong desire for meaning?

Try this exercise to learn your strengths. Find a comfortable spot without distraction. Close your eyes and take a few deep breaths. When you’re ready, put yourself back in these three moments, in turn:
•As a small child. What form of imaginary play do you like most? What characters or roles do you choose? What games attract you most, and who do you get to be in them?
•As a young adult. What activities draw you in so entirely that you lose track of time? What boosts your energy, and what does that say about you?
•As a working adult. Look back to a high point that occurred over the past 18 months. What are you doing? What is the nature of the impact you are having on yourself, others, and the organization?

Looking across these moments, what do you value most about yourself? What would fill you with pride if you heard it from your colleagues and loved ones at a celebration for you? Those are your strengths.

Of course, there is no magic in the act of self-reflection on strengths. The magic comes when we learn to integrate strengths into our daily work—a real challenge, since many executives believe that strengths are the words that come before the inevitable “but” in their performance reviews. It is hard work to shift mind-sets in the face of mounting pressures and worries. We adopt the athletically inspired mantra “no pain, no gain,” as if the shift to “playing to our strengths” was unrealistic, yet we overlook the fact that professional athletes always aspire to play to their strengths.

Some executives will use the greater self-awareness the exercise brings to catalyze a career change—drawing on feelings that may have been percolating. The vast majority find that the simple act of peering through the lens of strengths is a doorway to enhance their power, generating positive emotions and energy. One executive admitted that the process of understanding her strengths—among them empathy and love of learning—and then hearing them confirmed and appreciated by her colleagues brought tears to her eyes. Another reported learning more about a colleague during a ten-minute conversation about strengths than he had in the previous ten years’ worth of conversations about everything else.

To be sure, everyone has weaknesses to improve. But deliberately shifting to a focus on strengths is a far more inspiring approach; you’ll raise the odds of lighting up everyone around you and unleashing enormous energy for creativity and change. Fabrizio Freda, the CEO of Estée Lauder, told us: “You need supertalented people who know they need to do fantastically well. And when your leadership team takes the same attitude, you create a culture where each one can give his or her best. . . . In particular, you have to find the strengths of each individual and of the organization—and then you can create magic.”

2. Practice the pause
We all face challenges at work: impossible deadlines, missed budgets, angry customers, sharp-elbowed colleagues, unreasonable bosses. When the upset caused by any of these experiences threatens something at stake for you, you are likely to suffer an “amygdala hijack”—that moment when your brain sends cortisol and adrenaline coursing through your body to help you defend yourself. You may lash out in anger, walk out on your colleagues, or simply stop in your tracks.

Instead of that “fight, flight, or freeze” reaction, what if you could pause, reflect, and then manage—creatively and effectively—what you’re experiencing? Here’s a tool to help. Recall an upsetting thing that happened recently but still carries an emotional charge. You were not at your best; you felt fear or anger in the moment, along with unpleasant physical sensations: a racing heart, a knot in your stomach, or even nausea. Put yourself back in that moment now. As you do, keep in mind the metaphor of an iceberg, where little is visible above the surface.
•In this moment, notice the impact on yourself. What are you doing or not doing? What are you saying or not saying? How are you acting? What effect are your words and actions having?
•Below the waterline. What are you thinking and feeling but not expressing? What negative outcomes are you most worried about?
•Deeper still, look at your values and beliefs. What is most important to you? What belief do you hold about this situation, about yourself, and about others?
•Even deeper, examine your underlying needs. What is at stake for you here? Are you aware of any deeper desires and needs?

Surprisingly, perhaps, we most often create the outcome we fear. Worried about losing control? When you snapped at your team, you just did. Worried about being heard? When you argued defensively, people turned away.

Pause and ask, “What did I really want for—and of—myself in that moment? By noticing when our attention is focused on needs that we want to protect, and redirecting it instead toward the experience we want to create, we open up access to a greater range of behavior.

A senior executive, for example, was involved with a large operational-change effort. He had been at a team meeting to discuss safety standards, and things didn’t go well—he had not created the outcome he wanted. He had hoped for a learning session that generated solutions and empowered the local general manager leading it. Instead, he had remained largely quiet and offered broad-brush advice based on his own experience. The meeting felt like a surface-level discussion or, worse, a top-down audit.

Examining his own motivations, the executive saw he was leery of destroying the general manager’s confidence by speaking; he wanted people to rise to the challenge and learn. But he also wanted to preserve group harmony and be liked. By avoiding conflict and not taking a stand, he was creating the outcome he feared—a vicious cycle of inaction, disengagement, and defensiveness.

With this recognition, he could begin to shift. When he felt this same tension rising, he practiced pausing, thinking about his intentions, and then constructively voicing his concerns or asking a question. His example prompted others on his team to do the same, opening the door for more learning-focused interactions—his initial goal.

Further, to help teammates increase their self-awareness, he instituted a “check-in” at every meeting’s start. During this step, colleagues would each briefly describe something happening “under the waterline” for them: say, a stressful project deadline. This ritual helped all team members to pause, reflect, and better understand their own mind-sets and those of colleagues. It sparked more honest, productive conversations and encouraged teammates to trust each other—a key factor, as we’ll see.

By figuring out how to pause and reengage our “thinking” brains (the parts governing executive functions, such as reasoning and problem solving), we can make the shift from a mind-set of threat avoidance (a fear of losing) to one of learning and of getting the most out of the moment.

3. Forge trust
Senior leaders need a community of supporters to achieve audacious goals, for communities are built through shared objectives and mutual trust. Yet not everyone views trust in the same way, so as leaders we must learn what others value if we want to inspire trust. At a minimum, the effort leads to greater understanding.

In fact, simply recognizing and embracing the differences in how people perceive trust can strengthen it. Once we are aware of our own—or others’—profiles, we tend to adjust our behavior subconsciously. When we do so deliberately as well, the results are quite powerful. After all, it’s our behavior that instills trust in others, not our intentions.

Take this test to see what aspects of trust matter most to you. For each of the elements below, score yourself from 1 (I rarely do this) to 7 (I regularly do this):
•Reliability. I don’t make commitments I can’t keep; I always clarify expectations and deliver on promises.
•Congruence. My language and actions are aligned with my thinking and true feelings.
•Acceptance. I withhold judgment or criticism; I separate the person from the performance.
•Openness. I state my intentions and talk straight; I’m honest about my limitations and concerns.

Consider the case of the CEO of a large bank who was dissatisfied with how his company had changed: what had once seemed to be a collaborative environment now felt like the opposite. Executives reported an atmosphere of defensiveness, bureaucracy, and pervasive mistrust. These feelings reinforced a “silo” culture that made it harder to collaborate on launching new products.

The senior team used the exercise above to spark a broader discussion about trust and the company’s culture. Fairly quickly, the team recognized that the bank’s moves to become more focused on key performance indicators (consistent with reliability) were the source of the tension. Digging deeper, the team learned that the big emphasis on performance had, over time, discouraged managers from raising concerns about the implications of the program for employees and customers. This, in turn, lowered the quality of debate in meetings and encouraged defensive and bureaucratic behavior.

leader BConsequently, the changes were widely seen to be in opposition to acceptance and openness, trust elements that mattered dearly to employees. People were concerned that openness with customers was being sacrificed to “making the numbers.” This realization spurred the senior team to find areas where reliability and openness could be seen as complements, not opposites—a shift in mind-set and, ultimately, behavior that helped the bank to improve the customer experience significantly.

When you shift your mind-set from “trustworthy people are a scarce resource” to “I can inspire almost everyone to trust me more,” your community of supporters will expand effortlessly.

4. Choose your questions wisely
What propels leaders to carry out unprecedented, audacious visions? Fear? Foolishness? Ambition? A sense of duty?

Hope. Leaders we admire tend to use fear as fuel for action, but they favor hope. Fear is of value because it gets our adrenaline flowing, sharpens us, and makes extraordinary contributions possible. But it’s easy to succumb to fear and feel overwhelmed by downside risks. Fear spreads through an organization like a contagion. Without the counterbalance of hope, fear paralyzes. So how can we find the right mix of both? Start with the questions we ask.

Try this exercise. Find a discussion partner and ask that person to discuss his or her most pressing work problem with you. However, at first use only these questions to guide the conversation:
•What’s the problem?
•What are the root causes?
•Who is to blame?
•What have you tried that hasn’t worked?
•Why haven’t you been able to fix the problem yet?

In a few minutes, stop, thank your partner, and ask for a redo. Restart the discussion, using these questions instead:
•What would you like to see (and make) happen?
•Can you recall a time when the solution was present, at least in part? What made that possible?
•What are the smallest steps you could take that would make the biggest difference?
•What are you learning in this conversation so far?

Five minutes in, stop again and debrief your partner about his or her thoughts and feelings during the first versus the second discussion. What did you notice? What were his or her underlying mind-sets? What were yours?

The difference is tangible. The first set of questions, great for solving technical problems, often prompts defensive reactions and leaves participants feeling drained. By contrast, participants report feeling animated, curious, and engaged the second time around.

We tend to use the first set more often. These problem-focused questions work well for technical, linear issues that have “right” answers. As we move up the ranks as leaders and the challenges become more complex, our problem-solving instincts can lead us astray. By contrast, when we develop solution-focused instincts, we empower and engage others, deliberately infusing hope. Remember that employees with problems already feel fear. Problem-focused questions only fuel it.

A plant manager we know used this approach to spark better ideas and improve accountability on the front line. He created a pack of cards that shop-floor supervisors could use with line workers in daily operational problem-solving sessions. On one side of the card, the problem-focused questions; on the other, a solution-focused translation. The supervisors quickly found that using both sides of the card brought markedly better results than the traditional questions alone—and that the range and quality of solutions improved dramatically.

The plant manager’s message was simple, yet powerful: look for problems and you’ll find them; look for solutions and people will offer them. By choosing our questions thoughtfully, we can shift our mind-set from “my organization is a problem to be solved” to “my organization holds solutions to be discovered.”

5. Make time to recover

Who wouldn’t want to work in high-performance mode nonstop? A desire for achievement and competitive success urges us on—often past our physical and mental limits. Professional athletes build in time to recover, but executives rarely do. Why not? The limiting beliefs are well accepted: commitment is noticed through hard work and suffering; only slackers take time off during the day. People tell the story of a hospitalized colleague with awe: “He worked so hard he collapsed, in service of the company.” Hero? Not really.

If that young executive had the self-awareness to shift his mind-set from managing time to managing and balancing energy, he might Leader Ahave remained in good health. The solution is simple: find ten minutes twice each day (morning and afternoon) to recover, stepping back into a zone of low but positive energy to recharge. Consider all four sources: physical, mental, emotional, and spiritual activities can each fuel you. Schedule recovery activities, and stick to them until this is your new normal. Here are some examples we’ve observed:
•Physical. A Brazilian exec walks up a few flights of stairs quickly—more flights if she is agitated or upset—and then she slowly walks down, giving herself the time to reflect and come back to center. An Italian senior manager has an afternoon coffee, walking to the lobby café instead of the coffee stand on his own floor.
•Mental. When a US CEO needs to recharge his energy levels, he consciously seeks out conversations with employees, so he can learn something new.
•Emotional. A Mexican company vice president chooses to recharge by reaching out to friends regularly to send thanks and love. A Swedish entrepreneur reviews an e-mail folder where she keeps compliments, thank-you notes, and warm greetings.
•Spiritual. A technology executive turns her chair to look out the window, meditating on nature and life in the form of the oak tree that fills her view. A pharmaceutical executive brings an empty chair, representing patients, to important meetings, to remind everyone why they are there.

Of course, managing energy isn’t necessarily a solitary activity; we’ve seen leaders inject recovery practices into daily business routines. For example, the CFO of an aerospace company found that a weekly meeting he chaired was draining. To energize his team, he changed the format, starting each discussion with the prior week’s notable lessons and achievements. The new format was a hit: weekly attendance went up, the meetings’ substance improved dramatically, and what had been a pure number-crunching exercise began to generate new ideas the company could use. The meetings were more fulfilling for the CFO, too. “I finally feel like I’m a thought partner to the business,” he told us, “rather than a cop.”

As you reflect on the mind-sets that limit you, consider a shift to “practicing recovery regularly helps me spend more time in high performance.”

In our work with executives, we’ve found that tools, practices, and exercises like the five above help leaders understand—and shift—the mind-sets that govern their actions. Trying to change our behavior (what is seen and judged) will fail—the old, hard-wired patterns return when pressure mounts—unless we have first addressed internal patterns with conscious effort.

To make change stick, unwire and rewire from the inside. Start with self-awareness: seeing yourself as a viewer of your own “movie.” Once you see the pattern, you have a choice whether to change. Owning the choice creates enormous freedom. And as you exercise that freedom to change your mind-set and practice new behavior, you role-model a transformation—creating what does not exist today but should. And isn’t that what leaders do?

Source: McKinsey.com, April 2014
By: Joanna Barsh and Johanne Lavoie
About the authors: Joanna Barsh is a director emeritus in McKinsey’s New York office, and Johanne Lavoie is a master expert in the Calgary office. This article is based in part on the authors’ book, Centered Leadership: Leading with Purpose, Clarity, and Impact (Crown Business, March 2014).
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Moving beyond customer satisfaction

Posted in Aktuellt, Customer care / Kundvård on April 8th, 2014 by admin

There is a big difference between customers who are satisfied and customers who are raving fans—people that feel so strongly about your product or service that they brag about you to others. But too often companies are lulled into complacency by above-average scores—“Hey, we’re getting a four out of five. Isn’t that great?”

cs 2“It’s not,” says Kathy Cuff coauthor (together with Ken Blanchard and Vicki Halsey) of the new book, Legendary Service, scheduled for release later this month. “Even with a four out of five rating, customers will still jump ship. Good customer service isn’t good enough to drive the type of loyalty that binds a customer to you and your brand. We have to constantly be driving for fives—and the emotional connection that level of service creates. It doesn’t mean we will always get there, but we have to keep moving toward that goal.”

Everyone Needs to Be Involved
In order to create a first-class, top-to-bottom customer experience, Cuff believes you have to address it from three different levels within your organization.
“Frontline people are important of course. They are the ones having direct contact with the customer. At an individual level, you want people to see how they contribute and make a difference.

“The next level to focus on is the management level. Managers play an important role in leading others. It’s important for them to be a good role model for the organization’s service initiative. It’s also about empowering people and providing them with the skills to take care of customers.

“Finally,” explains Cuff. “We focus on the organizational level. Customer service needs to start at the top with senior leaders embracing any new service initiative and communicating the importance of having a culture of service within their organization. For senior leaders, the goal is to create an environment where associates feel like they are a valued internal customer of the organization so that they in turn want to take care of the external customer.”

Creating an Intentional Culture
In a recent Forbes article, Barbara Porter, an executive director for Ernst & Young, says that leaders must acknowledge that culture and employee engagement are their responsibility. “Rather than simply focusing on HR, entitlement, or employee happiness, companies must create a culture that aligns peoples’ intrinsic values and behaviors to the guiding principles of the organization. Culture is the driving force within every organization, department and team.”

According to Porter, creating an intentional culture requires aligning the environment, communication, and emotional drivers to a company’s strategic vision and brand. Porter writes, “To build a culture that supports the brand experience, leaders must bring the corporate vision to life and help employees link what they do every day to the key elements (values, objectives, goals, key performance indicators, and behaviors) of the organization’s guiding principles and strategy.”

Mitchell Osak, a managing director of Quanta Consulting, Inc., agrees. Writing in a column for Financial Post he identifies that “Management should set high expectations for how they want their customers treated.”

However, he warns leaders that “Employees won’t take care of customers if they are not trusted, treated with respect, or listened to through formal and informal mechanisms.”

Some Things Are Different, Some Are the Same
Vicki Halsey, Cuff’s coauthor and fellow facilitator of the Legendary Service training program, explains that working with three different levels within an organization at the same time means recognizing where issues and needs are going to be the same and where they are going to be different. People at all three levels—individual contributor, mid-level manager, and senior leader—have to look at their own beliefs and behaviors and how they come across to customers and fellow team members.

“What we’ve done differently in our Legendary Service training program,” says Halsey, “is that we’ve gone a lot deeper than justcs 1 teaching frontline skills. What differentiates our approach is that we have people take a look inside and examine their beliefs about serving others. We believe good service is an inside-out proposition. What are your beliefs and values around service? Are those beliefs and values getting you the results you want? Do you even believe that customer service is part of your job?”

Sam Silverstein, author of the book, No More Excuses, identifies that many companies train on tactics without ever taking the time to do the important work of looking at beliefs that are driving current behaviors. In a recent blog post, he shares, “Before tactics can ever matter it is critical for the leadership of the organization to take the time to figure out what they believe. What do they believe about how revenue is generated, how production is handled, how employees are treated, and yes, how customer service is valued? Then, leadership must continuously communicate the expectations around those beliefs to all the employees. People perform based on expectations. If you don’t share your beliefs with everyone then they will not know how to act.

“Great customer service is not about tactics. It is about an organization’s culture that has been specifically defined in terms of beliefs, effectively communicated to everyone in the organization, and continuously reinforced over time. Action follows belief and great customer service follows those that believe it is a critical part of how their organization should run.”

Customer Service Is Everyone’s Business
Cuff believes that for any customer service initiative to succeed, every single person in the organization must be on board. Customer service has to be seen as everybody’s job—not just that of the people in a customer service department. “Now, of course, some people push back and tell us that they don’t deal directly with customers. That’s fine, but it doesn’t excuse you from having a customer service mindset. It just means that your focus is on serving your internal customers. When people see it from that perspective, it opens their eyes.”

At its heart, a customer service initiative is really a culture change in your organization. To do it correctly you have to have everyone in the organization buy into this idea, so you have consistent performance across the board.

From a Class to a Culture Change

For organizations looking to become more customer centric and provide a superior service experience, Cuff recommends thinking beyond the traditional half-day customer service training mindset. As Cuff explains, “You can put all of your frontline people through a half-day customer service module. And while that can help to teach people some basic skills, it won’t create the type of radically changed customer experience that you need in order to differentiate your organization from the competition.

“You need to move beyond that so it’s not just a flavor of the month service initiative. Instead, use the initiative as a jumping off point for something new that actually becomes a part of the organization’s culture.

“It takes time to share information, explore beliefs, and create alignment between employees and the service goals of the organization. But if you can get people to understand the importance of customer service to them, to their team, to the organization, and ultimately to the customer, and how everyone benefits, then you can start to change people’s beliefs and get them to understand, ‘This is my job and this is part of what I do.’”

Source: Kenblanchard.com, April 2014
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Read more about how to measure and improve customer satisfaction at www.3s.se

Kabeltevens dagar räknade

Posted in Aktuellt, Allmänt, Digitalisering / Internet on April 3rd, 2014 by admin

Internet fortsätter att omvandla vår medievärld i högt tempo. Kabeltevebolagen är nästa man för rakning.

Svenska hushåll lägger i snitt 17 000 kronor om året på medier, enligt rapporten ”Hushållens medieutgifter 2014” som har presenterats av IRM (Institutet för Reklam- och Mediestatistik) och MMS (Mediamätning i Skandinavien). Summan har varit relativt stabil de senaste åren även om det sker förskjutningar mellan tjänster.

Kostnaderna för mobilabonnemang har ökat med sju procent de senaste tre åren, medan utgifterna för morgontidning har minskat med åtta procent. Vi ser ett tydligt skifte där konsumenterna flyttar sina pengar från papperstidningar till digitala tjänster. Vi vet vilka problem tidningarna i Sverige brottas med i form av krympande prenumerationsstockar och minskade reklamintäkter. För en människa under trettio år verkar det sitta långt inne att betala för en pappersprenumeration.

new mediaNästa medieområde att utsättas för internets omvandlingstryck är kabeltevebolagen. Comhem har haft monopolställning i många flerfamiljshus, men enligt en sammanställning som DN presenterar kommer Comhem att förlora 100 000 hushåll bara i år när fastighetsägarna satsar på fiber istället för kabeltv.

Vem vill betala många hundra kronor i månaden för stora kanalpaket med långa bindningstider och konstiga extraavgifter? Då känns det bättre att skaffa en bra uppkoppling för att se SvtPlay och plussa på med någon strömmande tjänst som Viaplay, Netflix, HBO, Magine, C More Play och så vidare. Då blir det pengar över för musiktjänster som Spotify och ljudbokstjänster som Storytel. De digitala tv-tjänsterna är dessutom befriade från storteven på väggen och går att konsumera på dator, Ipad och mobil.

De nya playtjänsterna säljs in med argumentet att de saknar bindningstid. Smarttv-appar gör dessutom playtjänsterna mycket användarvänliga. De allt mer otrogna konsumenterna kommer att plocka russin ur kakan för att spara pengar och få tillgång till det innehåll de vill ha. Visst är det skönt när monopol brister?

Källa: Jajja Magazine, april 2014
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The seven things successful people never say

Posted in Aktuellt, Leadership / Ledarskap on April 2nd, 2014 by admin

You want to be successful. Everyone does. But your actual words might be undermining your chances of success. The things you say in the office, no matter how innocuous they seem to you, might be knocking you down the career ladder and putting the top position you dream about out of reach.

Your career is too important to be tanked by a few negative phrases. Here are the seven things you should strike from your workplace vocabulary if you want to achieve the success you richly deserve:

1. “That’s not in my job description.”
When you accepted your current position, you had a good idea of what the responsibilities and workload of the role would entail. Throughout the months or years since you settled into your job, however, your role has expanded and changed shape. Some of these changes have probably been good, while others have made you wish for simpler times. When a boss or manager piles another responsibility on your already sore shoulders, it might be tempting to pull out this classic gem of work avoidance.
su 1
The better option, however, is to schedule a time to talk to your boss about your role. A specific conversation about your place in the organization is a good time to bring up the particulars of your job description, not when you’re asked to get something accomplished. No matter how stressed you are or how valid the complaint, dropping this phrase only makes you look lazy and unmotivated.

2. “It can’t be done.”
Throwing in the towel makes you look like a quitter — and quitters don’t get promoted. Instead of giving up on a project entirely, frame your response in terms of alternative ways to get the work accomplished. Very little is truly impossible, and most managers and executives want forward-thinking problem solvers to climb the corporate ladder. If you offer solutions instead of giving up, you’ll be seen as a valuable member of the team.

3. “It’s not my fault.”
No one wants to work with a blame shifter. After all, it’s just a matter of time before this person eventually shifts the blame onto you. Take ownership of your mistakes instead of pointing out where others have fallen short. Admitting to a mistake shows character and the ability to learn and grow from problems. Pointing the finger at someone else strongly implies you’ll never truly learn from your errors.

4. “This will just take a minute.”
Unless something will literally take only 60 seconds, don’t overpromise and underdeliver. Saying something will only take “a minute” also has the side effect of undermining your efforts. Most likely the reason the particular task won’t take long is due to the benefit of your professional experience and acumen. By saying it will “just” take a minute, you’re shortchanging what you bring to the table.

5. “I don’t need any help.”
The rugged lone wolf type might be the hero of most action movies, but they’re unlikely to become the hero at your company. You might think you can go it alone on a project or in your career, but teamwork is essential. Being able to work with others is the hallmark of a good leader; you’re unlikely to climb your career ladder always flying solo.
su 2
6. “It’s not fair.”
Life isn’t fair, and often your career won’t be as well. Instead of complaining, you should look for specific and actionable workarounds to the problems you encounter. Is it unfair a coworker got to run point on the project you wanted? Maybe, but instead of complaining, work harder and go the extra mile. Finding a solution will always be preferable in your professional life to whining about a problem.

7. “This is the way it’s always been done.”
Doing things the way they’ve always been done is no way to run a business. Just ask some of the companies which toed the line, accepted the status quo, and went under. Adapting to an ever-changing marketplace is really the only way to survive in an economy constantly being disrupted by the next big thing.

You don’t have to be a slave to the trends, but you also can’t stick your head in the sand and hope things go back to normal. Instead, come up with creative solutions to new problems and innovate, and you’ll soon be in the driver’s seat taking your organization into the future.

Everyone wants to be successful, so make sure your words aren’t holding you back. These seven phrases are career kryptonite — by avoiding them, you can fly into your future and become a successful superstar.

Source: Linkedin.com, April 2014
By: Ilya Pozin
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Read more about successful Leadership here

Iphone med större skärm …

Posted in Aktuellt, Allmänt on April 1st, 2014 by admin

Apples kommande Iphone 6 kommer att vara utrustad med större skärmar av olika storlekar. Det rapporterar flera asiatiska tidningar med hänvisning till egna källor.

Iphone 6 kommer att lanseras i två storlekar– en 4.7 tumsskärm, samt en 5.5 tumsskärm, i september. Detta enligt branschkällor som har sett prototyperna, rapporterar tidningen South China Morning Post. Det är större än dagens skärmbredd på 4 tum för Iphone 5.

”De måste hantera marknaden för ”phablets” (en slags hybrid mellan en smartphone och surfplatta, di.se:s anm). Folk vill ha större appleskärmar nu”, säger en källa till tidningen.

Massproduktion av displayer kommer att inledas under kvartalet april-juni vid Sharps produktionsfacilitet i Kameyama, Japan Displays enhet i Mobara samt på andra platser, enligt källor till tidningen Nikkei Asian Review. Även LG Electronics kommer att tillhandahålla displayer, hävdar tidningen.

Även skärmupplösningen kommer att vara bättre jämfört med befintliga Iphone, skriver Nikkei Asian Review vidare.

Mobiltelefoner med stora skärmar är en bred trend, vilket di.se tidigare har rapporterat om från mobilmässan i Barcelona. Samsungs nya Galaxy 5S har en 5,1 tumsskärm. Även Nokia tar klivet upp i den stora divisionen med Nokia XL, en Android-telefon med en 5 tumsskärm.

Källa: DI.se, 1 april 2014
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Stress får oss att hoppa över lunchen

Posted in Aktuellt, Allmänt on April 1st, 2014 by admin

I ny undersökning fjord av Sifo på uppdrag av Viktväktarna visar att en av fyra svenskar inte äter lunch en eller flera gånger i veckan.

Den främsta anledningen är stress. Många svarar att de inte hinner äta, uppger Viktväktarna.
Frukost är det mål svenskarna generellt håller hårdast på (hela 71 procent uppger att de aldrig hoppar över frukost). Annat är det med lunchen, en av fyra hoppar över den en eller flera gånger i veckan.

Den främsta anledningen till detta är stress.
– Måltiderna på jobbet behöver ses som en viktig del av arbetsmiljön. Trötthet, irritation och koncentrationssvårigheter är en direkt följd av för lågt näringsintag och påverkar inte bara hur vi mår utan också hur vi presterar, säger Karin Nileskog, Kost & Utbildningsansvarig på ViktVäktarna.
lunch
Hungern slår till
Men det är inte bara lunchen som drabbas. Flera hoppar även över mellanmålet.
– När energinivån plötsligt sjunker och hungern slår till tenderar de flesta att välja något snabblagat och energirikt – inte sällan snabbmat. Den som satsar på regelbundna måltider och sunda råvaror hamnar inte lika lätt i den situationen, säger Karin Nileskog.

Fakta från undersökningen:
39% hoppar över en måltid en eller flera gånger i veckan
25% hoppar över lunchen en eller flera gånger i veckan
32% av de som hoppar över lunchen gör det pga stress
46% av de som hoppar över lunchen gör det pga att de inte är hungriga
17% hoppar över frukosten en eller flera gånger i veckan
16% hoppar över middagen en eller flera gånger i veckan
56% äter aldrig eller oftast inte mellanmål

Källa: Expressen.se, 1 april 2014
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