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For higher pay, learn to say you're sorry - Oct. 17, 2007 - Ask Annie
For higher pay, learn to say you're sorry - Oct. 17, 2007 - Ask Annie
Fortune Magazine article that cites a study showing a direct correlation between income and a willingness to apologize. So how do we create organizational cultures where people feel open to admit mistakes and apologize (and hopefully learn from those mistakes)?
People earning over $100,000 a year are almost twice as likely to apologize after an argument or mistake as those earning $25,000 or less, the survey found.
They were also asked whether they would apologize in three situations: when they felt they were entirely to blame for a problem; when they thought they were only partly at fault; and when they believed they were blameless.
In all three cases, "a person's willingness to apologize was an almost perfect predictor of their place on the income ladder," the study says.
·money.cnn.com·
For higher pay, learn to say you're sorry - Oct. 17, 2007 - Ask Annie
KMWorld.com: The Future of the Future: Boundary-less living, working and learning
KMWorld.com: The Future of the Future: Boundary-less living, working and learning
Blurring the lines between work, life, and learning. I don't think most of us are completely at this boundary-less balance yet, but working from home certainly does change where my boundaries are.
<p>The bottom line: Organizations can no longer focus strictly on working, while ignoring living and learning. Neither can you, as a knowledge professional. The enterprise of the future must bring all three of those areas into balance.</p><p>Living means loving what you do and finding fulfillment in it. Working means doing what you love, in a way that is both challenging and rewarding. Learning means continually making new discoveries and putting those discoveries to work, both personally and professionally.</p><p>In essence, you and your organization, and your extended network, are now co-dependent. Your ability to grow is limited if your organization and network aren’t growing. Likewise, if you aren’t growing, you are inhibiting the growth of the organizations to which you belong. Think brain trust, as opposed to assembly line.</p>
·kmworld.com·
KMWorld.com: The Future of the Future: Boundary-less living, working and learning
An open letter to Baby-Boomer Managers from Gen X/Y Employees : UberNoggin
An open letter to Baby-Boomer Managers from Gen X/Y Employees : UberNoggin
What matters to Gen X/Y employees at work, written as a letter to Baby Boomers. Very much about what we value and what drives us crazy when working.
4.&nbsp;&nbsp;&nbsp; We don’t respect titles; we respect people.<br> The internet has served as a great social equalizer. In most online communities your value (and therefore reputation and power) are based on what you contribute not who you are. A well-read 18 year old who knows his stuff and is constantly active in the editing process of a Wikipedia article may be revered more than the heavily credentialed professor who interjects, corrects, and condescends to the community of the page. These relationships break down entitlements and, instead, center on accomplishment and contribution.<br> So if you want to respected, simply play your part and contribute. You’ll be known for the actions you take that probably earned you that title in the first place.
·ubernoggin.com·
An open letter to Baby-Boomer Managers from Gen X/Y Employees : UberNoggin