10 knjiga koje su promenile moj pogled na biznis - #BusinessBookChallenge
Pošto je LinkedIn poslovna platforma, želim da sa vama
podelim svojih 10 omiljenih poslovnih naslova i da vas pozovem da i vi
sa mnom i svojim LinkedIn kontaktima podelite koje su vaše omiljene
knjige.
Na društvenoj mreži Fejsbuk je aktuelna vrlo lepa akcija pod haštagom #bookchallenge. Verovatno ste već videli da vaši Fejsbuk prijatelji navode nazive 10 knjiga koje su uticale na njih a onda tagujući pozivaju do 10 svojih prijatelja da i oni urade to isto, do napišu kojih 10 knjiga im posebno znači, koje su to knjige koje su ostavile značajan uticaj na njih.
Kako neko reče, ako to već niste videli, onda i nemate neke prijatelje :-)
Kod mnogo mojih prijatelja koji su odgovorili na ovaj svojevrsni izazov, spisak od 10 knjiga je bio prošaran lepom književnošću i poslovnim knjigama koje su na njih ostavile veliki uticaj. I to nije ništa čudno, jer život je (i) rad a i u poslednjih pet godina produkcija stručne literature na našem jeziku iz različitih poslovnih oblasti značajno porasla. Posebno je veliki broj štampanih izdanja na temu popularne psihologije, motivacije, opštih postulata menadžmenta.
Istovremeno, internet kao neiscrpan izvor sveznanja daje stopostotnu šansu svakom sa minimalnim znanjem engleskog jezika da pronađe i pročita skoro pa sve o svemu što ga interesuje.
Pošto je LinkedIn poslovna platforma, ja želim da sa vama podelim svojih 10 omiljenih poslovnih naslova i da vas pozovem da i vi sa mnom i svojim LinkedIn kontaktima podelite koje su vaše omiljene knjige. Nazovimo ovaj izazov (nimalo inventivno :-)), #businessbookchallenge, stavimo ovaj haštag u naslov ili u tekst da bismo svi mogli da pretražujemo postove i otkrivamo nove zanimljive poslovne naslove.
Zvuči vam zanimljivo?
Knjige nisu poređane po nekom redosledu, 1 ne znači da je knjiga najbolja ili da je najviše uticala a 10 najmanje, ili obratno, sve su mi bitne i sve su imale bitan uticaj na mene kao poslovnog čoveka i bitno su uticale na proširenje mog znanja i formiranje mojih stavova o poslu.
Na društvenoj mreži Fejsbuk je aktuelna vrlo lepa akcija pod haštagom #bookchallenge. Verovatno ste već videli da vaši Fejsbuk prijatelji navode nazive 10 knjiga koje su uticale na njih a onda tagujući pozivaju do 10 svojih prijatelja da i oni urade to isto, do napišu kojih 10 knjiga im posebno znači, koje su to knjige koje su ostavile značajan uticaj na njih.
Kako neko reče, ako to već niste videli, onda i nemate neke prijatelje :-)
Kod mnogo mojih prijatelja koji su odgovorili na ovaj svojevrsni izazov, spisak od 10 knjiga je bio prošaran lepom književnošću i poslovnim knjigama koje su na njih ostavile veliki uticaj. I to nije ništa čudno, jer život je (i) rad a i u poslednjih pet godina produkcija stručne literature na našem jeziku iz različitih poslovnih oblasti značajno porasla. Posebno je veliki broj štampanih izdanja na temu popularne psihologije, motivacije, opštih postulata menadžmenta.
Istovremeno, internet kao neiscrpan izvor sveznanja daje stopostotnu šansu svakom sa minimalnim znanjem engleskog jezika da pronađe i pročita skoro pa sve o svemu što ga interesuje.
Pošto je LinkedIn poslovna platforma, ja želim da sa vama podelim svojih 10 omiljenih poslovnih naslova i da vas pozovem da i vi sa mnom i svojim LinkedIn kontaktima podelite koje su vaše omiljene knjige. Nazovimo ovaj izazov (nimalo inventivno :-)), #businessbookchallenge, stavimo ovaj haštag u naslov ili u tekst da bismo svi mogli da pretražujemo postove i otkrivamo nove zanimljive poslovne naslove.
Zvuči vam zanimljivo?
Mojih 10 omiljenih poslovnih knjiga
Knjige nisu poređane po nekom redosledu, 1 ne znači da je knjiga najbolja ili da je najviše uticala a 10 najmanje, ili obratno, sve su mi bitne i sve su imale bitan uticaj na mene kao poslovnog čoveka i bitno su uticale na proširenje mog znanja i formiranje mojih stavova o poslu.
- Ponašanje potrošača - Beba Rakić
- Big Idea - Slavko Kovačević
- Pretty woman - Dragan Sakan
- No logo - Naomi Klein
- Designing brand identity - Alina Wheeler
- Cak - Marti Nojmajer
- Advertising pAge - Lazar Džamić
- Funky business - Jonas Ridderstråle
- Znakovito - Radomir Vuković
- Ključni faktori poduzetništva – Koontz and Fulmer
Ovo je prva polovina teksta o mojim omiljenim poslovnim knjigama. Naredni tekst sadrži moje stavove o svakoj od njih.
Autor je vlasnik i direktor istraživačke agencije Plum Mark koja se specijalizovala za Online panel istraživanja.
www.bigstockphoto.com
How Lazy Bosses Avoid Doing Their Jobs
We all overuse certain words and phrases. That's natural.
But if you're a boss hoping to communicate effectively -- or be taken seriously --that's also a real problem.
Platitudes aren't just annoying. Resorting to platitudes shows you don't want to listen, don't want to take action... in short, don't want to buckle down and do your job. Here are some examples.
"It just wasn't meant to be." Whatever happened, fate had nothing to do with it. Something went wrong. Figure out what went wrong and learn from it.
Plus, "It just wasn't meant to be" places responsibility elsewhere, and when it's someone else's fault, it never gets fixed.
On the other hand, "Let's figure out what we can do differently next time..." is empowering and it places the responsibility where it should be: on you.
"That's probably not what you want to hear." No doubt it sucks to hear bad news. But when you say something isn't what I want to hear, you shift the issue over to my side of the table. Somehow the issue has become my problem.
Don't shift. Explain why you made a decision. Explain the logic. Explain your reasoning.
I still may not want to hear it, but that way the focus remains on the issue and not on me.
"Work smarter, not harder." What happens when you say that to me? One, you imply I'm stupid. Two, you imply that whatever I am doing should take a lot less time and effort than it does. And three, after you say it, I kinda hate you.
If you know I could be more efficient, tell me how. If you know there's a better way, show me how. If you think there's a better way but don't know what it is, say so. Admit you don't have the answer. Then ask me to help you figure it out.
And most importantly, recognize that sometimes the only thing to do is to work harder...and when that's the case, get off your butt and help me.
"There is no I in team." Sure there is. There are as many I's as team members. Those individuals, the more "individual" the better, serve to make the team stronger. The best teams are often a funky blend of the members' individual talents, perspectives, and goals.
If you want a team to work hard and achieve more, make sure each person feels she can not only achieve the team's goal but also one of her own goals.
Spend time figuring out how each individual on the team can do both, instead of taking the lazy way out by simply repressing individuality in the pursuit of the collective.
"Perception is reality." Yeah, yeah, I know: How I perceive something is my version of reality, no matter how off my perception might be.
But if other people perceive a reality differently than you, work to change that perception. Make your reality everyone's reality.
Besides, perceptions are fleeting and constantly changing. Reality lasts forever, or at least until a new reality comes along to replace it.
"I'm always open to feedback." You see and hear a similar line everywhere: websites, signs, meetings.
If you truly want feedback or input, don't be passive. Don't just make it easy for people to provide. Go get it. Be active.
People who really want feedback don't wait to receive it. They take responsibility for getting the information they need.
"We'll do it now and apologize later." Say that and you're not a bold risk taker; you're lazy and self-indulgent. Good ideas are rarely stifled. People naturally like "better." People who don't like your idea usually aren't the problem. The problem is almost always you.
So don't take the easy way out. Describe what you want to do. Prove it makes sense. Get people behind you.
Then, whatever you do has a much better chance of succeeding.
"Failure is not an option." This one is often used by the leader who gets frustrated and wants to shut down questions about a debatable decision or a seemingly impossible goal: "Listen, folks, failure is simply not an option," he says, striking the table with his fist.
Failure is always a possibility. Just because you say it isn't doesn't make it so.
Don't reach for a platitude to end debate. Justify your decision. Answer the hard questions.
If you can't, maybe your decision isn't so wise after all.
"Let's not reinvent the wheel." Because hey, some other wheel might turn out to be a better wheel, and that means my wheel isn't so great.
And we can't have that.
"It is what it is." No it isn't. "It is what it is" really means, "I'm too lazy to try to make it different, so for gosh sakes stop talking about it."
"It is what it is" is only true if you take the easy way out by letting "it" remain "it."
Don't like a situation? Work to fix it.
That's what leaders do.
I also write for Inc.com:
But if you're a boss hoping to communicate effectively -- or be taken seriously --that's also a real problem.
Platitudes aren't just annoying. Resorting to platitudes shows you don't want to listen, don't want to take action... in short, don't want to buckle down and do your job. Here are some examples.
"It just wasn't meant to be." Whatever happened, fate had nothing to do with it. Something went wrong. Figure out what went wrong and learn from it.
Plus, "It just wasn't meant to be" places responsibility elsewhere, and when it's someone else's fault, it never gets fixed.
On the other hand, "Let's figure out what we can do differently next time..." is empowering and it places the responsibility where it should be: on you.
"That's probably not what you want to hear." No doubt it sucks to hear bad news. But when you say something isn't what I want to hear, you shift the issue over to my side of the table. Somehow the issue has become my problem.
Don't shift. Explain why you made a decision. Explain the logic. Explain your reasoning.
I still may not want to hear it, but that way the focus remains on the issue and not on me.
"Work smarter, not harder." What happens when you say that to me? One, you imply I'm stupid. Two, you imply that whatever I am doing should take a lot less time and effort than it does. And three, after you say it, I kinda hate you.
If you know I could be more efficient, tell me how. If you know there's a better way, show me how. If you think there's a better way but don't know what it is, say so. Admit you don't have the answer. Then ask me to help you figure it out.
And most importantly, recognize that sometimes the only thing to do is to work harder...and when that's the case, get off your butt and help me.
"There is no I in team." Sure there is. There are as many I's as team members. Those individuals, the more "individual" the better, serve to make the team stronger. The best teams are often a funky blend of the members' individual talents, perspectives, and goals.
If you want a team to work hard and achieve more, make sure each person feels she can not only achieve the team's goal but also one of her own goals.
Spend time figuring out how each individual on the team can do both, instead of taking the lazy way out by simply repressing individuality in the pursuit of the collective.
"Perception is reality." Yeah, yeah, I know: How I perceive something is my version of reality, no matter how off my perception might be.
But if other people perceive a reality differently than you, work to change that perception. Make your reality everyone's reality.
Besides, perceptions are fleeting and constantly changing. Reality lasts forever, or at least until a new reality comes along to replace it.
"I'm always open to feedback." You see and hear a similar line everywhere: websites, signs, meetings.
If you truly want feedback or input, don't be passive. Don't just make it easy for people to provide. Go get it. Be active.
People who really want feedback don't wait to receive it. They take responsibility for getting the information they need.
"We'll do it now and apologize later." Say that and you're not a bold risk taker; you're lazy and self-indulgent. Good ideas are rarely stifled. People naturally like "better." People who don't like your idea usually aren't the problem. The problem is almost always you.
So don't take the easy way out. Describe what you want to do. Prove it makes sense. Get people behind you.
Then, whatever you do has a much better chance of succeeding.
"Failure is not an option." This one is often used by the leader who gets frustrated and wants to shut down questions about a debatable decision or a seemingly impossible goal: "Listen, folks, failure is simply not an option," he says, striking the table with his fist.
Failure is always a possibility. Just because you say it isn't doesn't make it so.
Don't reach for a platitude to end debate. Justify your decision. Answer the hard questions.
If you can't, maybe your decision isn't so wise after all.
"Let's not reinvent the wheel." Because hey, some other wheel might turn out to be a better wheel, and that means my wheel isn't so great.
And we can't have that.
"It is what it is." No it isn't. "It is what it is" really means, "I'm too lazy to try to make it different, so for gosh sakes stop talking about it."
"It is what it is" is only true if you take the easy way out by letting "it" remain "it."
Don't like a situation? Work to fix it.
That's what leaders do.
I also write for Inc.com:
- Steve Jobs: Perfection Might Be Your Worst Enemy
- 10 Things Extraordinary Bosses Give Employees
- 7 Things Everyone Should Do At Least Once
- 8 Secrets of Bosses Employees Genuinely Love to Work For
- Bill Gates: One Thing All Successful People Have in Common
- Check out my book of personal and professional advice, TransForm: Dramatically Improve Your Career, Business, Relationships, and Life -- One Simple Step At a Time. (PDF version here, Kindle version here, Nook version here.)
If after 10 minutes you don't find at least 5 things you can do to make your life better I'll refund your money.
That way you have nothing to lose... and everything to gain.
- Like
September 13, 2014