Personality typology: the science wherein human personalities are dissected, categorized, and, with fanfare, revealed to an unsuspecting test-taker. One of the most famous and well-studied is the Meyers-Briggs typology, originated by Carl Jung but then elaborated by Katharine Cook Briggs and Isabel Briggs Myers.
I remember the paralysis after a computer told me that I am an ‘ENFJ.’ What does that mean? Did I answer each question just right? Am I so… simplifiable? And from there, I was told about likely interests, intelligence styles, coping strategies, career placement, and, yes, optimal mate selection.
I remember almost going through the Kubler-Ross stages of grief – denial (“Nah, I’m NOT that”), anger (“Stupid test”), bargaining (“I’m more ‘P’ than ‘J’), depression (“Wish I was ‘INFP’”), and finally acceptance (“Well, okay, then.”). From then on I’ve enjoyed, if only very superficially, the satisfaction of seeing certain patterns in myself (“I think by talking”), in my loved ones (“so that’s why wife does that”), even in some of my patients (“’SJ’s’ tend to arrive on time”). Others follow typology more closely, if not religiously. One of my colleagues incorporates it systematically into his private psychiatric practice.
Typology has its critics. Some call the testing unreliable. Others decry its intent. Simplification invariably leads to over-simplification. Humans are complex, they’d say. Too true.
At the heart of such conflict hides the ancient debate between the reductionistic determinists and the more mystical free-willians (not a true appellation but I couldn’t resist). Are we explainable, predictable, subject to our natures? Or are we indefinable, incomprehensible, masters of our own becoming? And is your answer just a matter of your personality type? I’m not sure if typology pretends to enter such a conversation, nor should it. It is a practical tool, its value measured only by its utility. Does it help? That is the question.
I watched my brothers argue an issue the other day. I couldn’t help but see in the oldest, a corporate CFO, the ‘strategist’ considering contingencies at every turn. In the other, a police officer, I saw the ‘tactician’ playing to win. In myself was the ever wary ‘diplomat’ carefully choosing when and how to speak. These patters do not explain my brothers or me, but they fill me with appreciation and my love with nuance.
The very attempt, I’ve decided, to reveal ourselves is beautiful. Typology, in all its forms with all its flaws, stretches to give language to the ineffable. It is a reaching to put words to my experience, your experience, their experience, our experience. It is an exercise in acceptance, of others and ourselves. And, yes, I’d say it’s been helpful.
Dr. R. Jordan Turner, DO
Resident Psychiatrist at Loma Linda University Medical Center
To find out more about how we use the Myers-Briggs to help individuals, teams, and organizations perform at their peak please visit www.doctordanielcrosby.com or write to Daniel@doctordanielcrosby.com.
Wednesday, February 3, 2010
Thursday, August 6, 2009
Housing crisis hits real estate pros' psyches
Housing crisis hits real estate pros' psyches
Monday, April 14, 2008
Joe Rauch - Atlanta Business Chronicle
Last fall, the Greater Atlanta Home Builders Association for the first time brought a psychologist to its October membership meeting, to discuss how to mentally cope with stress of the housing collapse.
"The builders laughed at it at first," said Kim Jones, director of the association's Housing Institute. Today psychologists attend regularly.
"They're not laughing now," she says.
The housing collapse has pushed mental health issues to the forefront for companies, trade groups and individuals closely tied to an industry that, for years, only knew good times.
Builders, brokers, bankers and lenders are just beginning to deal with the mental fallout from the city's first prolonged real estate slowdown in two decades.
Jones, educational director for the second-largest home builder association in the nation, said her organization's mental health concern is increasing.
"We haven't had any members commit suicide this year," she said. "But we have had members touched by it. We're trying to ensure our members are dealing with this in a healthy way."
The stress of the seemingly overnight housing collapse is felt in a host of ways, lenders and builders said.
Mortgage lenders who made loans are now out of work, out of the industry or struggling to make ends meet.
Bankers are seeing clients they've worked with for decades going bust, adding to their own businesses' woes.
Builders are struggling to stay afloat, doing whatever they can to keep their doors open. That means layoffs, along with pay and job cuts.
Atlanta has been particularly hard hit, ranking as one of the worst markets in the Southeast for home foreclosures and loan defaults.
For executives running businesses most directly hit by the housing collapse, hard decisions are being made for the first time in years.
"We have members who are down to either choosing to keep their child's college fund intact, or keeping their business open," said Jones.
While the impact of such additional stress can't be fully calculated, mental health professionals said the impact is real, and will only increase as the market continues to drag.
"Stress is cumulative," said psychiatrist Ray Kotwicki, medical director at Atlanta's Skyland Trail treatment facility and an Emory University assistant professor. "Changes like this are destabilizing for people."
During times of extreme stress, Kotwicki said, people search for support that's familiar.
For some, that means seeking solace with family, religion or in their hobbies.
For others, the pressure could drive substance abuse, depression, domestic strife and suicide.
But beyond anecdotal evidence, mental health statistics are lagging.
Recent national statistics from the Centers for Disease Control and Prevention, for example, don't account for the U.S. housing market's woes in the last year. A 2007 survey by the American Psychological Association found half of all Americans cited rent or mortgage costs as a key stress.
Data are sparse for mental health during Georgia's last real estate downturn in the late 1980s and early 1990s.
But the limited data available indicate how some deal with added pressure.
Atlanta was one of the four-highest-ranked U.S. cities for alcohol abuse from 1991-1993, a CDC report found.
Mental health experts said instances of substance abuse, depression, even suicide are expected to increase during this latest collapse.
Sean Doughtie, president of Mayfield Homes LLC, has seen the collapse's impact firsthand.
Doughtie, 36, began working as an Atlanta home builder at the beginning of the recent boom in the early 1990s.
The son of a builder, he said his lowest point was last October. After paring his 22-person office staff down to five, and nearly a year after stopping his own paycheck, Doughtie let his remaining staff go, including the chief financial officer.
"He sat in my office and I just broke down and cried," Doughtie said. "I told him I was sorry to do it, but I had to, and that I was truly scared about what would happen to my business. It was my lowest moment."
Doughtie now runs bi-weekly support group meetings at the Greater Atlanta Home Builders Association focusing on builders' survival.
Mental health professionals said the stress of an industry's collapse may be affecting a group ill-prepared for it.
Financial and home industry executives are predominantly male, and older. That group is more likely, according to CDC data, to abuse substances, commit suicide and suffer depression.
The banking and home-building industries are dotted with entrepreneurs who closely identify themselves with their work and are closely linked to their business. Those are more likely to view any business failure as a personal one, experts said.
"There's the perception that you can just work your way out of it," said Kotwicki. "Their identity is inextricably tied to the business, so there's a sense that if it fails, you've failed."
Bill Blanton, current director at three Atlanta banks, started his career as a builder in the 1970s, during one of the worst U.S. real estate markets.
"You think that you're just the biggest failure in the world," he said.
But organizational behavior experts said organizations can ameliorate employees' stress levels.
"Organizations need to be candid and transparent with their employees," said Frank Merritt, CEO of consultant TalentQuest LLC. "Sometimes they just need to offer employees hope." Unable to cope
Percent reporting depression within the last year, by industry
National average 7 percent Financial 6.7 percent Construction 4.8 percent
Percent reporting heavy alcohol use within the past month
National average 8.3 percent Construction 15.9 percent Financial 6.9 percent
Source: National Survey on Drug Use and Health, 2007 reports on 2002 to 2006 data.
Monday, April 14, 2008
Joe Rauch - Atlanta Business Chronicle
Last fall, the Greater Atlanta Home Builders Association for the first time brought a psychologist to its October membership meeting, to discuss how to mentally cope with stress of the housing collapse.
"The builders laughed at it at first," said Kim Jones, director of the association's Housing Institute. Today psychologists attend regularly.
"They're not laughing now," she says.
The housing collapse has pushed mental health issues to the forefront for companies, trade groups and individuals closely tied to an industry that, for years, only knew good times.
Builders, brokers, bankers and lenders are just beginning to deal with the mental fallout from the city's first prolonged real estate slowdown in two decades.
Jones, educational director for the second-largest home builder association in the nation, said her organization's mental health concern is increasing.
"We haven't had any members commit suicide this year," she said. "But we have had members touched by it. We're trying to ensure our members are dealing with this in a healthy way."
The stress of the seemingly overnight housing collapse is felt in a host of ways, lenders and builders said.
Mortgage lenders who made loans are now out of work, out of the industry or struggling to make ends meet.
Bankers are seeing clients they've worked with for decades going bust, adding to their own businesses' woes.
Builders are struggling to stay afloat, doing whatever they can to keep their doors open. That means layoffs, along with pay and job cuts.
Atlanta has been particularly hard hit, ranking as one of the worst markets in the Southeast for home foreclosures and loan defaults.
For executives running businesses most directly hit by the housing collapse, hard decisions are being made for the first time in years.
"We have members who are down to either choosing to keep their child's college fund intact, or keeping their business open," said Jones.
While the impact of such additional stress can't be fully calculated, mental health professionals said the impact is real, and will only increase as the market continues to drag.
"Stress is cumulative," said psychiatrist Ray Kotwicki, medical director at Atlanta's Skyland Trail treatment facility and an Emory University assistant professor. "Changes like this are destabilizing for people."
During times of extreme stress, Kotwicki said, people search for support that's familiar.
For some, that means seeking solace with family, religion or in their hobbies.
For others, the pressure could drive substance abuse, depression, domestic strife and suicide.
But beyond anecdotal evidence, mental health statistics are lagging.
Recent national statistics from the Centers for Disease Control and Prevention, for example, don't account for the U.S. housing market's woes in the last year. A 2007 survey by the American Psychological Association found half of all Americans cited rent or mortgage costs as a key stress.
Data are sparse for mental health during Georgia's last real estate downturn in the late 1980s and early 1990s.
But the limited data available indicate how some deal with added pressure.
Atlanta was one of the four-highest-ranked U.S. cities for alcohol abuse from 1991-1993, a CDC report found.
Mental health experts said instances of substance abuse, depression, even suicide are expected to increase during this latest collapse.
Sean Doughtie, president of Mayfield Homes LLC, has seen the collapse's impact firsthand.
Doughtie, 36, began working as an Atlanta home builder at the beginning of the recent boom in the early 1990s.
The son of a builder, he said his lowest point was last October. After paring his 22-person office staff down to five, and nearly a year after stopping his own paycheck, Doughtie let his remaining staff go, including the chief financial officer.
"He sat in my office and I just broke down and cried," Doughtie said. "I told him I was sorry to do it, but I had to, and that I was truly scared about what would happen to my business. It was my lowest moment."
Doughtie now runs bi-weekly support group meetings at the Greater Atlanta Home Builders Association focusing on builders' survival.
Mental health professionals said the stress of an industry's collapse may be affecting a group ill-prepared for it.
Financial and home industry executives are predominantly male, and older. That group is more likely, according to CDC data, to abuse substances, commit suicide and suffer depression.
The banking and home-building industries are dotted with entrepreneurs who closely identify themselves with their work and are closely linked to their business. Those are more likely to view any business failure as a personal one, experts said.
"There's the perception that you can just work your way out of it," said Kotwicki. "Their identity is inextricably tied to the business, so there's a sense that if it fails, you've failed."
Bill Blanton, current director at three Atlanta banks, started his career as a builder in the 1970s, during one of the worst U.S. real estate markets.
"You think that you're just the biggest failure in the world," he said.
But organizational behavior experts said organizations can ameliorate employees' stress levels.
"Organizations need to be candid and transparent with their employees," said Frank Merritt, CEO of consultant TalentQuest LLC. "Sometimes they just need to offer employees hope." Unable to cope
Percent reporting depression within the last year, by industry
National average 7 percent Financial 6.7 percent Construction 4.8 percent
Percent reporting heavy alcohol use within the past month
National average 8.3 percent Construction 15.9 percent Financial 6.9 percent
Source: National Survey on Drug Use and Health, 2007 reports on 2002 to 2006 data.
Thursday, July 30, 2009
Confidence vs. Caution
Our Tendency to Believe Confident People Over Cautious People
People prefer advice from an expert who projects confidence over an expert who shows caution, according to a recent study. That's understandable -- after all, it makes sense to follow the opinion of someone who seems sure of what they're talking about instead of someone who hem, haws, and hedges. But the more surprising finding of the study was that people have a statistically significant tendency to prefer the advice of confident advisers even after those advisers demonstrate themselves to be unreliable.
The researcher, Don Moore of Carnegie Mellon University, presented his findings at the Association for Psychological Science Convention in May, in a symposium with the delightful title of "Often in Error, Rarely in Doubt."
In the experiment, volunteers were asked to guess the weight of a person in a photograph. They were allowed to buy advice from volunteer "experts." Some of the experts offered answers as a spread of probabilities for different weight ranges. The more confident experts provided just one weight range. (See table here.) The guessers favored the advice of the confident advisers. After they learned that the confident advisers weren't as accurate as the more cautious advisers, they stopped buying their advice as much as before, but even so, the confident experts were called upon more frequently than they should have been, statistically speaking.
Another interesting finding of the study was that the less confident advisers eventually began to change their advice to be more like that given by the more confident advisers. They made their advice more precise, but not any more accurate.
Unfortunately, cable TV news seems to breed this kind of confident expert who delivers simplistic advice in sound bites. I'm reminded of the pundits who scoffed at Euro Pacific Capital president Peter Schiff when he warned in 2006 and 2007 that our economy was on the verge of collapse.
Here's a bit of expert advice: The next time you see a talking head on TV telling you he is certain about something that's not certain, change the channel.
Mark Frauenfelder – Editor-in-chief of MAKE magazine and the founder of the popular Boing Boing weblog, Mark was an editor at Wired from 1993-1998 and is the founding editor of Wired Online.
Taken from: http://www.creditbloggers.com
People prefer advice from an expert who projects confidence over an expert who shows caution, according to a recent study. That's understandable -- after all, it makes sense to follow the opinion of someone who seems sure of what they're talking about instead of someone who hem, haws, and hedges. But the more surprising finding of the study was that people have a statistically significant tendency to prefer the advice of confident advisers even after those advisers demonstrate themselves to be unreliable.
The researcher, Don Moore of Carnegie Mellon University, presented his findings at the Association for Psychological Science Convention in May, in a symposium with the delightful title of "Often in Error, Rarely in Doubt."
In the experiment, volunteers were asked to guess the weight of a person in a photograph. They were allowed to buy advice from volunteer "experts." Some of the experts offered answers as a spread of probabilities for different weight ranges. The more confident experts provided just one weight range. (See table here.) The guessers favored the advice of the confident advisers. After they learned that the confident advisers weren't as accurate as the more cautious advisers, they stopped buying their advice as much as before, but even so, the confident experts were called upon more frequently than they should have been, statistically speaking.
Another interesting finding of the study was that the less confident advisers eventually began to change their advice to be more like that given by the more confident advisers. They made their advice more precise, but not any more accurate.
Unfortunately, cable TV news seems to breed this kind of confident expert who delivers simplistic advice in sound bites. I'm reminded of the pundits who scoffed at Euro Pacific Capital president Peter Schiff when he warned in 2006 and 2007 that our economy was on the verge of collapse.
Here's a bit of expert advice: The next time you see a talking head on TV telling you he is certain about something that's not certain, change the channel.
Mark Frauenfelder – Editor-in-chief of MAKE magazine and the founder of the popular Boing Boing weblog, Mark was an editor at Wired from 1993-1998 and is the founding editor of Wired Online.
Taken from: http://www.creditbloggers.com
Wednesday, July 29, 2009
What makes work meaningful?
On a Mission
What makes work meaningful? If you think money or prestige, think again.
by Susan Ellingwood
Never before, perhaps, has work been imbued with such significance. Less than a week after the terrorist attacks on September 11, President Bush urged Americans to "go back to work." Since then, resuming one's routine has become an act of defiance, an expression of patriotism and, as a practical matter, America's best hope for averting a severe economic downturn.
Yet measured against the pain and efforts of the past few months, the tasks associated with our jobs can seem trivial. Which prompts a question, important in the days before September 11 but of greater consequence now: What makes work meaningful?
ESPRIT DE CORPS
Since 1996, The Gallup Organization has used a 12-question survey, Q12, to assess employee engagement, or the degree to which workers are involved in their jobs. One of the questions is: Does the mission/purpose of my company make me feel like my job is important? (See "Item 8: My Company's Mission or Purpose" in the "See Also" area on this page.) By mission, Gallup means a company's core values and purpose, says Curt Coffman, global practice leader for Gallup's Workplace Management Practice. Mission does not imply strategy or financial outcomes, says Coffman. Rather, a company's mission statement describes "its spiritual DNA," helping to ensure that values drive goals and not vice versa.
What many executives don't realize, however, is that a company's mission statement can also be a management tool. But it is only useful to the extent that each employee links the mission to his or her job. "It's the second part of the question that's key," says Coffman, "the part that ascertains whether the individual feels that his or her job is an expression of the mission."
When employees make the job-mission connection, the result is a boost in morale and performance, says James K. Harter, senior research director at Gallup. "High scores on the Q12 mission question correlate positively to all desirable business outcomes," he says, but especially to productivity and profitability. That's because employees who share a mission tend to be engaged, and the more engaged employees there are in a company, the better the bottom line. In a recent Gallup sample of U.S. workers 18 and older, 60% of respondents who agreed that their company's mission made them feel their jobs were important were engaged, while none of the respondents who disagreed about the job-mission connection were engaged. A clear sense of mission also appears to enhance employee loyalty and pride: Among those who agree that the company mission made them feel their job was important, 82% planned to be with the company for at least another year, 63% would recommend the company as a place to work and 66% would recommend its products or services.
The sobering news for managers is that, of all the Q12 questions, low scores on the mission question are among the most difficult to improve. The reason: The ability to connect one's job to a larger mission is not primarily a matter of competence, work ethic or other such traits that good workers naturally possess. Instead, the job-mission connection comes about through communication that starts at the executive level and resonates throughout the ranks. For effective communication to occur, top management must first believe in the mission, a process that requires consensus and clarity. That, Gallup has found, occurs when companies include workers from throughout the company in their mission-statement development committees. The best statements, says Coffman, are "short, direct, and set a value system."
Once a mission statement is developed, it must be disseminated in employee manuals and reports, and reinforced by the company's officers in speeches and public pronouncements. A manager also needs to explain to employees how their duties fit with the mission. "It's not just one conversation with the boss," says Don Beck, a Gallup management consultant in Washington, D.C. The role of mission should also be a topic in discussions about performance, promotions and transfers, and even in informal conversations. Indeed, a perfect opportunity to forge the job-mission link is when a manager and an employee discuss the employee's career, says Beck. The manager can urge the employee to evaluate how his or her aims conform to or conflict with the mission. By so doing, the employee will make the job-mission connection, or realize that his or her goals are leading in a different direction. Either way, the exercise is essential for arriving at decisions that are best for the individual and the company.
Mission can also be reinforced when a manager recognizes good performance. At a chain of hospitals where Gallup consulted, for example, some employees said they did not feel that the mission made them feel their jobs were important. As one corrective measure, Adam Pressman, Gallup Q12 program leader in Lincoln, Neb., suggested that managers refer to the mission's emphasis on caring and respect for human life when acknowledging employees. "Thanking a receptionist for making a visitor feel cared for or praising a nurse for helping to save someone's life was a way to make the job-mission connection," says Pressman.
Managers should also be aware that even engaged employees benefit from a focus on mission. At Caterpillar Americas, a unit of Caterpillar Inc. that operates throughout Latin America and the Caribbean, a theme of the mission is "power of people." When the company underwent a Q12 evaluation in 1999, its score on the mission question placed it in the 61st percentile of all the companies in Gallup's database. The Caterpillar managers wanted to do better. So, during follow-up meetings with their workgroups, they discussed questions they had designed to probe elements of the "power of people" mission. For example, they asked whether employees agreed that the company "helps people improve" and whether employees "feel free to speak openly." By 2000 the mission score had risen to the 84th percentile. Don Elder, the Six Sigma champion for Caterpillar Americas, attributes the increase to the company's plans to improve engagement that followed these discussions. After all, by sharing a mission, employees understood not just where they were headed but why.
The Q12 items are protected by copyright of Gallup, Inc., 1993-1998. All rights reserved.
What makes work meaningful? If you think money or prestige, think again.
by Susan Ellingwood
Never before, perhaps, has work been imbued with such significance. Less than a week after the terrorist attacks on September 11, President Bush urged Americans to "go back to work." Since then, resuming one's routine has become an act of defiance, an expression of patriotism and, as a practical matter, America's best hope for averting a severe economic downturn.
Yet measured against the pain and efforts of the past few months, the tasks associated with our jobs can seem trivial. Which prompts a question, important in the days before September 11 but of greater consequence now: What makes work meaningful?
ESPRIT DE CORPS
Since 1996, The Gallup Organization has used a 12-question survey, Q12, to assess employee engagement, or the degree to which workers are involved in their jobs. One of the questions is: Does the mission/purpose of my company make me feel like my job is important? (See "Item 8: My Company's Mission or Purpose" in the "See Also" area on this page.) By mission, Gallup means a company's core values and purpose, says Curt Coffman, global practice leader for Gallup's Workplace Management Practice. Mission does not imply strategy or financial outcomes, says Coffman. Rather, a company's mission statement describes "its spiritual DNA," helping to ensure that values drive goals and not vice versa.
What many executives don't realize, however, is that a company's mission statement can also be a management tool. But it is only useful to the extent that each employee links the mission to his or her job. "It's the second part of the question that's key," says Coffman, "the part that ascertains whether the individual feels that his or her job is an expression of the mission."
When employees make the job-mission connection, the result is a boost in morale and performance, says James K. Harter, senior research director at Gallup. "High scores on the Q12 mission question correlate positively to all desirable business outcomes," he says, but especially to productivity and profitability. That's because employees who share a mission tend to be engaged, and the more engaged employees there are in a company, the better the bottom line. In a recent Gallup sample of U.S. workers 18 and older, 60% of respondents who agreed that their company's mission made them feel their jobs were important were engaged, while none of the respondents who disagreed about the job-mission connection were engaged. A clear sense of mission also appears to enhance employee loyalty and pride: Among those who agree that the company mission made them feel their job was important, 82% planned to be with the company for at least another year, 63% would recommend the company as a place to work and 66% would recommend its products or services.
The sobering news for managers is that, of all the Q12 questions, low scores on the mission question are among the most difficult to improve. The reason: The ability to connect one's job to a larger mission is not primarily a matter of competence, work ethic or other such traits that good workers naturally possess. Instead, the job-mission connection comes about through communication that starts at the executive level and resonates throughout the ranks. For effective communication to occur, top management must first believe in the mission, a process that requires consensus and clarity. That, Gallup has found, occurs when companies include workers from throughout the company in their mission-statement development committees. The best statements, says Coffman, are "short, direct, and set a value system."
Once a mission statement is developed, it must be disseminated in employee manuals and reports, and reinforced by the company's officers in speeches and public pronouncements. A manager also needs to explain to employees how their duties fit with the mission. "It's not just one conversation with the boss," says Don Beck, a Gallup management consultant in Washington, D.C. The role of mission should also be a topic in discussions about performance, promotions and transfers, and even in informal conversations. Indeed, a perfect opportunity to forge the job-mission link is when a manager and an employee discuss the employee's career, says Beck. The manager can urge the employee to evaluate how his or her aims conform to or conflict with the mission. By so doing, the employee will make the job-mission connection, or realize that his or her goals are leading in a different direction. Either way, the exercise is essential for arriving at decisions that are best for the individual and the company.
Mission can also be reinforced when a manager recognizes good performance. At a chain of hospitals where Gallup consulted, for example, some employees said they did not feel that the mission made them feel their jobs were important. As one corrective measure, Adam Pressman, Gallup Q12 program leader in Lincoln, Neb., suggested that managers refer to the mission's emphasis on caring and respect for human life when acknowledging employees. "Thanking a receptionist for making a visitor feel cared for or praising a nurse for helping to save someone's life was a way to make the job-mission connection," says Pressman.
Managers should also be aware that even engaged employees benefit from a focus on mission. At Caterpillar Americas, a unit of Caterpillar Inc. that operates throughout Latin America and the Caribbean, a theme of the mission is "power of people." When the company underwent a Q12 evaluation in 1999, its score on the mission question placed it in the 61st percentile of all the companies in Gallup's database. The Caterpillar managers wanted to do better. So, during follow-up meetings with their workgroups, they discussed questions they had designed to probe elements of the "power of people" mission. For example, they asked whether employees agreed that the company "helps people improve" and whether employees "feel free to speak openly." By 2000 the mission score had risen to the 84th percentile. Don Elder, the Six Sigma champion for Caterpillar Americas, attributes the increase to the company's plans to improve engagement that followed these discussions. After all, by sharing a mission, employees understood not just where they were headed but why.
The Q12 items are protected by copyright of Gallup, Inc., 1993-1998. All rights reserved.
Tuesday, July 28, 2009
On Recognizing Talent
"There's something rare, something finer far, something much more scarce than ability. It's the ability to recognize ability."
-Elbert Hubbard-
-Elbert Hubbard-
Characteristics of Successful Leaders
Research performed by Kirkpatrick and Locke identified the following characteristics in the most successful leaders:
-Drive
-Honest
-Integrity
-Motivation
-High Cognitive Ability
-Knowledge of the Organization
-Flexibility
-Creativity
-Drive
-Honest
-Integrity
-Motivation
-High Cognitive Ability
-Knowledge of the Organization
-Flexibility
-Creativity
Monday, July 27, 2009
Nietzsche on Crisis
I believe we are in one of the greatest crises, a moment of the deepest self-reflection of humanity. Whether we recover from it, whether we become masters of this crisis, is a question of our strength. It is possible...
- Nietzsche -
- Nietzsche -
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