“Nine years ago, when I launched The Energy Project during an economic boom, it was nearly impossible to find senior leaders open to the idea that demand was exceeding people’s capacity, and that it was critical to the bottom line to teach employees new ways to manage their energy more skillfully.”
ully engaged at work, valued for their contributions, or freed and trusted to do what they do best. Instead, they feel weighed down by multiple demands and distractions and they often don’t derive much meaning or satisfaction from their work.
I don’t kid myself that the super-charged CEOs and world leaders who attend this event are going to wake up overnight to the recognition that rest and renewal and doing one thing at a time are not only healthy practices, but also fuel more sustainable performance.
Rather than trying to forever get more out of their employees, organizations are better served by investing in better meeting their people’s core needs â€” physical, emotional, mental and spiritual â€” so they’re freed, fueled, and inspired to bring more of themselves to work every day.
“Tibbr released version 3.5 to the public today in Palo Alto California, 9 AM Pacific time. I got a solo preview yesterday and I was impressed by it â€“ as usual Iâ€™d say. â€œIn twelve months since launch, tibbr has been deployed to hundreds of thousands of employees across global enterprises, who can now use tibbr to unify people, data and businesses processes to get work doneâ€”
tibbr brings back the balance in our lives: after decades of automation and computerisation, some, if not most, of us have become slaves to the machine, walking the last mile from rule-based machines to exception-based humans
The fact that tibbr cut out the middle man, the data entry clerk, by enabling people to follow and directly subscribe to events themselves â€“ people could pick the low-hanging fruits again
tibbrâ€™s new feature would have come in handy: tibbr GEO. In the example above, youâ€™d simply subscribe to your points of interest, e.g. grocery, bakery and the beer section, hold up your mobile in front of you and let the augmented reality guide you through the store
Of course that would mean that everyone goes out and gets tibbr. Iâ€™m sure tibbr wouldnâ€™t mind that, but that does mean that tibbr has to be really device- and platform-agnostic, and stay that way.
“Tom Kelly, general manager of IDEO, the world-renowned design firm, likes to quote French novelist Marcel Proust, who famously said, “The real act of discovery consists not in finding new lands but in seeing with new eyes.” What goes for novelists goes for leaders searching to craft a novel strategy for their company, a new product for their customers, or a better way to organize their employees. In a world that never stops changing, great leaders never stop learning.”
Today, the challenge for leaders at every level is no longer just to out-hustle, out-muscle, and out-maneuver the competition. It is to out-think the competition in ways big and small, to develop a unique point of view about the future and help your organization get there before anyone else does
First, the best leaders (and learners) have the widest field of vision.
Translation: You’re not going to learn faster (or deeper) than everyone else if you seek inspiration from the same sources as everyone else.
Second, and more tactically, the best source of new ideas in your field can be old ideas from unrelated fields.
For example, leaders at Lexus identified all sorts of new ideas to reshape the customer experience for luxury cars by searching for clues at brands such as Four Seasons and Apple
Sure, there’s always a place for R&D as research & development. But there’s also a place for R&D as rip-off and duplicate. Ideas that are routine in one industry can be revolutionary when they migrate to another industry
Finally, and most personally, successful learners work hard not to be loners. These days, the most powerful insights often come from the most unexpected places â€” the hidden genius locked inside your company, the collective genius of customers, suppliers, and other smart people who would be eager to teach you what they know if you simply asked for their insights.
“In this post, Bjoern Negelmann suggests that German preference for decentralisation leads to a focus on knowledge sharing between co-workers as the basis for their enterprise 2.0 activities. In France however, the preference is for social networking leading to a focus on relationships (â€œthe indirect / network effects of being interconnectedâ€).”
Itâ€™s more difficult to work through how Europe differs from the US however. The USâ€™ scores for in group collectivism are similar to France and its assertiveness more like Germany. Its scores for uncertainty avoidance are similar to France and its future orientation to Germany. Iâ€™m not sure how this supports differences Iâ€™ve seen between Europe and the US, but then Iâ€™m not too sure how Iâ€™d describe these differences anyway â€“
“It’s rare a singular metric like turnover or a customer survey score is by itself a good measure of an organization’s performance. Most of the more meaningful measures on dashboards of executives today are indices, made up of three to five submeasures. I review the nine most useful and creative performance measures I have seen in government and business organizations over the last few years.”
Communication Effectiveness — An important metric for organizations is one that measures how well they communicate to employees, suppliers, shareholders and others
Customer Relationships — Customer surveys are rarely effective in measuring the level of relationship an organization has with its clients or customers.
Employee Satisfaction — Most clients in government and business have developed an Employee Satisfaction Index made up of a variety of measures such as casual absenteeism, complaints/grievances, voluntary turnover, employee focus groups, overtime and employee survey data
Distraction Index –
Employees in several firms I’ve worked with found they spent less than a third of their time doing their jobs
Aggravation Index — A number of leading organizations have daily measures to track how much they aggravate their customers or how difficult it is to do business with their firm.
Supplier/Partner Index –
Project Management Index — Measuring recurring work like processing transactions or manufacturing parts is different than measuring projects where each one is somewhat different
ntellectual Capital — Everyone agrees that intellectual capital or competencies are important to measure, but I have rarely seen good metrics in this area.
“OpenSocial is a specification that defines a browser-based component model, known as gadgets, and an API for accessing information about user profile information and social graphs, including friends and activities. Applications that use the OpenSocial APIs can be embedded within a social network itself, or access a siteâ€™s social data from anywhere on the web. [Sources: Wikipedia and Opensocial.org]“
new features announced for OpenSocial 2.0 include embedded user experiences (allowing user interaction with content from external services), better support for Activity Streams, support for mobile experiences, support for OAuth 2.0 (better unified identity authorization across applications), and more open search capabilities (designed to prevent social applications from becoming new corporate information silos).
OpenSocial has gained solid support from enterprise software vendors such as Jive, SAP, SocialText, IBM, Nuxeo, Atlassian and others.