Who said obtaining happiness was easy? It's not! But who says you have to be sad? I won't! I choose to be happy; not that it's easy, but because, well, I can. That's Mobiism!
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Surveys and research link true happiness to a smaller footprint on the ecology.
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Imagine a company that:
•Lets you vote on the CEO's performance – and lets you, not your boss, determine your work projects.
•Uses e-mail discussion lists to make critical decisions, practicing full transparency so everyone is kept in the loop.
•Rotates all leadership roles on a regular basis. read more »
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•Lets you vote on the CEO's performance – and lets you, not your boss, determine your work projects.
•Uses e-mail discussion lists to make critical decisions, practicing full transparency so everyone is kept in the loop.
•Rotates all leadership roles on a regular basis. read more »
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Study shows that simply putting someone into a weak social position impairs his cognitive function. Conversely, “empowering” him, in the dread jargon of sociology, sharpens up his mind.
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We witness the manifested power of thoughts all of the time. Look at your life and link what you see directly to your thoughts. If you want a better life, begin first with improving your thought life. What you think you can achieve is really achievable!
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The self-help craze -- long part of life in the Western world -- is taking the Islamic Republic by storm. Iran is one of the world's youngest nations, with 70% of its 65 million under the age of 30. There's widespread disenchantment among young people with Iran's strict theocratic regime, which requires headscarves for women and bans alcohol. And jobs are scarce.
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Why, then, wouldn't Wal-Mart do everything it could to make itself more like Costco? Now assume that Sinegal's assertion is false. Why, then, does Costco treat employees better if that's against the company's financial interests?
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Sometimes, even as we attempt to describe what we want, there seems to be a kind of fog attached to it. Frequently, we're so used to not having or getting what we want that we "pre-edit" before we can even articulate what it is that we do want.
Our minds won't even allow us to fully create the internal representations of what we want because we "already know" that we can't have it. read more »
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Our minds won't even allow us to fully create the internal representations of what we want because we "already know" that we can't have it. read more »
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...people who choose not to express their feelings after a traumatic event may be better off than those who do talk about their feelings.
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The 6 myths:
1. Creativity Comes From Creative Types
2. Money Is a Creativity Motivator
3. Time Pressure Fuels Creativity
4. Fear Forces Breakthroughs
5. Competition Beats Collaboration
6. A Streamlined Organization Is a Creative Organization read more »
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1. Creativity Comes From Creative Types
2. Money Is a Creativity Motivator
3. Time Pressure Fuels Creativity
4. Fear Forces Breakthroughs
5. Competition Beats Collaboration
6. A Streamlined Organization Is a Creative Organization read more »
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Human relations experts are turning the tide against this longstanding management maxim, insisting instead that it is bad for the bottom line to preach to staff that the customer is always right — especially when that customer is behaving badly, and especially when the staff person involved is young.
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Tell me about the big lessons you’ve learned in the years you’ve been in this business.
You want to create an environment in which people can be themselves—to be effective in business you don’t have to look like a brick. You can make anything complex if you want to, and you can spend innumerable hours debating things that are of no consequence, so you have to prioritize. Fight hierarchy and bureaucracy as hard as you possibly can. Don’t ever let it become the master; always remember it’s the servant. And quickness is important, particularly in the airline business, because your principal capital assets travel at more than five hundred miles an hour. They’re not shoe factories. If a shoe factory closes in Seattle, you can’t move it to San Antonio and have it competing there within a couple of hours, but with airplanes you can. I’ve always said that I want us to strike with the speed and alacrity of a puma. read more »
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You want to create an environment in which people can be themselves—to be effective in business you don’t have to look like a brick. You can make anything complex if you want to, and you can spend innumerable hours debating things that are of no consequence, so you have to prioritize. Fight hierarchy and bureaucracy as hard as you possibly can. Don’t ever let it become the master; always remember it’s the servant. And quickness is important, particularly in the airline business, because your principal capital assets travel at more than five hundred miles an hour. They’re not shoe factories. If a shoe factory closes in Seattle, you can’t move it to San Antonio and have it competing there within a couple of hours, but with airplanes you can. I’ve always said that I want us to strike with the speed and alacrity of a puma. read more »
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In 1930 Kellogg Company, the world’s leading producer of ready-to-eat cereal, announced that all of its nearly fifteen hundred workers would move from an eight-hour to a six-hour workday. Company president Lewis Brown and owner W. K. Kellogg noted that if the company ran “four six-hour shifts . . . instead of three eight-hour shifts, this will give work and paychecks to the heads of three hundred more families in Battle Creek.”
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Recently Phil Gerbyshak had the good fortune to spend 40 minutes with Dan Roam, author of the great new book The Back of the Napkin. It's quickly become one of his favorite books, for it changed the way he thinks about problem solving and helped him look at things in a new way.
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After a week Zappo says to its newest employees: “If you quit today, we will pay you for the amount of time you’ve worked, plus we will offer you a $1,000 bonus.” Zappos actually bribes its new employees to quit!
Why? Because if you’re willing to take the company up on the offer, you obviously don’t have the sense of commitment they are looking for. read more »
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Why? Because if you’re willing to take the company up on the offer, you obviously don’t have the sense of commitment they are looking for. read more »
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Pligg is a Web 2.0 open source content management system
