From 99u: As you sink into the couch, or slide onto the barstool, at the end of an exhausting workday, it’s hard not to experience the warm glow of self-congratulation. After all, you put in the hours, cranked through the to-do list; you invested the effort, and got things done. Surely you’re entitled to a little smugness?
From Fast Company: Forward thinking is great — but it also makes you lose sight of progress. Use this exercise to shift some focus to your accomplishments.
From FastCompany: In his new book, Ungifted: Intelligence Redefined, Scott Barry Kaufman looks at several different kinds of personal attributes that contribute to success as an adult, many of which have nothing to do with IQ. Kaufman’s personal history illustrates this point, but so does a great deal of research and data that he collects. Studies show that even prodigies don’t always have sky-high IQs.
From Dan Hill at ChangeThis: Ever since the Enlightenment, Western civilization has been on the wrong track. Eager to put the superstitions of the Dark Ages behind him, the French philosopher Rene Descartes famously declared, “I think, therefore I am.” But the truth is that over the past 25 years, the breakthroughs in brain science have systematically documented the greater reality that thought and emotion can’t be artificially separated and that, in fact, the capacity for emotion proceeded thought in evolutionary terms and continues to do so with every deliberation and act an employee makes. There is no such thing as objectivity. … Trust is a feeling. Hope is a feeling. Loyalty is a feeling. As companies struggle to emerge from the Great Recession, now is not the time for half-measures like polite (but empty) focus groups, or for the fear that executives may have regarding exposure to the honest feelings of their employees that serves as justification for not pursuing progress. Executives who exhort employees to accept change and sacrifice their own comfort zones must surely be ready to do so themselves.
From Tom Asacker: In a turbulent environment, control is your enemy. So here's the fact: Success in the marketplace of products, services, causes and ideas is driven by scarcity — always has been and always will be. However, achieving scarcity is a very different pursuit in today’s chaotic, connected and rapidly evolving marketplace.
The old way of attaining scarcity, and thus success, was through control — control of resources, control of the airwaves, control of distribution, control of capital, control of real estate, control of knowledge, and even control of interactions with people. Paradoxically, these days success is achieved by giving up control.
From NY Times: Dominic Randolph can seem a little out of place at Riverdale Country School — which is odd, because he’s the headmaster. Riverdale is one of New York City’s most prestigious private schools, with a 104-year-old campus that looks down grandly on Van Cortlandt Park from the top of a steep hill in the richest part of the Bronx. On the discussion boards of UrbanBaby.com, worked-up moms from the Upper East Side argue over whether Riverdale sends enough seniors to Harvard, Yale and Princeton to be considered truly “TT” (top-tier, in UrbanBabyese), or whether it is more accurately labeled “2T” (second-tier), but it is, certainly, part of the city’s private-school elite, a place members of the establishment send their kids to learn to be members of the establishment. Tuition starts at $38,500 a year, and that’s for prekindergarten.
From TedxBlue: Dr. Angela Lee Duckworth is an Assistant Professor of Psychology at the University of Pennsylvania. Angela studies non-IQ competencies that predict success both academically and professionally. Her research populations have included West Point cadets, National Spelling Bee finalists, novice teachers, salespeople, and students.
From Tim Harford at ChangeThis: We cling on to the idea that successful business people are talented leaders running objectively brilliant corporations. But the world is far too complex and changes far too rapidly for us to have any confidence that this fondly held idea is true. It’s easy to list corporations which have enjoyed periods of great success, only to stumble and fail to adapt: think of US Steel and Cudahy Packing a hundred years ago, Atari and Pan Am in the 1970s, and General Motors and MySpace more recently. Or think of eBay, McDonald’s, and the Nobel-prize winning Grameen Bank, which have suddenly sprung from nowhere, almost by accident, because somebody happened upon a brilliant idea. So does economic success happen despite business failure? I’d go further than that. Economic success happens because of business failure. It’s the failure of once-dominant companies that makes space for new business ideas.