- Adam Grant On Interviewing to Hire Trailblazers, Nonconformists and Originals | First Round Review
“By default, companies are built in the image of their founders, which is why it’s vital to proactively introduce diversity of thought… ‘What happens when startups get successful and grow is that they become more and more vulnerable to the attraction-selection-attrition cycle, where people of the same stripes are increasingly drawn to the organization, chosen by it and retained at it. The way to combat that homogeneity creep is to proactively infuse the culture with originals, who have the will and skill to think differently'”.
- How to Hire | eShares
Four principles and six heuristics on hiring. Some of them are counter-intuitive, and all of them turn what we think we know about hiring on its head.
- Your Company’s Culture is Who You Hire, Fire, & Promote | @DrSepah
The writer presents a powerful Performance Value Matrix based on the following with the following categories and rules: Incompetent Assholes (Fire Fast); Competent Assholes (Remediate or Separate); Incompetent Nice Guys (Manage or Move); Competent and Outstanding Nice Guys (Praise and Raise).
- The No Asshole Rule: Part 1 | HuffPost
There are myriad costs to keeping employees who engage in demeaning behaviour in an organisation: From how detrimental they are to the mental and physical health of their colleagues, to the overall undermining of learning and organisational effectiveness.
- Why I Wrote The No Asshole Rule | Harvard Business Review
“My father always told me to avoid assholes at all costs, no matter how rich or powerful they might be, because I would catch their nastiness and impose it on others. I learned, as an organizational psychologist, that his advice is supported by research on ’emotional contagion’: if you work for a jerk, odds are you will become one”.
Tag - psychology
- 4 Ways to Improve Your Strategic Thinking Skills | Harvard Business Review
Think strategically by looking beyond and looking within. Take time to observe what’s going on around and you, and make time to reflect on this and synthesise your knowledge.
- Great Leadership Isn’t About You | Harvard Business Review
“…leading people well isn’t about driving them, directing them, or coercing them; it is about compelling them to join you in pushing into new territory. It is motivating them to share your enthusiasm for pursuing a shared ideal, objective, cause, or mission. In essence, it is to always conduct yourself in ways that communicates to others that you believe people are always more important than things”.
- What Great Managers Do Daily | Harvard Business Review
Great managers are engaged at work – in what they do and with others around them – and take the time to engage their teams, through one-on-ones and fair distribution of workloads.
- Seven Surprises for New CEOs | Harvard Business Review
These “seven surprises highlight realities about the nature of leadership that are important not just for CEOs but for executives at any level and in any size organization”. An illuminating read.
- Why the Best Leaders Want Their Superstar Employees to Leave | The Wall Street Journal
It may seem counter-intuitive, but there are benefits when talent flow is managed well, with allowances made for movement, instead of an insistence on talent-hoarding.
Lately, I’ve been seeing these signs at the exit doors of buses:
A transcription of the copy in case you can’t see the image:
“Tap Out For Better Services
You make a difference when you tap out with your travel card (including concession card/pass holders)! How?
By tapping out, you provide more accurate data about bus trips and crowding. That helps us to plan better bus services.
Make a difference!
Tap out now!”
It’s an attempt at a nudge to get concession card users to “tap out” i.e. to tap their travel passes on the card reader at exit doors of buses before alighting.
Why do I say it’s an attempt at a nudge?
Singapore has been using proximity/contactless cards for its public transport since 2001.
Most commuters have learnt to tap their stored-value cards on the entry reader when they board, and to tap the same card on the exit reader when alighting.
There is incentive to comply.
The maximum fare, calculated from when they board to the bus’ terminal destination, is deducted upon boarding.
If the journey ends before reaching the bus terminus, the card is tapped on the exit reader to obtain a refund of the balance .
To illustrate: A commuter’s journey would cost $1.50, if he boarded at a stop where the maximum fare of $2.00 was deducted, and $0.50 were refunded to him, if he tapped on the exit reader before alighting.
If the latter action were not taken, the sum would be forfeited – though if the commuter so desired, he could make a fare refund claim.
The respective penalty and hassle of the previous two outcomes thus provide a disincentive to non-compliance.
But there is no similar disincentive for concession-card holders – such as senior citizens, students, and national servicemen – who often bypass the exit reader.
This group pays a fixed travel fare, often lower than what adults riders might pay (and rightfully so, because of their relatively limited income as compared to working adults).
Because their fares are fixed, whether or not they tap their cards when alighting has no bearing on fare calculation.
Now that data collection to inform service provision has come into vogue, the behaviour of this group of riders is unproductive for transport planners.
Without knowing where and how many people alight at a certain place or time, it’d be unhelpful for, say, allocating more buses during peak periods or modifying bus routes to better serve commuters.
And that’s where the poster comes in – to remind concession-card holders to “close the loop” on their public transport journeys.
It remains to be seen, though, how much a poster could possibly nudge people to change their behaviour.
As seen from the Free Pre-Peak Travel scheme, it takes a certain approach to encourage people to break certain habits, or discourage them from doing what has been easy for them.
To be sure, not tapping before alighting is not exactly user error; it’s been a good 16 years of habituation for concession-card holders because of how the system was designed.
Yet, to bite the bullet now and apply the same “deduct when boarding, return when alighting” approach to concession-card holders may not work.
It’d entail much more churn, in terms of having to deal with multiple fare refund claims before users settle into the desired habit.
That’d take away a lot of time, energy and effort from the core business of data analysis to improve services.
Perhaps a more middle-ground approach here would suffice: word the poster differently to appeal to commuters’ sense of following behaviour norms.
Even then, it depends on the generosity and altruism of the user to follow suit.
Clearly, this is a textbook case study of why planners should pre-empt system flaws and design processes with the user in mind.
That is: make usage friendly and intuitive, while understanding users’ idiosyncrasies and catering for such quirks.
This creates systems with longer-term sustainability and adaptability to evolve, along with the times, to meet future needs.