Weekly Pulse by William Meller | Week 45, 2021

Weekly Pulse is a content curation and highlights from readings, books, videos, podcasts, insights, ramblings and other interesting things I discovered and digested during the last week.

In the end of this page, you will be able to subscribe for the Weekly Pulse by William Meller Newsletter and can receive more findings like that in your Email.

So, let's go with some discoveries from last week!

#1 - Simon Sinek: do you love your wife?
#2 - Digital transformation is about talent, not technology
#3 - Digital transformation is not about technology
#4 - Do workplace hierarchies still matter?
#5 - The boss factor
#6 - How to work on your goals when you don’t have time
#7 - How to make remote brainstorming work?

Simon Sinek: do you love your wife?

Source: Simon Sinek Interview / Fearless Soul

- Do you love your wife?
- Yes.
- Prove it.

"...like, what’s the metric? Give me the number that helps me know, right? Because when you met her, you didn’t love her. Now you love her, right? Tell me the day that love happened. It’s an impossible question, but it’s not that it doesn’t exist, it’s that it’s much easier to prove over time. Right?

If you believe there’s something there, you commit yourself to an act of service. It’s not about the events, it’s not about intensity, it’s about consistency. Right? You go to the dentist twice a year, your teeth will fall out. You have to brush your teeth every day for two minutes.

She didn’t fall in love with you because you remembered her birthday, and bought her flowers on Valentine’s Day. She fell in love with you because when you woke up in the morning, you said “Good morning” to her before you checked your phone. She fell in love with you because when you went to the fridge to get yourself a drink, you got her one without even asking. She fell in love with you because when you had an amazing day at work, and she came home, and she had a terrible day at work, you didn’t say “Yeah, yeah, yeah, but let me tell you about my day.” You sat and listened to her awful day, and you didn’t say a thing about your amazing day.

This is why she fell in love with you.

It is hard to stand up to an external constituency who is pushing you to do something for their short-term gain, to do the right thing for your people. It is hard. It is thankless. It is lonely. Sometimes you get fired. Sometimes you get in trouble. Sometimes you’ll lose your job, and the next guy will get all the credit. It’s all true.

But when you act with courage, that, in turn, will inspire those in your organization to also act with courage. In other words, it’s still an external thing. That’s what inspiration is, right? I’m inspired to follow your example.

But, those relationships, that we foster over the course of a lifetime, will not only make us into the leaders we need to be and hope we can be, but they’ll often save your life. They’ll save you from depression, they’ll save you from giving up, they’ll save you from any matter of, you know … negative feelings about your own capabilities, your own future. When someone just says “I love you.”

The one thing I am comfortable saying that all effective leaders must have is courage. Because it is hard. It is hard to stand up against outside pressure. And the courage to do the right thing in the face of overwhelming pressure, only the best leaders have that courage. Only the best leaders..."

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Digital transformation is about talent, not technology

Source: Harvard Business Review

Contrary to popular belief, digital transformation is less about technology, and more about people.

You can pretty much buy any technology, but your ability to adapt to an even more digital future depends on developing the next generation of skills, closing the gap between talent supply and demand, and future-proofing your own and others’ potential.

It’s really quite simple: the most brilliant innovation is irrelevant if we are not skilled enough to use it; and even the most impressive human minds will become less useful if they don’t team up with technology.

The main implication is that when leaders think about investing in technology, they should first think about investing in the people who can make that technology useful.

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Digital transformation is not about technology

Source: Harvard Business Review

Companies are pouring millions into “digital transformation” initiatives — but a high percentage of those fail to pay off.

That’s because companies put the cart before the horse, focusing on a specific technology rather than doing the hard work of fitting the change into the overall business strategy first.

Not only should they align tech investments with business goals — they should also lean more on insider knowledge than outside consultants, acknowledge fears about job loss that those insiders may have, develop deep knowledge of how changes will affect customer experience, and use process techniques borrowed from the tech world (experimentation, prototyping, etc.) to facilitate change.

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Do workplace hierarchies still matter?

Source: Stanford Business Research

Jeffrey Pfeffer, a professor of organizational behavior, says office power dynamics are part of our DNA.

Why do traditional power structures have such staying power?

One reason is that hierarchies still work. Pfeffer writes that “relationships with bosses still matter for people’s job tenure and opportunities, as do networking skills.” He notes that research shows hierarchies also deliver practical and psychological value, in part by fulfilling deep-seated needs for order and security.

Another is that individuals who believe in their own competence and above-average qualities are more likely to take action at work, says Pfeffer. Taking action on the job provides opportunities for success, and success means advancement at the company — including more power and control over others — perpetuating a hierarchical structure.

But no matter what millennials believe, he says, the career game is still played by the old rules and involves making one’s way up the ladder. Relationships with managers still matter when it comes to job tenure and career opportunities. So do networking skills.

The fact is that even companies started by millennials ultimately wind up with the same organizational structure around leadership and power. “It’s easy to get diverted by the hype, by what everyone else says is the new world order.

But don’t believe you can play the game by different rules,” says Pfeffer. “You can’t.”

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The boss factor

Source: McKinsey

Businesses looking to make an external social contribution should, paradoxically, look inside, improving workers’ job satisfaction could be the single most important thing they do.

In this episode of The McKinsey Podcast, Diane Brady speaks with Tera Allas about her research into the impact that your relationship with your boss has on satisfaction on the job and in life and how you get along with your manager can shape your health, happiness, and productivity.

It’s a bit like being a parent. There isn’t the right or wrong way to respond. But you do want to be nonjudgmental and empathetic to understand what’s going on.

There’s a lot of research suggesting that celebrating minimal steps is critical to people reaching big goals. But the other thing is that, in some cases, just fake it till you make it. So, with something like thanking everybody, I would basically challenge everyone to ask, “Do you really not want to thank them?”

Think about what makes you feel safe, or in a place of psychological safety, so you feel able to take those steps. And then think also about what are some tiny things you could start doing today that can build up to a workplace where people feel appreciated, and they feel trusted, and they feel that their boss is in their corner.

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How to work on your goals when you don’t have time

Source: Scott H. Young blog

One of the biggest problems you face is being too busy to make progress on all the things you’d like to.

In this lesson, Scott Young want to convince us to rethink how we approach our goals to get more done with less guilt and stress.

Go through your plan and try to identify any of the steps which will require effort—not in terms of time spent, but in how much motivation you’ll need to go forward. These are your barriers, and you need to keep a close eye on these points.

Sticking to your intentions is not just something people starting out in life need to learn. The more successful you get in life, and thus the more responsibilities you take on, the easier it is to allow your actions and intentions to drift apart.

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How to make remote brainstorming work?

The article of the week in this blog!

Organizing a brainstorming session doesn’t have to be a complete disconcerting event in your agenda during remote work.

The interesting thing about brainstorming is that the lessons we learn from brainstorming in the virtual setting will very likely serve us well when we’re face-to-face again. In other words, if you're able to run good brainstorming sessions remotely with your team, your team will bring important lessons to all type of meetings after that.

Many of us are no longer working together in the same rooms, but we still require generating ideas collaboratively. I invite you to read the article published here this week!

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