UNIFORM LA CHILLICOTHE WORK JACKET Drop, going on right now.
Uniform LA's Chillicothe Work Jacket is an elevated take on the classic Detroit Work Jacket. Made of ultra-premium 14-ounce Japanese canvas, it has been meticulously washed and hand distressed to replicate vintage workwear that’s been worn for years, and available in three colors.
This just dropped today. If you missed out on the preorder, there are some sizes left, but they won't be around for long. Check out the remaining stock here
Good luck!.
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I want to THANK YOU for giving this link. I wonder if there are any other links that I can watch videos of these great speakers. I know that Ted has a lot of videos of other speakers, but I still want to watch more. Where can I go about to find it?- People don't buy what you do, they buy why you do it. (I stole this).
decent TED talk by this guy: http://www.ted.com/talks/lang/eng/si...re_action.html
he's on the speaker circuit
This is similar to the video that I watch aboveSome thoughts one charisma in business leaders.You will find along your journey some leaders and colleagues that are charismatic. People and clients will be drawn to them. They will advance ahead of their age. They will be invited to important meetings, often for less good reasons. They will generally be an asset to the company.Some will be genuinely good people, many will be highly political but with the gift of charisma. Of course, one might argue that true charisma and leadership will inspire people and offer follow-through in the decent and fair treatment of everyone on the team. On the rare occasions this actually occurs, I have seen teams do insanely great things.So it boils all down to trust.In business it might be best to follow the ole saying "trust but verify". Actually "verify then trust" might be more appropriate.
Personally, facing negativity in the workfoce is nearly impossible. the way that I see it is that working with many people, disagreeing and aruging with other colleages are inevitable.Good Work Habits*Set expectations appropriately on each project. Managing people's expectations is critical.*If you are overloaded decline work but share the reason.*Look at your Outlook or other calendar the night before and think about a "to do" list to keep you on time with deliverables.*Prepare for every call, internal and external. Bring a point of view and any needed analysis. If you show people you are prepared then they will be inclined to include you more often.*Be careful who you copy on your emails. There is a fine line in business between informing important stakeholders and spamming. *Think twice before copying senior managers and leaders in emails. Sometimes you will be unaware of the political goings on in the executive area and an innocent email can lead to unintended consequences.*Consider strongly but don't obsess over format of any content. You want it to look good but you can get OCD and lose sight of the big picture.*Develop a network of close colleagues whom you care share analysis and thoughts with. A good critique is worth its weight in gold.*Find a mentor or close friend you can privately and confidentially ***** about a work issue with. Someone who can thoughtfully share 3rd party insight and advice is invaluable.*Avoid people who don't deliver results. Life is too short. When they blow a major deadline, make sure someone senior hears about it in a diplomatic fashion.*Play nice. Collaborative teams is where it is at.*Avoid office negativity. It may bring you down and accomplishes little beyond the initial cathartic release of pressure.*Reward people who perform. *Treat administrative and operations people with love and respect. It will pay huge dividends. There is no place for bullying anyone with a lower title or any job.*Communicate honestly with everyone you interface with. Senior leaders appreciate the truth-good, bad and ugly.
I posted this in another thread, but think it has a place here too:I read once a very true statement about management:20% of the people do 80% of the work. Good management means finding the right thing for the other 80% to do so they will be successful, and they will stay out of the way of the other 20%.
Great thread. Kind of off topic, but didn't want to start a new thread for this.Anyone have experience in strategic/business development? Specifically, I have an opportunity to move into strategic development as an analyst at an oil and gas company and was wondering if anyone here has any experience in this domain they can share?
I work in a financial services company supporting operations & technolgy as an internal consultant. As a side project I'm working with management to quantify business process flows and projects. The goal is to create metrics for different levels of management within a company. This may be naive, are there metrics or guides/book/areas to research metrics that could be useful for our organization for reducing complexity, risk, and time of business processes/projects.
Congrats on the promotion to partner!
This is stupid, but what fonts do you guys use for presentations?