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4 Aralık 2014 Perşembe

Slaven Bilic'den satirbaslari

“Çocukluğumda pek bir şeyimiz yoktu. Ama etrafımızdaki kimsenin yoktu. O zamanlar mutlu olmak için bir şeylere sahip olmak gerekmiyordu, o yüzden mutluyduk. Bugün herkes mutsuz; sahip olamadıkları şeyler yüzünden değil, başkalarının sahip olduklarına sahip olamadıkları için.

“Bilmem, efsane olsanız Beşiktaş’a gelir miydiniz sorusuna vereceğiniz cevapla daha çok ilgileniyorum” diyorum: “Gelmezdim. Ama bir sor, neden? Çünkü nasıl Einstein’dan iyi bir fizik öğretmeni olmazsa efsanelerden de iyi teknik direktör olmaz. Futbolun mucize çocukları, neyi nasıl yaptıklarını bilmez, oyuncularının neyi neden yapamadığını anlayamaz. İyi teknik direktörlerin hepsi, futbolculuğunda orta seviyedeki yıldızlardır.”

“Rakibe saldırmak için değil, gol atıp takım arkadaşlarına sarılmak için sahaya çıkıyorlar. Onlara mutlu olacakları anları artırmak için neler yapmaları gerektiğini konusunda yardımcı olmak için orada olduğunuzu hissettirmelisiniz.”

23 Kasım 2014 Pazar

The Small Personal Risks That Actually Change Behavior


We often think of leadership in big, active ways: ambitious visions, well-articulated strategies, convincing speeches, compelling conversations.

Those things can be useful tools for a powerful leader. But they are not the essence of leadership. The essence of leadership is having the courage to show up differently than the people around you.

Most people I know — myself included — stop short of what we can accomplish because, simply put, we’re scared. Of looking bad. Of failing. Of being humiliated. We’re hiding, unwilling to be vulnerable, unsure whether to take a risk. But leadership calls us to step forward first and take the risk that others are afraid to take.

I was in a meeting with a number of senior executives who were all blaming each other for the company’s lackluster revenue numbers. The goal of the meeting was to uncover the causes and each person was pointing to someone else’s division as the source of the problem. The head of sales blamed marketing for targeting the wrong prospects. Marketing blamed operations for pricing the product non-competitively. Operations blamed the company’s technology for being too cumbersome and expensive.

Then the head of customer service spoke up.


He started by saying that the problems the company was facing were complex but he could think of at least three ways that he contributed to making them worse. His department wasn’t prioritizing the most critical customers, they weren’t effectively funneling information they were gathering from customers to the rest of the organization, and, maybe the biggest problem of all, he had morale issues in his group. Then he listed things he was planning to do to address those three issues.

After he spoke, there was silence in the room. Then, one by one, the others started claiming their part in the problems.

That’s barefoot leadership.

Barefoot leadership is about acting in ways that change the way others act. It’s about shifting a room, a team, or even the culture of an organization by taking a risk that others are scared to take.

https://hbr.org/2014/11/the-small-personal-risks-that-actually-change-behavior

Half of Employees Don’t Feel Respected by Their Bosses

When it comes to garnering commitment and engagement from employees, there is one thing that leaders need to demonstrate: Respect

Respect is directly tied to what a particular individual expects — and how the leader makes the person feel. Norms vary by culture, generation, and gender

I’ve learned that the vast majority of disrespect stems from a lack of self-awareness.More often people just do not realize how they affect others. They may have good intentions, but they fail to see how they are perceived.

So what are leaders supposed to do with these findings? First and foremost, they need to promote a culture of respect.Leaders also need to be role models for civility. One surefire way to communicate how much you value civility is to directly evaluate and reward it during performance reviews. Include metrics on interpersonal skills or emotional competence. Introduce peer and customer recognition and rewards is to catch people in the act and reinforce respectful behaviors.

https://hbr.org/2014/11/half-of-employees-dont-feel-respected-by-their-bosses

12 Ekim 2014 Pazar

Anna Karenina

'Butun mutlu aileler birbirine benzer, her mutsuz ailenin mutsuzlugu kendine goredir'

"Neden peki? Ekmek bazen oyle guzel kokar ki kendini tutamazsin.

Gorkemli bir sey olur yenebilsem
Dunyevi tutkularimi;
Ama bunu basaramasam bile
Yine de mutluluk duyardim! (Alm.) "

'Ruhumuzu kurcaladigimizda siklikla orada farkedilmeden yatan bir sey bulup cikaririz.Senin duygularin senin vicdanini ilgilendiren bir meseledir; ancak bende senin, kendimin ve Tanri'nin onunda gorevlerini sana animsatmak zorundayim...'

'Bir matematikci zevk, gercegi ortaya cikarmakta degil, onu aramaktadir, demis'

'Ormandaki agaclari saymak sana asagilik bir is olarak gorunuyor; ama sen kira ve daha bilmem neler alacaksin, bense bunlari almayacagim, bu yuzden de babamdan kalanlarin ve kendi emegimle kazandiklarimin degerini biliyorum...Bu dunyanin guclulerinden aldiklari sadakalarla varliklarini surdurebilen ve yirmi kapige satin alinabilen kisiler degil, asil biz aristokratiz.'

Piyetizm; http://en.wikipedia.org/wiki/Pietism

'Levin doganin guzelligiyle ilgili soz soylemeyi ve dinlemeyi sevmezdi.Onun acisindan sozler gozuyle gordugu guzelligi yok ediyordu...'

'Ya herseyi gorebilecek, yapabilecek kadar gelismemissin ya da bunu yapmak icin rahatindan, kendini begenmisliginden, ne bileyim iste bir seylerden fedakarlik etmek istemiyorsun.'

'...o zaman kendini mutsuz biri sayiyordu, ama mutluluk ilerdeydi; simdi ise mutlulugun geride kaldigini hissediyordu...'

'Namuslu bir adama ve namuslu bir kadina hakaret edilebilir; ama hirsiza hirsiz oldugunu soylemek sadece bir olgunun saptanmasidir.'

'Isteginin gerceklesmesi, insanlarin mutluluk duygusunu isteklerin gerceklesmesi olarak tasavvur etmekle yaptiklari ezeli bir hatayi gostermisti ona.'

'Her adimda golde bir sandalin suzule suzule, mutlu bir sekilde gidisine hayran olan bir adamin bu sandala bindikten sonra hissedebilecegi seyi hissediyordu.Sallanmadan duzgun bir sekilde oturmanin yetmedigini, nereye dogru gittigini bir an bile aklindan cikartmadan ayaklarinin altinda su oldugunu dusunmek vekurek cekmek gerektigini, aliskin olamayan ellerin kurek cekerken acidigini, bu isin sadece disardan bakinca kolay oldugunu, yapmaya gelince, cok mutlu edici olsa bile ayni zamanda cok da zor oldugunu goruyordu.'

'Babasi onunla her zaman sanki kitaplarda olan, ama Seryoja'ya hic benzemeyen bir tur hayali cocukla konusurmus gibi konusurdu.'

'Dokuz yasindaydi, daha cocuktu; ama kendi ruhunu taniyordu, ruhu onun icin degerliydi ve elinde sevgi anahtari olmayan hickimsenin ruhuna girmesine izin vermiyordu.'

'...birini seversen eger, olmasini istedigin gibi degil, oldugu gibi her seyiyle seversin.'

'Insanoglunun alisamayacagi kosul yoktur, hele de cevresindeki herkesin ayni kosullarda yasadigini goruyorsa.'

'Iliskimiz baslamadan once birbirimize dogru yuruyorduk, sonrasinda ise karsi konulamaz sekilde farkli yonlere gidiyoruz.'

'Evet; bir silah olarak herhangi bir ise yarayabilirim.Ama insan olarak bir yikintiyim.'

'... ne kadar cok okur ne kadar cok dusunurse izledigi amactan kendini o kadar uzaklasmis hissediyordu.'

'Bu "halk" sozcugu cok belirsiz; dedi Levin.Bucak katipleri, ogretmenler ve bin koyluden belki biri neyin soz konusu oldugunu biliyordur.Geri kalan seksen milyon, Mihaylic gibi, birak iradesini belirtmeyi, hangi konuda iradesini ifade etmesi gerektigi uzerine en kucuk bir fikre bile sahip degildir.Bunun halkin iradesi oldugunu soylemeye nasil hakkimiz olabilir.'

28 Eylül 2014 Pazar

How to Spend the First 10 Minutes of Your Day

What’s the first thing you do when you arrive at your desk? For many of us, checking email or listening to voice mail is practically automatic. In many ways, these are among the worst ways to start a day. Both activities hijack our focus and put us in a reactive mode, where other people’s priorities take center stage.

A better approach is to begin your day with a brief planning session. Use it to determine the activities you want to focus your energy on.

Then—and this is important—create a plan of attack by breaking down complex tasks into specific actions.

Productivity guru David Allen recommends starting each item on your list with a verb, which is useful because it makes your intentions concrete. For example, instead of listing “Monday’s presentation,” identify every action item that creating Monday’s presentation will involve. You may end up with:collect sales figures, draft slides, and incorporate images into deck.

Studies show that when it comes to goals, the more specific you are about what you’re trying to achieve, the better your chances of success. Having each step mapped out in advance will also minimize complex thinking later in the day and make procrastination less likely.

Finally, prioritize your list. When possible, start your day with tasks that require the most mental energy. Research indicates that we have less willpower as the day progresses, which is why it’s best to tackle challenging items – particularly those requiring focus and mental agility – early on.

By starting each morning with a mini-planning session, you frontload important decisions to a time when your mind is fresh.

http://blogs.hbr.org/2014/06/how-to-spend-the-first-10-minutes-of-your-day/

To Build Influence, Master How You Enter a Room

How can you wield influence while being empathic? It begins with how you enter a room.

Be aware of your unconscious cues. When you stand, are you taking up all of your space, or do you shrink into corners? When you move, do you move confidently, or do you slink? When you’re sitting alone, do you slouch or sit straight?

There are two essential points here. The first is that you’re always signaling about your intentions and feelings, and so is everyone else. The second point is that most of the time you don’t pay conscious attention to all those signals — either the ones you’re putting out or the ones others are sending to you. Your unconscious mind handles all that. It determines an extraordinary amount of the relationships you have with other people and your influence upon them. Thus it’s essential to get a handle on these unconscious cues. Once you’ve formed a picture of yourself and have either embraced what you see or resolved to improve it, then you’re ready for the next step.

Focus on a key emotion.Think of a time when you’ve walked into a meeting, or come home to your significant other, and been asked without preamble, “What happened?” You’ve been brimming over with some news — either good or bad. You’re excited, or in despair, or triumphant, or whatever the case is. That’s charisma. It’s really about focus.

And finally, have something interesting to say. If you’re going to wield influence, you need to know what you want to be influential about. And you’d better have done your homework because once all eyes are upon you, everyone will expect you to have something worthwhile for them.

http://blogs.hbr.org/2014/09/to-build-influence-master-how-you-enter-a-room/