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Be a Thought Leader -- 9 Steps to Influence and Media Attention 04-19

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Be a Thought Leader -- 9 Steps to Influence and Media Attention


Susan Harrow


The term thought leader is bandied about like a beach balloon on a summer's day. It seems that everyone is labeling themselves a thought leader. But most aren't. A thought leader doesn't have to be original. That's a near impossible task, especially in today's world where so much "thought" is quickly appropriated and regurgitated. It's how you assimilate and then package your knowledge, skills, abilities, experiences, and yes, your thoughts in a way that makes worth listening to by your audience--and the media. Follow these nine steps to begin cultivating your thought leader status to be respected, heard and reverberated out into the world.
1. Share your opinions.

Thought leaders have opinions - typically lots of them - on their topics of expertise. They shape a story. They position facts and research in a context. They make statistics come alive by interpreting them. We value people who give us perspective on things that matter most in our culture today.
Sheryl Sandberg, COO of Facebook and their first woman to sit on their board, spoke of the differences between men and women when responding to taking credit for their success, saying, "If you ask men why they did a good job, they'll say, 'I'm awesome. Obviously. Why are you even asking?' If you ask women why they did a good job, what they'll say is someone helped them, they got lucky, they worked really hard."
She's clear, stark and truthful.
To follow her lead take a look at your field or industry and find something that irks or inspires you and start to formulate some opinions about it. Folk singer Joan Baez said, "I've never had a humble opinion. If you've got an opinion, why be humble about it?" Thought leaders aren't afraid to voice a strong opinion. The media seek guests who have opinions that help us ponder what's important.
2. Predict the future.

Can you see the near or distant future? Look into your private crystal ball and share it in a press release. Ten years ago I told my literary agent that getting on TV and grasping at fame was going to become a national obsession. I wrote up a book proposal about how to get on TV, supplied anecdotes from my own experience as a publicist and media coach, and gathered statistics to show that this was going to be a hot new trend. He pitched my idea to all the top New York publishing houses.
Alas, the traditional book industry didn't buy it. It was too far ahead of its time. But guess what? Didn't that prediction come true? Practically everyone is now scrabbling for his 15 seconds of fame. New reality TV shows are popping up every year. The Fishbowl Effect has become our current reality where your iPhone video can make national news.
Know that when you make a prediction you're intrinsically ahead of your time - and most likely will get disapproval and pushback. No worries. Time will bear you out. The important thing is to stand by your word, continue to accumulate evidence and keep touting your prediction during your media appearances.
3. Influence thinking.

Keep up on current events. Thought leaders can comment on national radio and TV on events as they happen. They are the first people the media call to put a story in perspective, to help shape thinking. They are often the people who pose the questions to ponder. They don't necessarily have all the answers. What they have is a point of view that helps others to consider consequences, options, and directions to difficult or perplexing problems.
Robert Reich, professor of public policy at UC Berkeley, often comments on political and social problems such as how public higher education is being starved which will result in a shrinking middle class. His clearly expressed and statistically well-supported opinions are regularly heard on MSNBC and NPR. He's a great example of someone who is personal, energetic, and captivating. I'm particularly endeared by how he bounces up when he can't contain his energy as he delivers his message.
Your delivery and demeanor is every bit as important as the words you speak and can influence people subconsciously. Thought leaders are aware of how they are being perceived and work on refining their inner consciousness and outer appearance. How can you start to shape a conversation that's at the heart of your business or industry and at the same time reflect who you are and what you think?
4. Have a philosophy.

Have you noticed how many people have written a manifesto? It's kind of becoming de rigueur. But many aren't worth reading. They are trite or light. Your audience wants to know not only what you believe, but what you believe in. They want a philosophy that dives into their deepest longings -- things that they feel that haven't been expressed directly in a way that they can understand.
Manifestos are a sort of formalized philosophy. Wikipedia defines philosophy as "In more casual speech, by extension, 'philosophy' can refer to "the most basic beliefs, concepts, and attitudes of an individual or group".
I love TED favorite Brene Brown's The Wholehearted Parenting Manifesto, her leadership manifestoand my friend, photographer/writer Andrea Scher's Superhero Manifesto. They are heartfelt, revere beauty and are holy without pretention.
During every media appearance you want to make sure that your philosophy comes through loud and clear in a story, vignette or example so your audience has a sense of who you are. One of my favorite sayings is by Gandhi, "My life is my message."
When everything you do, say, are and think from your words to your website is in alignment then you're completely congruent and your life becomes your message. This is what I have my clientsand sound bite course participants put into practice before ever sending a press release out to the media. Often publicity hopefuls want to rush their offer to the media before all the pieces are in place. And that's a big mistake. A reputation is easy to ruin and hard to regain.
In her media appearance on Oprah's Super Soul Sunday, Brene Brown told a story about her daughter, Ellen. To my best recollection she said that Ellen's teacher called her up to tell her she could tell whose daughter Ellen was by how she handled an incident in art class. As I remember it the teacher said, "You're messy." Ellen sat up straight and said, "No, I'm not messy. I've just made a mess."
Brown told this story to illustrate a point about self-talk and not calling ourselves names or saying derogatory things about the core of us, but to focus on behavior instead of being. It shows you that Brown is walking her talk by transmitting her values and behaviors to her daughter and it gives you a sense of who she is. Your philosophy should shine through your stories in a natural way in every media appearance.
5. Lead a movement.
My client, journalist and author David Sheff who wrote the #1 New York Times best-selling book Beautiful Boy, just wrote his second book called Clean, Overcoming Addiction and Ending America's Greatest Tragedy. The title itself is an opinion. Sheff thinks that addiction is the worst problem in the U.S. today. You can tell immediately that he's serious about this topic and wants to make an impact on this epidemic.
On his website he has a link to sign a petition to send to President Obama to end the war on drubs and declare war on addiction. Right next to that he has a link to an organization called Brian's Wishto pull people together into a national movement to end addiction.
Sheff believes that we're fighting the wrong war and he is making his opinion known - backed with five years of research and facts.
He's just started his book tour and has already been on The Last Word with Lawrence O'Donnell, NPR's Fresh Air and Weekend Edition to discuss his views and to shift American opinion with the facts, stories and statistics in his book, speeches, and media appearances.
I media trained him to insure that he incorporated his most important points into every interview since he especially wanted to talk about this new movement.
We also wanted to make sure he could stand firm on his controversial beliefs when challenged. We practiced worst-case scenario questions and surprise ones too so he could maintain his equanimity and stay on point during each media appearance.
The media is interested in people who have inspired a movement. It shows that the topic has enduring value and interest if a substantial number of people have joined it. Spearheading a movement is so much more interesting than just claiming you have a big following. A movement shifts thought into action to create real and lasting change.
6. Be controversial.

Another client of mine, Dr. Sara Gottfried, a Harvard trained integrative physician, science nerd, yogini and author of the New York Times best-seller The Hormone Cure, speaks out on the overuse of pharmaceuticals for peri-menopausal and menopausal women. She says of women dealing with hormonal issues such as depression, lack of sleep, weight gain, mind fog, low sex drive, "You won't find the answer in the bottom of a pill bottle."
Gottfried takes a stand against the practice many physicians have to medicate their patients to appease the problem without seeking the core issue or root cause that's the source of the complaint. Instead she advocates lifestyle shifts: "How to think, eat, move and supplement."
Once you take a strong stance you can expect to be pitted against someone with the opposite view during your radio or TV interviews - because friction makes for good TV. Audiences love to see people pitted against each other because sparks fly and unexpected things happen -- which equal good ratings.
If you want to be controversial you also need to be prepared to be challenged and able to stay on message with equanimity and grace no matter how forceful or hostile the host or other guests become.
7. Take both sides.

While you can choose to be controversial, you can also choose to appoint yourself the voice of reason and examine both sides of an issue. Susan Freinkel, a journalist who wrote the book, Plastic: a Toxic Love Story, began an experiment that turned into an investigation of how plastic affects our behavior, our environment and our lives. The premise: To go one day without touching anything plastic. What she discovered? It was impossible -- starting with her toothbrush and toilet.
Instead of taking one side to the story - plastic is evil. She explored how plastic is both a boon and a bane to the way we live in a New York Times Op Ed piece. In one sentence she played both sides of the topic: "In other words, plastics aren't necessarily bad for the environment; it's the way we tend to make and use them that's the problem." Op Ed pages thrive on people who take a strong stand on one side of an issue as well as those who can shed light on both sides in an intelligent, thoughtful or provocative way.
In our media coaching sessions together Freinkel and I focused on stories about how certain plastics are negatively effecting our health, children, land and seas, and also which plastics are safe and useful and help save lives.
On Fresh Air, she discussed both sides of this fiery debate with a level head. In other media appearances she backed up her findings with solid statistics and also by moving fascinating facts into the conversation like: "The average person is never more than three feet from something made of plastic." And, "In 1960, the average American consumed 30 pounds of plastics a year. Today, just 50 years later, Americans consume on average 300 pounds a year." Here is something a bit startling: "Just because a plastic is made of plants doesn't make it 'green.'"
By moderating the positives and negatives, by sharing information not widely known and educating us, and by using stories and statistics, you can become a trusted neutral source for change.
8. Coin a term.

During her appearance on The Ricki Lake show Dr. Sara Gottfried reached into her prop basket and pulled out a gleaming diamond Tiara, put it on her head and offered it to Lake, who said she didn't want to take it off. Gottfried called taking uninterrupted time for yourself, Tiara Time.™ It's catchy and easy to remember. Can't you just imagine saying to your BFF, "I need some Tiara Time™ right NOW."
9. Announce your vision.

Your vision is how you see the world in the future. It's what you're aspiring to in the big picture. It incorporates how you are going to serve. For example, I'd like to see Aikido, a type of Japanese Martial Arts, which I've been training in for four years, incorporated into every school in the world.
The principles of Aikido, The Way of Harmony, work as a way to polish the spirit, to turn lead into gold. The founder, Morihei Ueshiba says, "True victory is self-victory; let that day arrive quickly!" I believe that, through this practice we can eradicate bullying and practice respect, compassion, and self-mastery on a daily basis in our hearts, homes, schools, and communities.
Declaring your vision during a media interview moves it out in a big way into the public eye. Not only have you taken a stand but you give thousands or millions of people a chance to take a stand with you. That in itself creates powerful change.
The point of being a thought leader isn't just to get more media appearances, more sales, more followers, or more money. It's an opportunity to make great shifts inside yourself and out in the world. So if you aspire to taking yourself and your business forward in small or big ways, then focus on these seven things. And even if it isn't in your nature to be on national TV or to gain an international platform, just pondering these points will give you clarity for your business as you grow and change.
Are you a thought leader? Tell us why.

Is A Little Stress A Good Thing For The Brain? 04-19

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Is A Little Stress A Good Thing For The Brain?

If you’re basically a low-stress type, but your life is punctuated by short-lived stressors (a.k.a. acute stress), new research suggests that your brain may be the better for it. It seems that acute stress may actually be healthy, since it helps boost the production of new neurons. In particular, neurons may arise in the hippocampus – a part of the brain responsible for memory, and one that is highly sensitive to the effects of stress, both acute and chronic. Previous research has pointed at the benefits of “good stress,” but the new study outlines an actual mechanism for the chain of events that trigger the birth of baby neurons.
Chronic stress, of course, has been shown over and over to be a bad thing for body and brain. It actually seems to suppress the generation of new nerve cells and inhibit memory, not to mention increase one’s risk for being overweight; developing heart disease and possibly cancer; developing addictions; and experiencing depression, anxiety, and sleep problems.
But the UC Berkeley researchers wanted to look into the effects of acute stress on the brain and behavior of mice, since there’s existing evidence for its benefits. So they subjected the mice to acute stressors (foot shocks, a novel environment, or being immobilized for a period of time), and then looked at their levels of stress hormones and their memory, days to weeks later. Ultimately, they “sacrificed” the mice to see what was going on in their brains.
The mice who’d been subjected to stressors had higher levels of coriticosterone (a stress hormone not unlike humans’ cortisol) than non-stressed controls. But they also had better memories – not two days, but two weeks later. This lag may be because after a stressor it takes a little time for the brain to respond and to encourage the growth of new neurons. “In terms of survival, the nerve cell proliferation doesn’t help you immediately after the stress, because it takes time for the cells to become mature, functioning neurons,” lead author Daniela Kaufer said in a statement.
She adds that stress is not always the culprit we’re often led to believe it is. “You always think about stress as a really bad thing, but it’s not,” added Kaufer. “Some amounts of stress are good to push you just to the level of optimal alertness, behavioral and cognitive performance.” Interestingly, the increase in new nerve cells seems to be mediated by a growth factor called fibroblast growth factor 2 (FGF2), the dearth of which has been linked to depressive symptoms in animals and humans.
The authors point out that other activities and experiences that encourage the growth of new neurons are exercise and sexual activity.
“I think the ultimate message is an optimistic one,” she concluded. “Stress can be something that makes you better, but it is a question of how much, how long and how you interpret or perceive it.” There seems to be a sweet spot, since extreme acute stress can easily lead to post-traumatic stress syndrome (PTSD), and prolonged stress can become chronic.
Of course, it may not be so common to experience stress only periodically – it seems that these days, more people are chronically stressed than not, and the effect of acute stress on top of chronic stress is probably not so well understood. In the meantime, try to de-stress as best you can, and ‘progenate’ some new neurons with all the tools at your disposal – exercise, meditation, and maybe even a little sex.

Unique Partnership Breaks Vicious Cycle and Saves Millions of Lives 04-19

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Unique Partnership Breaks Vicious Cycle and Saves Millions of Lives

STEVE LANDRY

Unique Partnership Breaks Vicious Cycle and Saves Millions of Lives
Twenty years ago, while working with the US Agency for International Development, I was charged with getting more Haemophilus Influenzae type B (Hib) vaccines to the poorest countries in the world. This vaccine had already saved so many kids in the United States and Europe that I was excited to help bring it to those who needed it most.

A Vicious Cycle:  When I was just getting started in this work, most poor countries had little understanding of the deadly impact of this disease. Add to this a limited supply and a price well over 10 times that of the most expensive vaccine being used in poor countries, and it was clear that this was not going to be easy.

At the time, no vaccine supplier was willing to risk the cost of investing in improved technologies or increasing their operations without some assurances that there was demand for the vaccine and money to purchase the product. It was a vicious cycle.

A Unique Partnership is Born: A major breakthrough came with the launch of GAVI, a public private partnership, which included the 72 poorest countries in the world and their immunization partners. The way GAVI works is that they offer to co-finance vaccine purchases for countries in return for country commitments to deliver the vaccine and provide their portion of the purchase price.

The pentavalent vaccine – a combination of existing vaccines plus Hib and Hepatitis B – was preferred by developing countries because it protects children against infections from five different pathogens.  Responding to country needs, GAVI allocated money to purchase the vaccine for five years, effectively establishing a sustainable market for vaccine suppliers.

A Slowly-Growing Market: Success didn’t happen overnight, but slowly, we saw progress.  In 2010, a leading Indian vaccine manufacturer was approved to provide the vaccine in a 10-dose vial, reducing the original price of the vaccine by 50%.  Demand continued to increase, and in 2012 all of the 73 poorest countries in the world routinely started using the pentavalent vaccine in their national vaccination programs — or have plans to do so in the next 2 years.

A New Chapter:  Today, I’m thrilled to say another Indian manufacturer, Biological E Limited (Bio E), working closely with the GAVI partners, has offered to lower the price of its lifesaving pentavalent vaccine to US$1.19 per dose — the lowest price to date.

The impact of Bio E’s lower price will be felt for years to come. As GAVI’s most widely used vaccine, this offer by Bio E has the potential to save GAVI up to $150 million over the next four years. More importantly, it is estimated that by 2020, GAVI’s support for this vaccine will have helped to avert more than seven million deaths.

The pentavalent story illustrates the impact we can make when the global community pools resources to tackle the world’s most pressing global health issues. It does not happen overnight, but the impact is felt in the long-term. Now that we appreciate the power of working together, we need to do it better and faster.

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What Do You Live For? A 5 Minute Exercise to Discover Your Most Important Values 04-19

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What Do You Live For? A 5 Minute Exercise to Discover Your Most Important Values



We all have certain things that we value in life, whether they be our relationships, health, job, hobbies, material possessions, spirituality, or whatever.



Our values play an important role in guiding our actions and choices. They are the things in life that we strive for on a daily basis and keep us going. They are what we live for. And the fulfillment of these values is ultimately what brings us our happiness and success.

However, what we value in life can greatly depend on the individual person. We don’t all live for all the same things, so knowing what you value most in your life is important in building a lifestyle that works for you.

One of the first, most essential steps to improving your life is discovering the things in life that are your most important values. Only when you identify what you desire in your life can you really take action to begin making it a reality.

Here is a quick 5 minute exercise to help you discover your most important values.
  • Open up a word document or grab yourself a pen and paper. Write down “My Most Important Values” at the top of your document.

  • Ask yourself, “What matters to me most? What do I live for? What drives me to get up every morning?” and take 60 seconds to write down every single thing that pops into your head (however big or small).

  • Rank each value based on its importance to you (starting with “1″ next to your most important value). It’s fine if it’s not completely accurate, just give yourself a rough idea.

  • Now grade yourself on each value. Are you fulfilling it or do you need to work on it more? Give yourself an A-F grade for each value on your list depending on your current situation in life.

  • Based on this evaluation, identify just one value which is the most important one that you need to work on right now.

  • Write down 3 different activities you could start doing to better fulfill this value in your life.
This exercise is very simple, but by doing it you can gain a better awareness into what you really value in life, as well as what you need to focus on right now.

It would be helpful to re-visit an exercise like this once every few months. Our values can often change over time, so it’s important to step back and re-evaluate where we want to go in life every now and then.

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How Social Media Distracts You at Work 04-19

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How Social Media Distracts You at Work

Written by Craig

How often does the social media monster swallow you whole? More than you may think, according to Red e App, which lets consumers get notifications from businesses without having to provide their personal information. The company developed an infographic, below, that details how interruptions impact employee productivity.




MY FATHER'S BIRTH CENTENARY CELEBRATIONS ON SUNDAY THE 21ST APRIL 2013.

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MY FATHER'S BIRTH CENTENARY CELEBRATIONS ON SUNDAY THE 21ST APRIL 2013.







We are celebrating the birth centenary of my father Late Sri. Panchavati Subramanyam on 21st April 2013.

We are organizing a classical Carnatic music recital by the renowned artists from Bangalore Smt.Sri Vidya Ramanathan & Sri Ramanathan.

We will also play audio/video messages from people related to or acquainted with my father recorded earlier or expressed extempore on the occasion.

Guest & invitees are welcome to share their feelings.

There will also be a slide show on & related his life.

THE EVENT WILL BE STREAMED LIVE ON 21ST APRIL FROM 10 AM onwards.The event can be viewed on the following URL.


http://www.joinuslive.net/e/panchavatisubramanyam.html
Thank You,

Shyam

Shyamsunder Panchavati

Better Late Than Never: Yahoo’s Mayer Finally Talks About Telecommuting 04-20

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Better Late Than Never: Yahoo’s Mayer Finally Talks About Telecommuting 

Kerfuffle

At a human resources conference yesterday, Yahoo CEO Marissa Mayer finally commented on the massive controversy generated after the Silicon Valley Internet company decided to end its work-from-home offering to its employees.

News of the change came in February after AllThingsD published a hopelessly awkward memo on the new dictate that resulted in a firestorm of debate.
That was no surprise, since the missive was confusingly penned by HR head Jackie Reses, who noted, in part: “Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together.” Along with an incomprehensible aside about the “cable guy,” there were few details.
And because Yahoo PR’s goal is to not comment, except when pushing shiny new products, it was disinclined to say anything at all once the memo was public. ATD reported initially it was a couple hundred employees, but the memo made it unclear who would be impacted and how. Yahoo later made an unusually bloodless statement that work from home was not what was right for the company at that time, given its need to turn itself around.
Mayer underscored that point in her keynote speech, with Fortune reporting that she put up an image of a purple elephant with WFH letters on its side and said, “I need to talk about the elephant in the room.”
She also tried to push blame onto, well, I am not sure whom, noting, “It was wrongly perceived as an industry narrative.” This mistakes-were-made tactic was clever, but the situation spun out of control simply due to the fact that Mayer was tin-eared on a hot-button issue and was poorly advised not to give a quick and cogent explanation of it at the time, causing a lot of unnecessary external and internal confusion and worry.
What was too bad was Mayer had a valid enough point — even if it was very harsh medicine to end the popular policy — that Yahoo probably needs all hands on deck right now to return to innovative relevance. She also said in her speech that while “people are more productive when they’re alone … they’re more collaborative and innovative when they’re together. Some of the best ideas come from pulling two different ideas together.”
As I said, it’s an excellent point, even if how Mayer delivered her message turned out to be a lesson as a new CEO in how it’s not what you say, but how you say it. And, of course, when.



BOSTON DRAMA GRIPS TELEVISION NETWORKS 04-20

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BOSTON DRAMA GRIPS TELEVISION NETWORKS


Police Converge Mass
 
Heavily armed police officers do house to house searches in the neighborhoods of Watertown, Mass. Friday, April 19, 2013, as a massive search continued for one of two suspects in the Boston Marathon bombing. A second suspect died in the early morning hours after an encounter with law enforcement. (AP Photo/Craig Ruttle)
NEW YORK (AP) — So much for scripted police procedurals. The marathon manhunt in Boston was a real-life drama that kept the biggest television networks and their viewers on edge for most of the day and into Friday evening, with a city's safety hanging in the balance.
It had a prime-time conclusion, too. Shortly before 9 p.m. EDT, and three hours after the sound of gunfire indicated the end might be near, Boston police announced that the second suspect in the Boston Marathon bombing had been taken into custody.
Cameras caught Boston residents celebrating the end of a long, tense day. They poured into the streets to cheer police cars as they passed through, with many in TV news celebrating with them. NBC's Brian Williams noted that people never want to see a police car coming behind them on the road, but they're the first thing people want to see when trouble comes to a community.
"I feel like I've been watching a bad movie that I couldn't turn off," said one resident, Rita Colella, interviewed on NBC.
Viewers woke up to the news Friday that one suspect in Monday's bombing had been killed overnight, with another still at large. ABC, CBS and NBC took the unusual step of casting aside regular programming to cover the story throughout the day, joined by the cable news networks.
The coverage mixed moments of real excitement with tedium as the search continued for 19-year-old Dzhokhar Tsarnaev, who escaped during an overnight shootout with police that killed his older brother Tamerlan.
TV was a window to the world for residents of Boston and some surrounding areas, who were asked by authorities to stay in their homes as the search went on.
"It's unbelievable, unprecedented to see a major metropolitan area essentially called to a halt," Chris Jansing said on MSNBC.
The evening action came as attention to the story was beginning to lag. After a full day of coverage, NBC switched to Ellen DeGeneres' talk show. Massachusetts authorities lifted their order that everyone in Boston and some suburbs stay at home.
The gunfire and rushing police cars around 7 p.m. EDT snapped the networks back to attention. After confirming that police had found someone hiding under a boat stored in a backyard, CBS quickly found a Google Maps image from above the yard that showed the boat stored there for the winter.
ABC's Diane Sawyer interviewed a witness who calmly said his neighbor had gone into the backyard when police eased restrictions and found blood on his boat and saw someone hiding there. He quickly called authorities. The homeowner was upset that his boat was riddled with gunfire after police arrived.
"I have a feeling around the country that there will be a lot of people who will want to help him get his boat back," Sawyer said.
During the long day of coverage, networks seemed to keep in mind Wednesday's embarrassment, when some news organizations erroneously reported that a suspect in the bombing had been arrested. The scarcity of solid information did lead to moments of confusion, though. In midmorning, MSNBC was reporting that a second suspect was being hunted. CNN flashed on its screen that police were searching for a Honda that the suspect may be driving in Connecticut.
Other networks didn't follow those reports and they were dropped as the search remained shrouded in mystery.
Pete Williams of NBC reported in midmorning that authorities believed they had the suspect cornered in a house and ABC's Pierre Thomas similarly reported that police were moving in. But hours went by without any news.
Shortly after 8 a.m., Fox News Channel reported explosions and indicated the drama might be coming to a head. Two hours later, NBC's Kerry Sanders was crouching on the ground talking on his cellphone, ordered down by police. It was pulse-quickening drama that led nowhere.
Both CNN and NBC told viewers that they were putting live pictures of the manhunt on a five-second delay to protect viewers in case the drama turned bloody.
Networks found friends and relatives of the suspects to talk about them, with Dzhokhar almost universally described as sharp and friendly. But in a news conference, an estranged uncle of the men, Ruslan Tsani, described his nephews as losers.
The suspects' Chechen background led to talk about whether the marathon bombing had something to do with Chechnya's longtime conflict with Russia. Others noted that Dzhokhar had been in the United States for many years, perhaps moving when he was only 9.
"The more we find out about him, the less we seem to know him," CBS' Bob Schieffer said.
As the day went on, networks found it harder to fill the time. Video of the overnight firefight was played over and over. NBC's Brian Williams had a fascinating interview with a couple who lived overlooking the street where the gunplay took place, describing bullets that came into their home. But it turned long-winded.
Williams later reacted with aplomb when NBC briefly cut to a simulcast of a New England cable news network, only to be greeted by a man who uttered an expletive.
"Well, that was a fortuitous time to dip into the coverage of New England Cable News," Williams said, apologizing to viewers as NBC quickly switched away.
Individual networks were able to show strengths during the coverage. ABC's Bianna Golodryga used her fluency in Russian to conduct interviews with the suspects' father. On CBS, John Miller and Bill Bratton displayed their police connections in a knowledgeable and low-key manner.
NBC's star-crossed "Today" show had sent Matt Lauer to Texas on Friday to the scene of a fertilizer plant explosion, where he was largely forgotten. Earlier in the week, Savannah Guthrie's interview with President Barack Obama was overlooked because it happened hours before the marathon bombings.
Lauer's absence gave Guthrie her greatest visibility since she joined "Today" last summer, however, as she led NBC's coverage.

My Best Mistake: Impulsive Rebellion 04-22

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My Best Mistake: Impulsive Rebellion

As a young doctor in my 20s, I landed with one of the country's leading endocrinologists on a fellowship. My passion for study hadn’t abated. I had already finished one two-year residency and passed the boards in internal medicine. At that time, in the early '70s, a resident needed a good fellowship just to make ends meet, and I had a young family to support. But I wasn’t happy in my work. My supervisor was overbearing, and all my time was spent in his laboratory, either injecting rats with iodine or dissecting them to see how the iodine had affected them.
Endocrinology, the study of the hormones secreted by the endocrine system, is a precise, technical specialty. I was more enthusiastic about seeing patients than toiling in the lab, but I was still fascinated by the detective work. Forty years later, the investigation of the three hormones secreted by the thyroid gland seems very basic, but at the time the fact that my supervisor was one of the pioneers in studying the Reverse T3 hormone was big news. We worked in an atmosphere of tense one-upmanship, competing with other research teams in the field — the thyroid was supposed to be our whole world.
My discontent came to a head during a routine staff meeting. My supervisor quizzed me on a technical detail in front of the group: “How many milligrams of iodine did Milne and Greer inject into the rats in their 1959 paper?” This referred to some seminal experimental work, but I answered offhandedly, because he didn’t really want the information, only to put me on the spot.
“Maybe two-point-one milligrams. I’ll look it up.”
“This is something you should have in your head,” he barked, irritated. Everyone in the room grew quiet.
I got up, walked over to him, and dumped a bulky file of papers on him.
“Now you have it in your head,” I said, and walked out.
I was agitated. I walked out to the parking lots and fumbling to start my beat-up Volkswagen Beetle, the signature vehicle of struggling young professionals. My supervisor followed me fuming, screaming at me, "your career is ruined".
He leaned in, speaking with studied control to disguise his anger.
“Don’t,” he warned. “You’re throwing away your whole career. I can make that happen.”
Which was quite true. The word would go out, and with his disapproval I had no future in endocrinology. But in my mind I wasn’t walking away from a career. I was standing up to someone who had tried to humiliate me in front of the group. My impulsive rebellion was instinctive and yet very unlike me.
I managed to start my Beetle Volkswagon and left him standing there in the hospital.
Word did go out, and I faced the prospect of having no job except for any moonlighting work that might come my way, the lowest paying drudgery in Boston medicine. Pain would follow. I knew this less than five minutes down the road. It made me stop off at a bar before going home to break the devastating news to my wife Rita.
In religion there’s an old saw: No one is more dangerous to the faith than an apostate. Boston medicine was the true faith. I had no intention of renouncing it. If you had questioned me the day before I dumped a file on an eminent doctor’s head, I would have sworn allegiance. Frankly I had no reason to change sides, not rationally. You don’t walk away from a church when there is no other church to go to. But the only way to see if there are demons lurking outside the circle is to crawl over the boundary that protects you. This was the real start of a revelatory life. I can’t take credit for any of the revelations, but a hidden force inside me was invisibly preparing the way.
Yet, I did change sides and soon started “moonlighting” in an emergency room where I started to observe not only the physical trauma of my patients, but their mental anguish. I started to write about their experiences and that started my career in integrative medicine and also as a writer.
Bottom line - follow your bliss.

How to Really Understand Someone Else's Point of View 04-27

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How to Really Understand Someone Else's Point of View

These high-impact influencers follow a pattern of four steps that all of us can put into action. In earlier pieces we covered Step 1: Go for great outcomes and Step 2: Listen past your blind spots. Later we'll cover Step 4: When you've done enough... do more. Here we cover Step 3: Engage others in "their there."
To understand why this step is so important, imagine that you're at one end of a shopping mall — say, the northeast corner, by a cafe. Next, imagine that a friend of yours is at the opposite end of the mall, next to a toy store. And imagine that you're telling that person how to get to where you are.
Now, picture yourself saying, "To get to where I am, start in the northeast corner by a cafe." That doesn't make sense, does it? Because that's where you are, not where the other person is.
Yet that's how we often try to convince others — on our terms, from our assumptions, and based on our experiences. We present our case from our point of view. There's a communication chasm between us and them, but we're acting as if they're already on our side of the gap.
Like in the shopping mall example, we make a mistake by starting with how we see things ("our here"). To help the other person move, we need to start with how they see things ("their there").
For real influence we need to go from our here to their there to engage others in three specific ways:
  1. Situational Awareness: Show that You Get "It." Show that you understand the opportunities and challenges your conversational counterpart is facing. Offer ideas that work in the person's there. When you've grasped their reality in a way that rings true, you'll hear comments like "You really get it!" or "You actually understand what I'm dealing with here."
  2. Personal Awareness: You Get "Them." Show that you understand his or her strengths, weaknesses, goals, hopes, priorities, needs, limitations, fears, and concerns. In addition, you demonstrate that you're willing to connect with them on a personal level. When you do this right, you'll hear people say things like "You really get me!" or "You actually understand where I'm coming from on this."
  3. Solution Awareness: You Get Their Path to Progress. Show people a positive path that enables them to make progress on their own terms. Give them options and alternatives that empower them. Based on your understanding of their situation and what's at stake for them personally, offer possibilities for making things better — and help them think more clearly, feel better, and act smarter. When you succeed, you'll hear comments like, "That could really work!" or "I see how that would help me."
One of our favorite examples involves Mike Critelli, former CEO of the extraordinarily successful company, Pitney Bowes. Mike was one of the highly prestigious Good to Great CEOs featured in the seminal book by Jim Collins on how the most successful businesses achieve their results.
One of Mike's many strengths is the ability to engage his team on their terms to achieve high levels of performance and motivation. When we asked him about this, he said, "Very often what motivates people are the little gestures, and a leader needs to listen for those. It's about picking up on other things that are most meaningful to people."
For example, one employee had a passing conversation with Mike about the challenges of adopting a child, pointing out that Pitney Bowes had an inadequate adoption benefit. A few weeks after that, he and his wife received a letter from Mike congratulating them on their new child — along with a check for the amount of the new adoption benefit the company had just started offering.
When he retired, the Pitney Bowes employees put together a video in which they expressed their appreciation for his positive influence over the years. They all talk about ways that Mike "got" them — personal connections and actions that have accumulated over time into a reputation that attracted great people to the organization and motivated them to stay.
It's a moving set of testimonials, and it's telling about Critelli's ability to "get" people on their own terms — to go to their there — that they openly express their appreciation permanently captured on video for open public viewing.
Remember, they did this after he was no longer in power.
Like Mike Critelli does, when you practice all three of these ways of "getting" others — situational, personal, and solution-oriented — you understand who people are, what they're facing, and what they need in order to move forward. This is a powerful way to achieve great results while strengthening your relationships.
When you're trying to influence, don't start by trying to pull others into your here. Instead, go to their there by to asking yourself:
  • Am I getting who this person is?
  • Am I getting this person's situation?
  • Am I offering options and alternatives that will help this person move forward?
  • Does this person get that I get it?

How to Ace the 50 Most Common Interview Questions 04-27

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How to Ace the 50 Most Common Interview Questions


I recently laid out the year’s most oddball interview questions. TheGlassdoor list included queries from companies like Google, Bain & Co., and Amazon, which are notorious for their perplexing and unusual job interview questions.
In 2012, the search giant asked a candidate, “How many cows are in Canada?” while Bain challenged an interviewee to estimate the number of windows in New York. Amazon asked a candidate, “IfJeff Bezos walked into your office and offered you a million dollars to launch your best entrepreneurial idea, what would it be?”
The moral of the story was that job seekers need to anticipate less conventional interview questions, and that they should think of oddball queries as an opportunity to demonstrate their thought process, to communicate their values and character, and to show the prospective employer how they perform under pressure.
But as it turns out, most companies will ask more common interview questions like “What are your strengths?” and “What are your weaknesses?”—and it’s important that you prepare well for those, too.
Glassdoor sifted through tens of thousands of interview reviews to find the 50 most common questions.

What are your strengths?
The 50 Most Common Interview Questions:
  1. What are your weaknesses?
  2. Why are you interested in working for [insert company name here]?
  3. Where do you see yourself in 5 years? 10 years?
  4. Why do you want to leave your current company?
  5. Why was there a gap in your employment between [insert date] and [insert date]?
  6. What can you offer us that someone else can not?
  7. What are three things your former manager would like you to improve on?
  8. Are you willing to relocate?
  9. Are you willing to travel?
  10. Tell me about an accomplishment you are most proud of.
  11. Tell me about a time you made a mistake.
  12. What is your dream job?
  13. How did you hear about this position?
  14. What would you look to accomplish in the first 30 days/60 days/90 days on the job?
  15. Discuss your resume.
  16. Discuss your educational background.
  17. Describe yourself.
  18. Tell me how you handled a difficult situation.
  19. Why should we hire you?
  20. Why are you looking for a new job?
  21. Would you work holidays/weekends?
  22. How would you deal with an angry or irate customer?
  23. What are your salary requirements?
  24. Give a time when you went above and beyond the requirements for a project.
  25. Who are our competitors?
  26. What was your biggest failure?
  27. What motivates you?
  28. What’s your availability?
  29. Who’s your mentor?
  30. Tell me about a time when you disagreed with your boss.
  31. How do you handle pressure?
  32. What is the name of our CEO?
  33. What are your career goals?
  34. What gets you up in the morning?
  35. What would your direct reports say about you?
  36. What were your bosses’ strengths/weaknesses?
  37. If I called your boss right now and asked him what is an area that you could improve on, what would he say?
  38. Are you a leader or a follower?
  39. What was the last book you’ve read for fun?
  40. What are your co-worker pet peeves?
  41. What are your hobbies?
  42. What is your favorite website?
  43. What makes you uncomfortable?
  44. What are some of your leadership experiences?
  45. How would you fire someone?
  46. What do you like the most and least about working in this industry?
  47. Would you work 40+ hours a week?
  48. What questions haven’t I asked you?
  49. What questions do you have for me?
Continue to page 2 for advice on how to prepare for common interview questions, and page 3 for tips on how to answer them.

This Post, Too, Is Self-Published 04-27

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This Post, Too, Is Self-Published

Posted on Apr 17, 2013 | 
It used to be called vanity publishing, but self-publishing is no longer a niche.
“As digital disruption continues to reshape the publishing market, self-publishing—including distribution digitally or as print on demand—has become more and more popular, and more feasible, with an increasing array of options for anyone with an idea and a keyboard,” the New York Times reported this week, noting that one quarter of the top-selling titles on Amazon in 2012 were self-published.
Now, self-publishing even involves writers who would have no trouble finding a prestigious and established publishing house. One of these is playwright and author David Mamet, who intends to self-publish his next book. “I am going to promote the hell out of it,” he told the Times, “even though I’ll probably make my own mistakes.”
Peter Drucker considered publishing to be a strange beast. Unlike other industries, publishing allows for marginal players, and size isn’t even necessarily a great advantage. Sure, a publisher has to be of a certain scale in order to reach customers, but at the core of the business are editors with a circle of authors. “Beyond the minimum size the large publisher may even be penalized because larger size may make a publisher less attractive to . . . the author,” Drucker explained in Managing in Turbulent Times.
Illustration credit: Josh Bonner
Illustration credit: Josh Bonner
Drucker believed that electronic distribution would to some extent alter our habits of print consumption (and much else, as we explored here). “The new distribution channel will surely change the printed book,” Drucker asserted in Management Challenges for the 21st Century. “New distribution channels always do change what they distribute.”
But he also felt that new technologies often matter much less than the marketing that surrounds them. “There is a common belief . . . that it is new technology that creates sales and with them jobs and industries,” Drucker wrote in The Age of Discontinuity. “But new technology is only a potential. It is marketing, and especially innovative marketing, that converts the potential into actuality.”
So Mamet will have to follow through on his vow to promote the hell out of his book—and before that, of course, understand what his customer really values.
Do you think established authors are wise to venture into self-publishing?

Fear and Trembling—and Solace 04-27

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Fear and Trembling—and Solace


It’s been quite a week: a terrorist attack on the Boston Marathon, an even deadlier (unintentional) explosion in Texas, a letter with ricin sent to the president and more deaths and explosions as authorities closed in on the suspects in Monday’s bombings.
In short: terrible.
Having lived through two world wars, in addition to all the other violence and deadly ideologies of the 20th century, Peter Drucker was well acquainted with tragedy. It was, he felt, a central fact of life: a reality that, for all our hopes of progress, was intrinsic to human existence.
The tendency to view humanity as on a steady path from darkness to light, a tendency that was particularly pronounced in the 19th century, was a delusion that continued to exert a hold on people, even as events proved otherwise.
Søren Kierkegaard by Luplau Janssen
Portrait of Søren Kierkegaard by Luplau Janssen
“Our own catastrophes make no impression on the optimism of those thousands of committees that are dedicated to the belief that permanent peace and prosperity will ‘inevitably’ issue from today’s horrors,” Drucker asserted. “To be sure, they are aware of the facts and duly outraged by them. But they refuse to see them as catastrophes. They have been trained to deny the existence of tragedy.”
Drucker did not deny tragedy, and he found solace in the work of Danish philosopher Søren Kierkegaard (“a prophet,” in Drucker’s words). “Human existence is possible only as existence in tragedy,” Drucker wrote of Kierkegaard’s beliefs. “It is existence in fear and trembling; in dread and anxiety; and, above all, in despair.”
And yet Drucker, for all his awareness of tragedy, was not the sort to despair. He found much to be lauded in human resilience, which was on vivid display in the wake of countless global tragedies.
“Most of this world, and especially the developed world, somehow managed not only to recover from the catastrophes again and again but to regain direction and momentum—economic, social, even political,” Drucker wrote in a 1986 preface to The Frontiers of Management. “The main reason was that ordinary people, people running the everyday concerns of everyday businesses and institutions, took responsibility and kept on building for tomorrow while all around them the world came crashing down.”
What gives you strength in times of adversity?

Peter Drucker and the Big Data Revolution 04-27

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Peter Drucker and the Big Data Revolution


In 1955, Peter Drucker addressed a contingent of IBM executives, praising them for the company’s extraordinary ability to deliver in its accounting machine business “what the customer considers value.”
They “come to you because of the service you give” in “systems and procedures analysis, understanding of data processing and information gathering,” Drucker told the group, which was presided over by IBM’s president, Thomas Watson Jr., the man who over the next 15 years would drive explosive growth at Big Blue.
Then Drucker added, almost wistfully: “I wish you knew more about what to do with information once you get it, but that is a private wish.”
More than half a century later, Drucker’s wish is finally becoming reality, owing in part to the insights of a man who worked closely with another Watson.
Anant Jhingran spent more than 20 years at IBM, where he worked on technologies that were used in the Watson artificial intelligence computer,
Anant Jhingran
Anant Jhingran (Photo credit: Sebastian Bergmann)
which in 2011 famously bested two former champions on the TV quiz show “Jeapordy.” He now works at a Silicon Valley company called Apigee, which offers an array of tools that aim to satisfy just what Drucker envisioned: helping companies figure out what to do with information once they get it.
The challenge, of course, is that there is ever more information to contend with. “Half a century after computers entered mainstream society, the data has begun to accumulate to the point where something new and special is taking place,” Viktor Mayer-Schonberger and Kenneth Cukier write in their new book Big Data: A Revolution That Will Transform How We Live, Work, and Think. “Not only is the world awash with more information than ever before, but that information is growing faster.”
The far more important shift, though, is that this surfeit of information is not simply piling up, like grain in a silo. It is being carefully sifted and sorted so that, in the words of Mayer-Schonberger and Cukier, we can now “extract new insights or create new forms of value, in ways that change markets, organizations” and much more.
Apigee is hardly the only company playing in the Big Data space. A legion of others, including IBM, are helping their corporate customers analyze and contextualize the ocean of information that they now have available. But Apigee is particularly intriguing because of its focus on harnessing the power of mobile apps—the way that increasing numbers of people are choosing to communicate, buy all kinds of things, share and socialize.
The connection between these apps—often developed by communities of independent, third-party programmers—and a company’s internal, backend IT system is known as an application programming interface, or API. Apigee specializes in providing API technology to companies such as Walgreens, eBay and AT&T, as well as to outside app developers. It then helps both camps make sense of the reams of data that get generated so that the best products and services can be delivered to end users as quickly as possible.
With the right sort of API, for example, software developers can quickly detect, diagnose and fix problems with their apps running on mobile devices—in real time.
Meanwhile, executives can swiftly spot consumer trends while pulling in information from a wider and wider variety of sources. The idea is for a company to understand not only what people are buying, but where and how they’re making these purchases—and then what they’re saying about the experience on social media. Armed with this wealth of information, a retailer might target customers with special promotions for items that the company already knows they’re interested in, just as their smartphones signal that they’ve stepped inside one of its stores.
The “API phenomenon” and “a passion for data” are what led Jhingran to Apigee, where he is vice president of products. He carries several lessons from his work at IBM with him. For one thing, he says, he and his fellow IBMers found that people needed to interact with Watson “in the most natural way” possible. Similarly, the data that results from APIs and apps must be presented in a form that is easy to digest. “It needs to be actionable for the business person,” Jhingran says, or it’s basically worthless.
For another thing, Watson taught him that it’s essential to concentrate on the quality of information, rather than the quantity. “A hundred gig of well-processed data is better than terabytes of unprocessed data,” Jhingran says.
Drucker pushed this notion much further, maintaining that “advanced data processing technology isn’t necessary to create an information-based organization.” He noted that “the British built just such an organization in India when ‘information technology’ meant the quill pen and barefoot runners were the communications system.”
But Drucker was also clear that as “advanced technology becomes more and more prevalent, we have to engage in analysis and diagnosis . . . even more intensively or risk being swamped by the data we generate.”
With Big Data, it seems, we are not only managing to avoid any such trap; businesses are taking what could have been a danger and turning it into a tremendous opportunity.

Two Aspiring Leaders Talk Leadership 04-27

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Two Aspiring Leaders Talk Leadership


The Los Angeles mayoral race so far has seen somewhere north of 40 debates, a number roughly on par with the number of Angelenos who actually show up to vote. Nevertheless, while civic engagement is low in the city, some of the conversations surrounding the elections have been interesting.
For instance, at the most recent mayoral debate, the two remaining candidates, Eric Garcetti and Wendy Greuel, got asked about leadership. Did they have the leadership skills necessary to do the job well?
LA
Downtown Los Angeles
“Look, I think leadership style is standing up and speaking out on issues that are important to the public, to being honest, and truthful, and able to bring people together,” answered Greuel, who then went on to cite the list of people who had lined up to endorse her. “I have not only [former Los Angeles Mayor] Richard Riordan, Senator Barbara BoxerMagic Johnson, President Bill Clinton, the Chamber of Commerce, and labor leaders and community leaders across the city.”
Garcetti countered, “But it’s not about a list of who has endorsed you. We’re going to make up our mind on our own. And what I want them to know about my leadership is that I’ve been No. 1 in job growth. I’ve tripled the number of parks in my district—not just from one to three, from 16 to 47—and brought Hollywood back.”
Peter Drucker would have found some merit in Greuel’s response. He would have agreed that being honest was an important leadership quality, as is getting people to line up behind you. A “requirement of effective leadership is to earn trust,” Drucker wrote in Management: Tasks, Responsibilities, Practices. “Otherwise, there won’t be any followers—and the only definition of a leader is someone who has followers.”
But Drucker may well have found more to like in Garcetti’s answer. (No, we are not implicitly endorsing either candidate; please, campaign staff, no letters.) For, as we’ve noted, Drucker felt the essence of leadership was performance. Additional city parks may not be the stuff of history books, but it is concrete and results-oriented.
“Leadership is not by itself good or desirable,” Drucker wrote. “Leadership is a means. Leadership to what ends is the crucial question.”
How do you judge leadership skills in a political candidate?

Archivist’s Pick: Drucker and His Contribution to Freedom 04-27

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Archivist’s Pick: Drucker and His Contribution to Freedom



Here’s this month’s piece from the Drucker Institute’s archivist, Bridget Lawlor. By drawing lessons from the vast treasure trove of papers and other objects that are collected in Peter Drucker’s archives, Bridget is giving new life to decades-old material.
In 2002, three years before his death, Peter Drucker was awarded the Presidential Medal of Freedom, the nation’s highest civilian honor.
President George W. Bush recognized Drucker “for his management expertise and impressive consulting work that has helped nonprofit and faith-based institutions, businesses and universities worldwide.” He was honored alongside Nelson MandelaPlacido DomingoHank Aaron and other influential figures.
Although Drucker is most often associated with the management of corporations, Bush highlighted an extremely important point: Drucker’s work transcends all types of organizations because he believed that society can flourish and remain free only when all of our institutions—public, private and nonprofit—function effectively and responsibly.
In a 2009 keynote address at the Drucker Centennial, renowned management writer Jim Collins lauded the breadth of Drucker’s impact. “Peter Drucker contributed more to the triumph of freedom and free society over totalitarianism, than anyone in the 20th century,” Collins said, “including, perhaps, Winston Churchill.”
Photo by Anne Fishbein
Photo by Anne Fishbein

The New Philanthropists: More Sophisticated, More Demanding -- and Younger 04-27

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The New Philanthropists: More Sophisticated, More Demanding -- and Younger



Steel magnate Andrew Carnegie once said that he who dies leaving behind many millions will "pass away unwept, unhonored and unsung." That philosophy took root in much of the last century, with major philanthropists giving vast fortunes in their later years to libraries, museums, hospitals and other institutions devoted to the public good.


But donors today aren't taking any chances. They are flexing philanthropic muscle at a younger age than their predecessors. At many top business schools, students are integrating the practice of philanthropy into education early on, and donors are often beginning to share substantial wealth long before accumulating the full measure of it.
Of the five biggest philanthropic gestures of 2012, three came from couples under the age of 40, according to the Chronicle of Philanthropy. A party in New York earlier this month celebrated philanthropic heroes Trump and Clinton -- Eric Trump (third child of Donald and Ivana Trump) and Chelsea Clinton (daughter of Bill and Hillary Clinton) -- who were among the 20 donors under 40 honored at the New York Observer's First Annual Young Philanthropy Event.

Are business and philanthropy joining forces earlier than before because technology is trumpeting socially conscious causes into people's consciousness at a younger age? Or have the sins of Wall Street in recent years forced business to take on a more altruistic hue in order to prove to customers -- and other stakeholders -- that business can be beneficent as well as profitable?

"Business is almost trying to rebrand itself," says Wharton marketing professor Americus Reed. "I am seeing, institutionally and in terms of overall values individually with the students, that the whole Wall Street crisis caused business schools to reevaluate their own priorities and tell a different story. It's okay to make money -- but also, give back. You don't go to Wharton, get a job on Wall Street, then go to work at a hedge fund and retire at 40. That whole M.O. (modus operandi) is out the window."

Melissa Berman, president and CEO of Rockefeller Philanthropy Advisors, says that in the work they do, "we see that donors are not waiting to get to retirement age to start thinking about philanthropy, but are making it a much more meaningful part of their lives earlier than previous generations." For younger donors, it's not only about giving money. "I think there is a growing sense that the solutions to social problems are going to come from active engagement with nonprofits -- from contributing expertise, knowledge and networking. The question is, what else you can do besides write a check or write a check that clears after you're dead?"

Wharton management professor Michael Useem sees many factors behind the trend toward giving back, including the example set by the enormous transfer of wealth -- tens of billions of dollars -- by investor Warren Buffett and Microsoft founder Bill Gates to their foundations. "Their two acts have really been like thunder claps out there in terms of shaking up a world that would not normally have thought about giving away money at that level," he says. "The size of those two gifts and the impact has been just huge. And so the question is, how can you do something that might be, for you, equally consequential?"

Berman sees broader societal changes giving philanthropy a larger presence in business school. "I think that the last financial crisis as well as the Occupy Wall Street movement and Occupy around the world raised the issue of income inequality. Many people, including [those] who are not progressive at all, began to think about what that means to free enterprise."

Whatever the driver, some say the concept of giving has become core to identity. Notes Reed: "Students are saying, 'I want to be a captain of industry, but I don't want to be out there just chasing materialistic objects. I need something deeper. I need self actualization in addition to the usual metrics of success in business.'"

Philanthropy Goes to School

Many institutions these days are exposing students to social impact and philanthropy. If learning by doing teaches best, a group of students in a University of Pennsylvania urban studies class dabbled at a decidedly professional level in 2010 when they were entrusted with $100,000 -- in real money -- to give away. The funds came from the Ft. Worth, Tex.-based Once Upon A Time Foundation, which made similar grants to 12 other colleges. It allowed the class to undertake the same due diligence required of foundation and corporate-giving officers, and have real-life debates over issues like accountability and mission.

In 2011, Doris Buffett, older sister of Warren, created the Learning by Giving Foundation, which offers $10,000 grants to undergraduate courses across the U.S. to re-gift. The program perpetuates two classes of beneficiaries -- the students, who are inculcated in philanthropy by going through the process, and the end-use charities.
Dozens of MBA and undergraduate business programs now offer philanthropy studies, either as part of course work or in distinct degree programs. Thirty-five courses involving philanthropy are offered in the U.S., according to the Aspen Institute Center for Business Education. These include "Strategic Philanthropy" at Stanford, "Philanthropic Foundations" at Yale and a host of courses on marketing, ethics and organizational dynamics that integrate philanthropy into a multidisciplinary approach with public policy or other departments.

The education sector has just gotten its first freestanding school of philanthropy. Indiana University is now offering a bachelor's, master's and PhD in philanthropic studies, with the first diplomas to be handed out next month. This school -- which was started in 2012, but built on a program that began developing in 1987 -- has been renamed the Indiana University Lilly Family School of Philanthropy, in recognition of the pharmaceutical family's long patronage of philanthropic studies.

"If the attitude stayed, 'We're all about making money,' then business schools would be ignoring the other part of what their students are going to be out doing when they are finished with school," says Eileen R. Heisman, president and CEO of the National Philanthropic Trust, a suburban Philadelphia charity and donor-advised fund with $1.7 billion under management. Graduates may land in the corporate-giving department of a bank, for instance, and need to understand the evolution that has taken place in those offices in the past decade from simply making grants to the local orchestra or museum to aligning giving with corporate goals -- a bank supporting programs of business literacy, for instance.

"Corporate giving has become more of a strategic function, which means it is to be directed by the company's interests and not by the personal preferences of top management," says Useem. "In that sense, corporate giving has become a more disciplined function. It's probably a good idea to have some course work that prepares students for that."

Some in-school strategies have attracted attention for their creativity. Wharton management professor Adam Grant took a page from Donald Trump's TV show "The Apprentice," leading a series of philanthropy charettes for MBA, undergraduate and law students and challenging them to raise money for the Make-A-Wish Foundation through raffles, auctions of signed items from athletes, donations from restaurants and the like. The immersion experiences have spread to other colleges, raising hundreds of thousands of dollars, and Grant -- author of a new book titled, Give and Take: A Revolutionary approach to Success -- has said these moments are among the most gratifying of his professional life.

"From the perspective of positive organizational scholarship, experiential activities like the Make-A-Wish challenge may enable students to develop, express, and sustain prosocial identities as giving, caring, helpful, or compassionate individuals," he wrote in a paper reflecting on the program. "The activities open up pathways for connecting with potential beneficiaries in need, mobilizing collective efforts to help these beneficiaries, and embedding these efforts in a visible, domain-specific role that translates the abstract notions of caring and compassion into more vivid, tangible behavioral acts."

"I think it was pretty powerful," says Guy Viner, 21, a Wharton junior whose team raised $12,000 last spring to send a 17-year-old Hodgkin's Lymphoma patient to the Summer Olympics in London. "It brings it down to a practical level. We tried to tell [the patient's] story to as many people as we could. He liked eating Butterfingers, so we sold Butterfingers outside of [local restaurant] Smokey Joe's."

Heisman, who is also a lecturer in Wharton's Graduate Leadership Program, says students are skilled at bringing entrepreneurial ideas to philanthropy. But even those well prepared in class can be surprised by the conditions on the ground. "They are sometimes shocked, because they are not used to seeing organizations without resources at their fingertips," she says. "In B2B and B2C, you can borrow money; the flow of money is familiar to them. In nonprofits, you don't produce a widget; you offer a social good, and the people who need it don't have the money to buy it. Social capital is so different from private capital. It's really startling to them."

But not all philanthropic ventures are traditional nonprofit charities. Katherina M. Rosqueta, founding executive director of Penn's Center for High Impact Philanthropy, points to the promise of hybrid models -- such as for-profit companies with a social purpose -- that offer "the best of what the financial capital markets can bring, and move beyond grants to create social change."

Others concur. One of the things schools could be doing a better job of is clearly communicating to students the full range of philanthropic routes -- "to say to them, 'A lot of you want purpose and to make a contribution with your work. Here are some role models,'" says management professor Katherine Klein, vice-dean of Wharton's Social Impact Initiative. "Maybe you have a traditional career and serve on nonprofit boards, or a non-traditional career in special enterprise, or, maybe you go into impact investing, or maybe you are an innovator within a large, established company that doesn't have a social mission. There are many ways to do this."

"I think it's about philanthropy in the broadest sense," says Diana C. Robertson, Wharton professor of legal studies and business ethics. "It's giving back, it's being a good citizen, understanding what your reputation is within a community, your school, your workplace, your neighborhood. Our students are really interested in this."

Is Philanthropy Increasing?

The fact that philanthropy is diversifying into these hybrid models might make its full impact harder to measure. The numbers show that philanthropy has hovered between about 1.8% and 2.3% of GDP, according to the Congressional Research Service and other sources. That would mean the enormous gifts made by Gates and Buffett have not released a torrent of largess that has changed the scale and impact of philanthropy.

"Middle-income people give a huge amount of money, and I don't know that it really speaks to them," says Heisman. "It's like a movie star who has five houses and a castle in France. It doesn't mean anything to me."

It's not surprising that philanthropy has not gone up as a percentage of GDP, says Kim Meredith, executive director of the Stanford Center on Philanthropy and Civil Society, since most giving -- 71% -- comes from individuals. "I think you see these levels of consistency, and that is because for Middle America and lower-income America, their income has not gone up, and they are the people giving the gifts," she says.

Moreover, adds the Rockefeller Philanthropy Advisors' Berman, "if you think about the amount of wealth lost in the last economic downturn [along] with persistently high unemployment, the fact that giving has not plummeted is just remarkable."

On the other hand, in the few short years since Buffett and Gates made their "Giving Pledge" public in 2010, 105 billionaires have signed on. Bloomberg LP founder Michael R. Bloomberg, Oracle Corp. co-founder Larry Ellison, Huntsman Corp. founder Jon Huntsman and wife Karen, film entrepreneur George Lucas, investor Ronald O. Perelman, Facebook chairman Mark Zuckerberg and others have now committed to giving away the majority of their fortunes before or at their deaths, so the full force of the effort has yet to be felt. 

Some of these billionaires are choosing to channel their gifts though their own foundations or community foundations, which means that true impact waits until distributions find their way to causes. Andrew Carnegie might approve. The scale of this transfer of wealth dwarfs his generosity. At his death in 1919, he had given away about $350 million -- $4.7 billion, adjusted for inflation. Gates and Buffett together have given 10 times that amount, or just over $45 billion.

New Generation Wants Proof

What is keeping philanthropy from budging beyond 2.5% of GDP? It's not decreased awareness. Social media makes it easier than ever to learn about disaster and famine -- or endowment and building campaigns at one's alma mater. Fidelity launched a widget this month that allows clients to initiate grants from donor advised funds directly to the Red Cross, Boston Symphony Orchestra and other recipients without having to leave that charity's website. More information than ever is accessible about best practices in philanthropy and a potential recipient's worthiness.

Even so, more research is needed. What individual and institutional donors "care about that is still missing from the market is information around effectiveness, because nobody wants to waste their money," says Rosqueta. "You want to feel confident that your money is going to make a difference. That is exactly the problem our center was established to address. Until people have confidence that their money is having an impact, you're not going to see the increase in philanthropy that people would hope for."

The next generation will likely bring its zeal for metrics to giving. Measuring impact is more important to donors between the ages of 21 and 40 than it was to previous generations, according to a 2013 survey by the Frey Chair for Family Philanthropy program at the Johnson Center for Philanthropy in Grand Rapids, and consulting firm 21/64. The stakes are huge: The study notes that an estimated $41 trillion in bequests will be transferred into the hands of post-Baby Boom generations in the first half of the 21st century.

It's no wonder then that the increased discussion of philanthropy in business schools is bubbling up from the students. "You meet with them, and they have all kinds of ideas about things they would like to do and they would like the school to do," says Robertson. "I'd like to think our students are becoming more aware of the world and are resolved to making it a better place."

"I think we're in incredibly good hands," suggests Heisman. "I don't have one worry going forward. Young people are smart, they're engaged and they are passionate. I think they need to be employed and get experience putting their ideas to use."
Says Klein: "It has struck me that when I was growing up, we didn't have very many business leaders as heroes -- there wasn't a Gates or a Jobs people knew about. When I was in my 20s, those who wanted a professional degree and wanted to change the world and weren't sure how that would happen went to law school. Today, if you want to change the world but aren't sure how, you're more likely to consider business school."

The Science of Sleepy Teenagers 04-28

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The Science of Sleepy Teenagers

School schedules make them grouchy, impulsive, and humorless.

There's a legitimate reason why teenagers fall asleep in class.
There's a legitimate reason why teenagers fall asleep in class.
Photo by Design Pics/Thinkstock Photos
"Making teens start school in the morning is ‘cruel,’ brain doctor claims." So declared aBritish newspaper headline in 2007 after a talk I gave at an academic conference. One disbelieving reader responded: "This man sounds brain-dead."
That was a typical reaction to work I was reporting at the time on teenage sleep patterns and their effect on performance at school. Six years on, there is growing acceptance that the structure of the academic day needs to take account of adolescent sleep patterns. The latest school to adopt a later start time is the UCL Academy in London; others are considering following suit.
So what are the facts about teenage slumber, and how should society adjust to these needs?

The biology of human sleep timing, like that of other mammals, changes as we age. This has been shown in many studies. As puberty begins, bedtimes and waking times get later. This trend continues until 19.5 years in women and 21 in men. Then it reverses. At 55 we wake at about the time we woke prior to puberty. On average this is two hours earlier than adolescents. This means that for a teenager, a 7 a.m. alarm call is the equivalent of a 5 a.m. start for people in their 50s.
Precisely why this is so is unclear, but the shifts correlate with hormonal changes at puberty and the decline in those hormones as we age.
However, biology is only part of the problem. Additional factors include a more relaxed attitude to bedtimes by parents, a general disregard for the importance of sleep, and access to TVs, DVDs, PCs, gaming devices, cellphones, and so on, all of which promote alertness and eat into time available for sleep.
The amount of sleep teenagers get varies between countries, geographic region, and social class, but all studies show they are going to bed later and not getting as much sleep as they need because of early school starts.
Mary Carskadon at Brown University, who is a pioneer in the area of adolescent sleep, has shown that teenagers need about nine hours a night to maintain full alertness and academic performance. My own recent observations at a U.K. school in Liverpool suggested many were getting just five hours on a school night. Unsurprisingly, teachers reported students dozing in class.
Evidence that sleep is important is overwhelming. Elegant research has demonstrated its critical role in memory consolidation and our ability to generate innovative solutions to complex problems. Sleep disruption increases the level of the stress hormone cortisol. Impulsive behaviors, lack of empathy, sense of humor, and mood are similarly affected.
All in all, a tired adolescent is a grumpy, moody, insensitive, angry, and stressed one. Perhaps less obviously, sleep loss is associated with metabolic changes. Research has shown that blood-glucose regulation was greatly impaired in young men who slept only four hours on six consecutive nights, with their insulin levels comparable to the early stages of diabetes.
Similar studies have shown higher levels of the hormone ghrelin, which promotes hunger, and lower levels of leptin, which creates a sense of feeling full. The suggestion is that long-term sleep deprivation might be an important factor in predisposing people to conditions such as diabetes, obesity, and hypertension.
Adolescents are increasingly using stimulants to compensate for sleep loss, and caffeinated and/or sugary drinks are the usual choice. The half-life of caffeine is five to nine hours. So a caffeinated drink late in the day delays sleep at night. Tiredness also increases the likelihood of taking up smoking.
Collectively, a day of caffeine and nicotine consumption, the biological tendency for delayed sleep, and the increased alertness promoted by computer or cellphone use generates what Carskadon calls a perfect storm for delayed sleep in teenagers.
In the United States, the observation that teenagers have biologically delayed sleep patterns compared with adults prompted several schools to put back the start of the school day. An analysis of the impact by Kyla Wahlstrom at the University of Minnesota found that academic performance was enhanced, as was attendance. Sleeping in class declined, as did self-reported depression.
In the U.K., Monkseaton High School near Newcastle instituted a 10 a.m. start in 2009 and saw an uptick in academic performance.
However, a later start by itself is not enough. Society in general and teenagers in particular must start to take sleep seriously.
Sleep is not a luxury or an indulgence but a fundamental biological need, enhancing creativity, productivity, mood, and the ability to interact with others.
If you are dependent upon an alarm clock or parent to get you out of bed; if you take a long time to wake up; if you feel sleepy and irritable during the day; if your behavior is overly impulsive, it means you are probably not getting enough sleep. Take control. Ensure the bedroom is a place that promotes sleep—dark and not too warm—don't text, use a computer, or watch TV for at least half an hour before trying to sleep, and avoid bright lights. Try not to nap during the day and seek out natural light in the morning to adjust the body clock and sleep patterns to an earlier time. Avoid caffeinated drinks after lunch.
It is my strongly held view, based upon the evidence, that the efforts of dedicated teachers and the money spent on school facilities will have a greater impact, and education will be more rewarding when, collectively, teenagers, parents, teachers, and school governors start to take sleep seriously. In the universal language of school reports: We must do better.

The IT Conversation We Should Be Having 04-28

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The IT Conversation We Should Be Having

It has been a while since I was a parent of teenagers, but I remember when the question, "Have you had the conversation yet?" made me break out in cold sweats. The Conversation is also a 1974 filmby Francis Ford Coppola whose themes include the role of technology in society and being so focused on what you are doing that you forget why you are doing it and become oblivious to what is happening around you. Both examples fit the conversation that should be going on in the C-suite, but isn't, because it makes people nervous, and because people lose visibility and perspective of what is changing around them as they focus on their goals. It is a conversation about the increasing importance of information technology and the role it must assume in every enterprise, regardless of size, industry or geography.
Over the last two years, we have been engaged in primary research with The Harvard Business Review, The Economist, CEB (formerly known as the Corporate Executive Board), Intel, and TNS Global in an attempt to paint a picture of how the role of the CIO and the IT department is changing. We also engaged with CIOs across the globe in discussions about what they were experiencing and what changes were surprising or bewildering them.
A simple summary of the work suggests that CEOs believe that CIOs are not in sync with the new issues CEOs are facing, CIOs do not understand where the business needs to go, and CIOs do not have a strategy, in terms of opportunities to be pursued or challenges to be addressed in support of the business.
Key findings from our research:

  • Almost half of CEOs feel IT should be a commodity service purchased as needed

  • Almost half of CEOs rate their CIOs negatively in terms of understanding the business and understanding how to apply IT in new ways to the business

  • 57% of the executives expect their IT function to change significantly over the next three years, and 12% predict a "complete overhaul" of IT

  • Only a quarter of executives felt their CIO was performing above his or her peers

Our observations:

  • CEOs are demanding more visible value from their CIOs, in terms of generating revenue, gaining new customers, and increasing customer satisfaction.

  • Increasingly, the CIO and IT must be seen less as developing and deploying technology, and more as a source of innovation and transformation that delivers business value, leveraging technology instead of directly delivering it.



  • The CIO must be responsible and accountable if technology enables, facilitates or accelerates competition that the C-suite didn't see coming, or allows the enterprise to miss opportunities because the C-suite did not understand the possibilities technology offered.

  • CIOs today must adapt or risk being marginalized.

Why this is happening:
As we worked with the data, while we saw what was happening it became clear we were missing the "why" it was happening. Why is this dissonance between the CIO and the C-suite happening? It could be the rapid pace of technological change, but historically that only facilitates or accelerates change already desired or underway? The more we looked for an answer, the more we realized we were at an impasse. Then we realized that what we were seeing were not changes in IT, but secondary effects from changes going on in business.
In order to understand the future of enterprise IT, the evolving future of business itself must be considered.
Trends that are affecting fundamental concepts of business, and in turn IT:

  • The basic ideas of capitalism--return on investment (ROI) and return on assets (ROA)--are being challenged by the historical stalwarts of capitalism (Harvard, Drucker Society, Forbes, the London School of Economics and many more). Many of these ideas shun ownership for rent on those elements of the enterprise not tied directly to value creation, suggesting a rethink in how IT is delivered.

  • As we transform from industrial work more easily and efficiently done by robots to creative and knowledge work leveraging humans, we are balancing the values of scale and efficiency (industrial work) with the need for agility and efficacy (creative and knowledge work). This means that transactional systems that ensured security, encouraged conformance and drove operational goals of predictability and productivity lose value to new systems of collaboration, transparency and agility.

  • The nature of economics is transforming as complexity science and behavioral science provide valuable insights about how value is created, markets work and buyers think. The nature of value which is momentarily created and quickly perished in turn drives the new economics as it diverges from classical ideas of value chains. As a consequence, the boundaries between customers, suppliers, partners, staff, contractors, channels and even competitors begin to diminish and even disappear, creating a whole new user community for enterprise IT systems.

  • All of these ideas are drastically changing how we organize to accomplish the necessary work, and in turn how we manage those organizational structures and resources. This suggests more unique, highly focused niched application systems with integration of information and systems across organizational and agent boundaries - no IT system is an island.

How this affects the CIO and enterprise IT:
All of this is changing the role of the CIO before our very eyes. Not only are there new systems, business and delivery models, types of information, technologies, etc., but whole new roles for IT in the enterprise's ecosystem. These new business insights, tied to the emergence of new technologies, are creating an opportunity for IT to lead business transformational efforts, creating new business models, initiating new business processes and making the enterprise agile in this challenging economic environment.
Leveraging that change requires starting with a conversation that CIOs, CEOs and the rest other members of the C-suite should be having, but aren't. Here's a start to that conversation.
In future pieces, I will explore the dramatic business changes and challenges that are affecting the C-suite and the role of the CIO; look at how innovation, as the only way to create long-term profit, provides a solution to these challenges; and outline the new conversation that CIOs should be having in the C-suite.
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Many organizations are approaching the tipping point being described in this series of blogs. Stepping into the role of strategic visionary and business driver requires CIOs to have a completely new conversation with their C-suite colleagues. To begin the conversation, Dell, HBR, and CIO magazine are sponsoring a Harvard Business Review panel discussion, "Change the Conversation, Change the Game," through a webinar, broadcasting live from The CIO Leadership event in Boca Raton, Florida May 5-7, 2013. 


How to Take Your Company to the Next Level 04-28

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How to Take Your Company to the Next Level


By strategically sizing up the competition, you can help take your business to the head of the pack.



Rubberball/Mike Kemp




"I want to take my company to the next level."

I hear these words from CEOs all the time as they talk about their goals and dreams for their companies. When I push for the details, the conversation tends to get a little murky. It's usually just a recap of how the company has been performing recently. The conversation always ends with a statement of aspiration, "I just know we are ready to really grow."

Certainly, set your goals for the stars. Along the way, however, you need to pass the runner in front of you before you overtake the record-setter at the front of the pack. If you have ever raced, you know the importance of focusing on the racer right in front of you as you look for your opportunity to pass.

What to do:

1. Study the pack

Pick out the market leader. Now pick out the one-to-three competitors who are at the next level ahead of you. Take your ego out of the conversation as much as possible and put your analyst hat on. What separates the pack into their current positions? These layers in the market are often set by what the market values. The question should be, what criteria are being valued by the customers you want and the market-share you want to take? If you can determine those elements, you can plan your company's stepping-stones for growth.

2. Emulate, eliminate, differentiate and overtake

You've done your homework on your competitors. Now look at your company. In the comparison between you and them, what are the characteristics that are making them successful? This is no time for emotional self-indulgence. Focus on what is worthy of emulation, what should be eliminated from your costs and offerings, what truly differentiates them from you, and what it will take to overtake them.

3. Build your race strategy one competitor at a time

There are lots of things to learn from the market leaders. I believe in learning from the best practices of the best players. However, the company who is ahead of you is your focus in the short-term. Market performers have a tendency to cluster around similar components of success. Figure out those cluster formulas.

A word of caution: This set of strategies is about getting your company to the next level, but it is not a plateau. As a CEO, building a strategy exclusively around replicating the successful traits of your competitors will lead to a flattening growth curve. You need to combine the winning characteristics of your competitors with your own unique game-changing strategies. By defining what the next level is, then identifying how to get there, you can give your team a real plan.

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