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Why Leaders Are Mysterious

Like it or not, a lot of high-level leaders carry with them an air of mystery.

Seldom has any leader in literature been more mysterious than Captain Ahab. For many long pages in Moby-Dick, Ahab is only an elusive character of legend. We hear opinions about him, and even have our spines tingled by the shrouded prophecies of Elijah. But, despite the fact that he is a main character –- no, he is the main character
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The Power of Personalization

Personalization and differentiated service experiences create loyalty.

If you want to create customers for life, one of the important components to loyalty is ensuring that each and every interaction is fast, friendly, hassle free and personalized!

VALUE

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What You Don’t Know About Internal Motivation May Harm Your Career

 

So you want to build a billion-dollar company, and it’s because you want to make people’s lives better by solving a problem while hitting it big, rich, and famous. Sounds like a winning combo of incentives to drive you to achieve startup success.

It’s not like both motives can’t coexist. Humans, complex beings that we are, walk around with a jumble of intentions, impulses, and aspirations in our heads — instead of one clearcut reason for why we do things.

 

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Forging Alliances between Employees and Employers

The fundamentals of the employee-employer relationship have changed over the past few decades. Employers no longer even pretend to offer job security and, in return, employee loyalty to a particular company is rare. Yet employees still want to know where they stand and what their long term prospects are within the organizations they work for. And employers still want to reduce employee churn and find ways to retain great employees as long as possible. The question is: How can we do that in today’s competitive, volatile, shifting world? The Alliance: managing talent in the networked age Authors Reid
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Connecting with Competitors on LinkedIn

Dear Deb:

Is it a good idea to accept a competitor as a LinkedIn connection?   Isn’t there a chance I could lose potential customers if they see their names and start shopping?  I am a consultant in the field of environmental impact studies. Thank you,

Doug

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If the Shoe Fits: Let Carl Sagan Help Guide Your Culture

If the Shoe Fits: Let Carl Sagan Help Guide Your Culture

Post from: MAPpingCompanySuccess

If the Shoe Fits: Let Carl Sagan Help Guide Your CulturePost from: MAPpingCompanySuccess A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here When you talk abut cultural guideposts to engineers they often hold their collective noses and chant “fuzzy, fuzzy.” Given that they prefer [...]
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Want Something? Ask For It

When I watched and listened to Brene Brown updating us on her work and research into vulnerability last year, she said something in her closing remarks that stuck with me: ‘I ask for what I need. This feels inherently vulnerable, and do it.’ I know where she is coming from. Maybe it’s a typically reserved Brit […]
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No Such Thing as a Free Lunch

Recognize This! – Lunch with “the boss” can be a rewarding experience when implemented in the right way. Pizza lunches or “dinner with the boss” are rewards we often hear about in employee recognition efforts at companies of all sizes. Frankly, after so many free lunches, any real value is lost. But much more value […]
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Do You Want To Feel Like A Cow Being Herded Through A Turnstile?

Do you want to feel like a number–or like a cow being herded through a turnstile? Neither do your customers.

HERD

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The 60% Rule: The Humbling Reason Why It’s Vital that You Encourage Autonomy at Work

Breakthrough products are created out of thin air by a singular product visionary — your Steve Jobsian figure in a black turtleneck and a ponderous look. He yells at people and tells them what to do, until it’s perfect and done.

To Chris Savage, co-founder and CEO of Wistia, one of the biggest video hosting sites on the web for businesses, that’s a widespread misconception that can harm the way you run your business.

Chris has a rule of thumb on making product decisions that’s both incredibly humbling to all you Jobs disciples out there and imperative to grasp. The rule is this: the very best of us only get product decisions right 60% of the time. The rest of the time, we’re wrong.

How the 60% Rule Transformed Amazon