Donald Trump and Robert Kiyosaki are both concerned. Their concern is that the rich are getting richer, but America is getting poorer. The entitlement mentality is epidemic, creating people who expect their country, employer, or family to take care of them. And like the polar ice caps, the middle class is disappearing. America is becoming a two-class society, and soon you will be either rich or poor. Trump and Kiyosaki want you to be rich.
It's such a savage thing to lose your memory, but the crazy thing is it doesn't hurt one bit. A blackout doesn't sting or stab or leave a scar when it robs you. Close your eyes and open them again. That's what a blackout feels like. For Sarah Hepola, alcohol was 'the gasoline of all adventure'. She spent her evenings at cocktail parties and dark bars where she proudly stayed till last call. Drinking felt like freedom, part of her birthright as a strong, enlightened 21st-century woman.
"Very good but"
In 1990, IBM had its most profitable year ever. By 1993, the company was on a watch list for extinction, victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.
"Really enjoyed it."
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. In this article, John Kotter outlines the eight largest errors that can doom these efforts.
"'Hidden Figures' Review: Breaking Barriers of Space, Race and Gender" is from the January 06, 2017 Arts section of The Wall Street Journal. It was written by Joe Morgenstern and narrated by Paul Ryden.
Diesen Monat wird es spannend: nach der Landung in Paris Charles-de-Gaulle wird alles zum Thema Kommunalwahlen erfahren und es werden immer wieder knifflige Herausforderungen der französischen Aussprache bewältigt. Die Spannung steigt auch bei den Ermittlungen vom Mord des Schauspielers Julien Castaldi. Danach wird die Mühe und vor allem der Appetit mit einem köstlichen "Bœuf bourguignon" belohnt. Zum Schluss singt Edith Piaf noch fröhlich in den Frühling.
The New Yorker's blend of reporting, commentary, criticism, fiction, and cartoons has garnered 36 National Magazine Awards since its debut in 1925 - more than any other publication. Edited by Pulitzer Prize winner David Remnick, the magazine has had only five editors in its 80-year history. Each week, Audible and the editorial staff of The New Yorker work together to select a variety of the issue's best articles from The Talk of the Town, Fiction, The Critics, and more. Each article is read in its entirety. The New Yorker is available in audio exclusively at audible.com.
Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people making major career transitions to management.
Catch up on the latest from Time Out.
This is the first book to present innovation and entrepreneurship as a purposeful and systematic discipline. It clearly explains and analyzes the challenges and opportunities of America's new entrepreneurial economy. Peter Drucker, the most influential and widely-read thinker and writer on modern organizations, gives us a superbly practical book that explains what established businesses, public service institutions, and new ventures have to know, have to learn, and have to do in today's economy and marketplace.
"Seminal work in Innovation but awful narration"
Seeing What's Next is a framework for predicting industry winners and losers. Every day, individuals take action based on how they believe innovation will change industries. Yet these beliefs are largely based on guesswork and incomplete data, and can lead to costly errors in judgment. Internationally renowned innovation expert Clayton M. Christensen and his research partners, Scott D. Anthony and Erik A. Roth, present this guide for predicting outcomes in the evolution of any industry.
When some managers take over a new job, they hit the ground running. They learn the ropes, get along with their bosses and subordinates, gain credibility, and ultimately master the situation. Others, however, don't do so well. What accounts for the difference? In this article, first published in 1985, Harvard Business School professor John J. Gabarro relates the findings of two sets of field studies he conducted, covering 14 management successions.
When corporate leaders or the organizations they represent mess up, they face the difficult decision of whether to apologize publicly. A public apology is a risky move. It's highly political, and every word matters. Refusal to apologize can be smart, or it can be suicidal. Readiness to apologize can be seen as a sign of character or one of weakness. Because the stakes are so high, Barbara Kellerman says, leaders should not extend public apologies often or lightly.
Seth Godin, one of today's most influential business thinkers, writes best-selling books like Purple Cow and All Marketers Are Liars. And in between those annual books, he delivers a daily stream of ideas on one of the world's most popular blogs.
"Perfect when you need to boost your creativity"
Innovation gets rediscovered as a growth enabler every half dozen years. Too often, grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded. Each managerial generation embarks on the same enthusiastic quest for the next new thing. And each faces the same challenges to protect existing critical revenue streams while supporting new concepts that may be crucial to future success.
Today's overachieving professionals labor longer, take on more responsibility, and earn more than the workaholics of yore. They hold what the authors call "extreme jobs", which entail workweeks of 60 or more hours and have at least five of 10 characteristics, such as tight deadlines and lots of travel. The authors consider the shape and scope of these jobs in relation to increasing competitive pressures, vastly improved communication technology, cultural shifts, and other sweeping changes.
"'I Am Not Your Negro' Review: Brilliant Notes on a Native Son" is from the February 03, 2017 Arts section of The Wall Street Journal. It was written by Joe Morgenstern and narrated by Fleet Cooper.
Employers can choose from lots of tools when they want to encourage employees to work together toward a new corporate goal. One of the rarest managerial skills is the ability to understand which tools will work in a given situation and which will misfire.
This month we look at how tech is revolutionising the way we make new connections. But we also consider how, sometimes, one is the perfect number.
In this issue: "The Power of Positive Surveying" by the Editors of Harvard Business Review; "Curing the Addiction to Growth" by Marshall Fisher, Vishal Gaur, and Herb Kleinberger; "Are You Solving the Right Problems?" by Thomas Wedell-Wedellsborg; "The Neuroscience of Trust" by Paul J. Zak; and "Kick-Ass Customer Service" by Matthew Dixon, Lara Ponomareff, Scott Turner, and Rick DeLisi.