Warren Buffett’s Berkshire Hathaway Inc. sees a green light at the intersection of low oil prices and record driving. In its most significant energy investment in two years, Berkshire has amassed a US$4.5 billion stake in Phillips 66, making it the biggest shareholder in the largest U.S. oil refiner. Berkshire owns almost 58 million shares…
“Look for a team player who brings something positive to the company”
Emotional intelligence is the ability to recognize one’s own and other people’s emotions, to discriminate between different feelings and label them appropriately, and to use emotional information to guide thinking and behavior.
New York Times Article: Inside Amazon
Amazon is a huge, very successful company that can make headlines with products and services years away from reality. It?s also good at selling you stuff you want really cheaply and delivering it to you super quick. According to a New York Timesreport, however, the incredible efficiency and continuing expansion comes at the cost of its workers, held to ?unreasonably high? standards and demands. The NYT talked to over 100 current and former Amazon workers, across senior management, as well as workers in retail, engineering, HR and marketing. Some nightmare tales outline about how employees caring for relatives or battling cancer soon faced harsh feedback from colleagues and superiors. ?What kind of company do we want to be?? said one former human resources exec to her bosses, after she was told to put a woman who had recently returned from serious surgery, and another who had just…
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“The University of Phoenix is struggling to keep enrollment up. It has lost about half of its students over the past five years and has fired 900 employees since September 2014 and stock is down by 60%.”
By Scott Kriz
Building a network of people that you don’t get along with is completely pointless.
The Leadership Insider network is an online community where the most thoughtful and influential people in business contribute answers to timely questions about careers and leadership. Today’s answer to the question: What’s the best way to network? is written by Scott Kriz, CEO of Bitium.
All too often, I see people at networking events exchanging business cards and starting up superficial conversations for obviously one-sided, self-serving purposes. But what happens when you leave the happy hour or the conference? How many of those conversations resulted in something substantial? Networking should be viewed as the beginning of long-lasting, mutually beneficial relationship. While there’s no formula to creating a valuable network, there certainly are guidelines. Here are five lessons I’ve learned while building and strengthening my network:
When I was fresh out of college, I used to attend events and come home with a pile of business cards, trying to figure out how each person could benefit me in my career. Guess how many of those turned into valuable relationships? Not one. Realizing this, I stopped bringing cards with me to events. Instead, I started attending events with smaller groups of people and focused more on getting to really know everyone on a personal level. Over time, I found that people with whom I shared common personal interests tended to provide more value than those with closer professional ties.
Listen and ask questions
While I love sharing stories, I have never learned anything by hearing myself talk. So I try to focus on learning from other people’s experiences by taking a genuine interest in that person and asking them questions instead. For example, a few years ago, I found out the CMO from Microsoft had retired and was living in Southern California. Marketing has always been an area that fascinated me because it didn’t come naturally. I wanted to learn about marketing from the top mind in B2B marketing software so I could better understand it for my own business.
Through my network, I found out that she was going to be at a local accelerator event so I decided to attend as well. It’s amazing how generous people are with their time and their knowledge when you express genuine interest. Mich Mathews is now an investor and board member for Bitium–and a close friend of mine.
Seek out people that you like
Building a network of people that you don’t get along with is completely pointless. Every one of us has our own opinions, tastes and tolerances. Spend your time with people you like and you will find natural alignment. When I started my current company, I was lucky enough to have a co-founder that I had enormous respect for both personally and professionally. We wanted to hire the smartest employees, of whom we also enjoyed working with. Everyone on our current team has been hired through a personal or professional connection. I’m proud of this, not only because I love what we do as a company, but because I love the people that I am building the company with.
Put yourself in someone else’s shoes
Some of the best networkers that I know are busy and overcommitted by nature. In order to leverage their networks appropriately and get the introductions I want, I’ve found that the less intrusive and more specific that I can be, the more likely they are to help out. Put yourself in the shoes of the person who is being solicited and read the content of the email as if you are that person. Make your email request is concise, specific, not completely self-serving and most importantly, easy for them to forward on to the person you want an introduction to. Help them help you.
Remember that everyone is just a person, no matter what they have achieved or how well-known they are. It’s easy to get star struck when meeting someone you’ve read about or who is considered a ‘celebrity’ in your industry. Approach them like you would anyone else at an event. Too many times people try to force a conversation because they really admire someone and want nothing more than to be associated with that person. Relax, have fun and don’t try to foster relationships that aren’t natural.
Read all answers to the Leadership Insider question: What’s the best way to network?
How to work a room at an important networking event by Carol Leaman, CEO of Axonify.
The one question you have to ask everyone you network withby Clark Valberg, CEO of InVision.
3 signs you’re a serial meet-and-greet networker by Shadan Deleveaux, director of sales multicultural beauty division at L’Oréal USA.
Forget what you know about networking. Do this instead by Jim Yu, CEO of BrightEdge.
3 networking mistakes you don’t know you’re making by Dan Finnigan, CEO of Jobvite.
Why face-to-face networking will never go out of style by Kevin Chou, co-founder and CEO of Kabam.
How to effectively network (even if you dread it) by David DeWolf, president and CEO of 3Pillar Global.
The only thing you need to keep in mind when networkingby William Craig, founder and president of WebpageFX.
Why social media alone won’t get you a job by Gary Vaynerchuk, co-founder and CEO of VaynerMedia.
NYSE President: I owe every job I’ve ever had to networking by Tom Farley, president of the NYSE.
By Minda Zetlin of Inc.
Can toys and cartoon characters really make you a better leader? Surprisingly, the answer is yes.
That’s the word from Seth M. Spain, assistant professor of organizational behavior at Binghamton University. He and his colleague Peter Harms have turned their analytic skills on the Transformers, the popular Japanese-American toys, comic books, animation, and movie characters that can turn themselves from robots into vehicles and other types of machines. Spain and Harms found that the lessons in their character descriptions are full of wisdom about what makes a great leader.
Why study the Transformers in the first place? For one thing, Spain explains, each toy comes with both a rank and a rating of the character’s abilities, which makes it easier to compare them to each other. Also, “Peter knew I was a general-purpose mid-30s nerd and the Transformers would be something I’d be interested in.”
The two put together a database of each Transformer characters using the toys’ rankings and “my painfully extensive knowledge of the cartoon series,” Spain says. They published their findings in a Psychology Today blog post titled “What Would Optimus Prime Do?” In it, they make the argument that emulating the leader of the Autobots (the good Transformers) really can improve your leadership skills.
“What was most surprising—given this is a toy and cartoon series for fairly small children—was how representative the findings were of what we know about leadership from regular academic study,” Spain says. Here’s a look at some of the wisdom you can glean from the Transformers:
1. Don’t Have Too Many Bosses
Leaderless, flat, and more democratic organization structures are getting lots of attention these days—mostly because they work surprisingly well and sometimes outpace the competition. That’s because removing management layers and the high salaries that go with them allows such companies to run leaner and more efficiently.
Same goes for Transformers. “The Autobots have a flatter, less hierarchical, more equal organization,” Spain says. “Whereas the Decepticons (evil Transformers) are more vertical, with a despot ruling by fiat.”
2. Be Very Smart
“The most important quality for Transformer leaders is intelligence,” Spain says. “We looked at good guys and bad guys separately and the best predictor of rank was a high rating in intelligence.”
That mirrors the real world. “The academic literature says that intellectual ability is a predictor of both leader emergence and leader effectiveness,” Spain notes. “We’re not necessarily talking book smarts or academic achievement,” he adds. “It could be what used to be called a shrewd business sense. There’s a certain swiftness of mind.”
3. Know Who You’re Leading
“One of the main things we did was look at followership in the cartoon show,” Spain says. “We broke it down into examples of both constructive and destructive followers. The Decepticons have really good examples of both excellent and really bad followers.”
One outstanding example of a really bad follower is Starscream, a lieutenant in the Decepticons. “He’s constantly plotting to overthrow the leader Megatron, but Megatron keeps him around for some reason, even though he often tells him he’s not smart enough to be a leader.” That strategy backfires in an early animated episode when the Decepticons are about to defeat the Autobots until Starscream mucks things up with an assassination attempt against Megatron.
“On the other hand, Megatron has other followers who are extremely loyal and dependable,” Spain notes. “One lesson from that is to be aware of your followers and what they’re all about.” That may be difficult for a leader such as Megatron, he adds. “Classic Dark Triad leader may not be paying a lot of attention to their followers and may miss a lot of information,” he says. “But even evil leaders need good followers if they’re going to succeed.” (Here’s more on the Dark Triad and how a small dose of evil qualities can benefit every leader.)
4. Care About Everyone
Caring for others may be the most important attribute that sets Optimus Prime apart from Megatron. “Optimus Prime is constantly trying to make sure his followers are OK, and that human beings aren’t harmed in the fights between robots,” Spain notes. Compassion and integrity are vital traits for a leader, he adds.
That’s really the central message of this research. “The sociological point we’re trying to make is that narratives of all kinds can communicate norms and expectations about leadership,” Spain says. “So holding up a popular example can be very useful.”
In other words, try asking yourself “What would Optimus Prime do?” It really can lead you to the best decision.
About The Author
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