An Interview with Dan Pink and the NEXT Speaker Series

Perhaps I’m just now noticing it but over the last 5 years there’s been what I consider an upswing in speaking series, notably around new ways to think and perceive our world. A local college in Charlotte – University of North Carolina in Charlotte – has a program going called NEXT in the Belk School of Business. Dan Pink is speaking tomorrow night (February 1st, 2011) and I’m excited about attending it.

I’ve featured Dan Pink throughout this blog and figured I’d email him some questions. Below is our exchange plus links to his books and a video with Oprah.


1) You’re currently doing a speaking tour – sharing ideas and promoting your books. Does the repetition of this ever sap your enthusiasm for it?



Airport security lines sap my enthusiasm. Big time. As does bad food and lack of exercise on the road. But the conversations with people never get old. Folks seem extremely engaged in this set of ideas — and they’re always showing me new practices or new ways to look at the topic. That’s what keeps me going.




2) Clay Shirky and others have recently highlighted a change in how people spend their time. He calls it the Cognitive Surplus. It’s the observation of people spending less time watching TV and more time creating something, whether its an update to Wikipedia or a dance video on youtube. These themes tend to run throughout your books as well. What are your thoughts on this situation? Is it good or bad that math and science scores are down, but evil squirrel videos are up?




Cognitive surplus is a fascinating idea. And if even a fraction of it goes for noble, interesting pursuits, that can be a game-changer. Wikipedia is a good case in point.  That said, some people will always squander their time.  Today, though, there are many more options for people to use time in (slightly) more creative and ennobled ways.  As for math and science scores, I give evil squirrels a pass on this one. The real problem is that we’ve got an 19th century education system that’s designed mostly for the convenience of adults rather than the education of children.




3) Since publishing Drive, I bet many people have told you about how they instituted ROWE or 20% time. For instance Michael Lebowitz of Big Spaceship in the NY Times mentioned Intellectual Property Fridays. A few hours where they brainstorm very simple ideas and see which ones to run with. Can you share one or two that stuck out to you?




There are lots of examples – and they’re all pretty cool. For instance, I heard about Intuit doing 10 percent time — with terrific results. The head of innovation there, Roy Rosin, told me: “After our CEO declared ‘mobile’ was key to our strategy, none of our business units were able to change direction on a dime, but our employees using 10 percent time create seven mobile apps before any other mobile projects even got started.” What’s also cool is that several schools have begun holding “FedEx Days” — both for teachers and for students.




4) How are your books received in other countries? I imagine many of the concepts in Drive are scoffed at in China or the ideas of A Whole New Mind are “duhs” in Europe.




Both of those books have done surprisingly well overseas — especially in Japan, South Korea, and Brazil.  In Europe, A WHOLE NEW MIND did pretty well — but DRIVE has done much better.  In general, though, the curious reaction to both baskets of ideas — anywhere in the world — is similar. People say, “I’m a right-brainer. I’m motivated internally. That’s how I want the rest of the workplace to be.”


     

The Train with No Known Destination

Last week news broke of Eric Schmidt leaving the CEO post at Google. He’s replaced by Larry Page. Speculation is that Schmidt no longer felt he was in control of the company. The triumvirate of Sergey Brin, Larry Page, and Eric Schmidt had become a duopoly of Brin and Page, the founders. The genesis of their relationship is rooted in the need for someone who knew how to run a big company – Schmidt. Around 2000 when Google was  preparing to go public it was growing at an immense rate. The size of the company had surpassed the experience level of 20 somethings. The founders would concentrate on a start up atmosphere of constant disruption. Disruption is where money is made.

At some point, every successful company grows out of it’s novelty state. The disruption becomes the norm. Competitors look for weakness and stagnant ideas. Being a perpetual start up is the dream of people like Brin and Page. But how do you do it?

Intelligent continual employee turnover.

The enterprise must become a train with no known destination, just stops letting people get on and get off. When the enterprise becomes “the destination” then protection ensues. People can be very good at their jobs, but if they are doing the same thing for more than three years then you have to wonder why? Why isn’t the job evolving? Why isn’t it automated? Why is it needed?

Many large companies, including Google, want to be smaller. Being nimble is key. But wanting a start up mentality and structurally building it in to the culture is not the same. There are a lot of tough conversations to be had. For instance, Netflix has a running practice of “adequate performance gets a generous severance package” and they apply a keeper test which is pretty simple: which people would you fight to keep, at any cost, if they told you they were leaving in two months? This is supplemented by honest conversations about the employee’s commitment and ability to deliver. No surprises.

The NY Times in their weekly section called The Corner Office interviewed Jeremy Allaire, chairman and chief executive of Brightcove. He talked about his conversations with his work force. He said he asks them “What are you trying to do? Where are you trying to head?” This survey reinforces the need to be ever improving.

When the culture of the company is to evolve the job, to morph it, to leave it, or to destroy it (automate) then, as an employee, you know when it’s time for a change. Just ask Google.

Tracking Employment News

14 million people are without jobs. Imagine everyone in NYC, Chicago,
Philadelphia, and Dallas without a job. That’s almost 14 million. I
mention this because the tone of the news regarding employment has
improved since the beginning of fall 2010. It’s almost like we’ve been
on this long road trip and we can finally see the skyscrapers in the
distance. There’s miles to go, but hope is in sight.

I mentioned a few posts ago about the value of the A employee.
I said they are changing the dynamics of the job market and I praised
them. But I can’t pin them down. Sometimes they are the 35 year veteran
and other times they are the 35 year old hitting their stride. Youth
often prevails and so does being a woman. You just never know.

Anne Fisher over to Fortune.com highlighted a great resource for seeing who’s hiring called A Real-Time Look at Who’s Hiring and Where. Vault.com has a tool called Vault Employment Tracker. It’s a simple database organizing all the job announcements.

Date http://www.vault.com/images/icons/desc-arrow.png

Company 

Layoffs 

Hires 

Notes

Industry 

Info

01/18/11

AM General

300

0

AM will layoff 300 workers after the military reduced its order for Humvees.

Manufacturing

More

01/18/11

Unified Solutions Inc

228

0

Manufacturing – Other

More

01/18/11

Karachi Electric Supply Company (KESC)

4000

0

The layoffs are part of a cost-cutting drive to make the power utility financially viable, sources said on Friday.

Energy

More

01/18/11

Johnson Controls Inc.

0

250

The auto parts planct broke ground on its battery recycling plant in Florence, S.C.; it’s set to be finished next year.

Manufacturing – Other

More

01/18/11

Sam’s Club

0

170

The company is looking to hire every position from cashiers to supervisorsat its new location on  in Riverview, FL.

Department Stores

More

01/14/11

Berkeley College

150

0

Affected employees–non-faculty-members–will be let go by June.

College and University Education

More

01/14/11

Lockheed Martin Corporation

1000

0

LM, which is closing its Eagan plant in 2013 is cutting 250 jobs altogether, down from the original 350 anticipated.

Aerospace and Defense

More

01/14/11

Public Health-Seattle and King County

123

0

Nurses, social workers and other staffers were let go as a result of a 50% budget cut to an aid program for low-income pregant women and babies.

Insurance

More

01/14/11

Sterling Life Insurance

80

0

Sterling is adjusting to reduction of enrollment in one of its key products.

Health Insurance

More

01/14/11

SoloPower

0

170

SoloPower said Thursday that it is opening up a new, solar panel manufacturing facility in Oregon

Manufacturing

More

The IBM Data Governance Unified Process: Driving Business Value with IBM Software and Best Practices – A Book Review

Quick Take: The world of Data Management is becoming exposed and books like this one are a great starter guide for practitioners to understand what goes into initiating a Data Governance program. There’s no secret sauce or magic and that’s mostly the point.

Detail Review: There was once a time when people didn’t have enough information.  Now there is too much of it.  And in a few years we’ll supposedly have smart appliances and talking toasters. Well, maybe not talking, but data is becoming more ubiquitous.

Over the last decade you’ve probably been on vacation and asked “is there a good pizza place around here?” and a friend responded “according to Google, there are 8 pizza places within 5 miles of here.” You picked up the phone and called one but the number was no longer in service. Being persistent, you tried another, ordered a large pepperoni and got it 30 minutes later. Unfortunately, crackers with ketchup would have tasted better.

Companies like Google are working on this, but these were two examples of poor data quality. And data quality is a data management issue. In the case above, the phone number being out of service could be because the pizza place is closed or it could be incorrect phone digits. Not sure. The taste, or lack of, is shows a failure in relevancy – “is there a good pizza place around here?” is a two part question.

The author, Sunil Soares,
is an IBM Director in the Software Group. He has worked with over 100 clients across multiple industries and has years of consultant experience. I don’t know him, but I’ve worked with a coworker of his, Doris Saad. She did a wonderful job with extending a data governance model with an IBM flavor.

Back to the book. The aesthetics are decent. It’s a paperback consisting of 125 pages of content and another 28 of appendix material. The font is average size and the construction of the chapters is typical of a business book – bullets and concise paragraphs. The front cover is a washed out blue with the illustration of the Unified Process on it. 

The introduction is by another IBM lead, Steven Adler. He provides an example of a time he wanted to apply for a refinance. He completed the forms but there was an error with the type of loan. There was no way to deal with the mistake except to start over, which he did. This small classification issue resulted in much more rework – missing forms, open quotes, and back and forth communication. These are the type of inefficiencies a good data management programs help with. I like my pizza example better 🙂

Being a governance person, I especially like how early in the book he frames up the role of governance. Many people believe it’s about policing decisions i.e. exceptions. But it’s about getting stakeholders to make decisions. Soares states:

“Data Governance is the discipline of treating data as an enterprise asset. It involves the exercise of decision rights to optimize, secure, and leverage data as an enterprise asset. It involves the orchestration of people, process, technology, and policy within an organization, to derive the optimal value from enterprise data. Data Governance plays a pivotal role in aligning the disparate, stovepiped, and often conflicting policies that cause data anomalies in the first place.”

I also liked this line”

“Treating data as a strategic enterprise asset implies that organizations need to build inventories of their existing data, just as they would physical assets.”

The reason is because it’s hard to manage what you can’t count. If you don’t have an inventory then how will know if things have changed. It seems so obvious, but it isn’t. Making a concept like data tangible is vital to getting everyone on board.

He validates this point by offering some great questions during the Govern Analytics chapter.

  • How many users do we have for our data, by business area?
  • How many reports do we create, by business area?
  • Do the users derive value from these reports?
  • How many report executions do we have per month?
  • How long does it take to produce a new report?
  • What is the cost of producing a new report?
  • Can we train the users to produce their own reports?”
    • Would a BI Competency Center help?

Additional questions I add are:

  • Are new data generated by analysts?
  • Is the new data reincorporated back into the operational processes?
  • Are the reports sensitive? How is access to the data handled?

And page 15 offers this realistic picture of why data governance often fails:

“Most organizations with stalled Data Governance programs identify these symptoms:

  • “The business does not see any value in Data Governance.”
  • “The business thinks that IT is responsible for data.”
  • “The business is focused on near-term objectives, and Data Governance is considered a long-term program.”
  • “The CIO cut the funding for our Data Governance department.”
  • “The business reassigned the data stewards to other duties.”

Once you’ve gotten your bosses on board with doing Data Governance, it’s time to identify an approach. Soares has a IBM Maturity Model (below). It’s not a bad one. I’ve designed a few different governance related maturity models and I like this one because it eschews the levels and goes with relationships.

  1. Data Risk Management and Compliance is a methodology by which risks are identified, qualified, quantified, avoided, accepted mitigated, or transferred out.
  2. Value Creation is a process by which data assets are qualified and quantified to enable the business to maximize the value created by data assets.
  3. Organizational Structures and Awareness refers to the level of mutual responsibility between business and IT, and the recognition of fiduciary responsibility to govern data at different levels of management.
  4. Stewardship is a quality-control discipline designed to ensure the custodial care of data for asset enhancement, risk mitigation, and organizational control.
  5. Policy is the written articulation of desired organizational behavior.
  6. Data Quality Management refers to methods to measure, improve, and certify the quality and integrity of production, test, and archival data.
  7. Information Lifecycle Management is a systematic, policy-based approach to information collection, use, retention, and deletion.
  8. Information Security and Privacy refers to the policies, practices, and controls used by an organization to mitigate risk and protect data assets.
  9. Data Architecture is the architectural design of structure and unstructured data systems and applications that enables data availability and distribution to appropriate users.
  10. Classification and Metadata refers to the methods and tools used to create common semantic definitions for business and IT terms, data models, and repositories.
  11. Audit Information Logging and Reporting refers to the organizational processes for monitoring and measuring the data value, risks, and effectiveness of data governance.

From here the book dives into each one of these areas with specific actions that need to happen. I noted a few below.

Ultimately, I view this book as a good asset for getting started with Data Governance work. Howe
ver, it lacks some real best practices beyond suggesting the use of certain IBM tools. Governance is as much about getting people to compromise as it is about whether the metrics are in a red or green status. A playbook outlining the tasks won’t help in the relationships and politics  that this often boils down to. Is the pizza good? It just depends on who  you ask.

Other notes:

Page 38: This paragraph is critical. The nuance of it can go unheeded.

“It is important to recognize that a “1” rating is not inherently bad, and a “5” rating is not necessarily good. The Data Governance organization had to work with IT and business stakeholders and (preferably) develop a business case to determine whether it is feasible to increase the rating for a given category in the desired future state.

Page 42: I consider a charter to be pretty self explanatory, but the reality is it isn’t. This is a good recap.

“The Data Governance charter is similar to the Articles of Incorporation of a corporation. The charter spells out the primary objectives of the program and its key stakeholders, as well as roles and responsibilities, decision rights, and measures of success.”

Page 42: The break down of the Data Governance structure is pretty good too.

“The optimal organization for Data Governance is a three tier structure. The Data Governance council, at the pinnacle of the organization, includes senior stakeholders. At the next level down, the Data Governance working group consists of members who are responsible for governing data on a fairly regular basis. Finally, the data stewardship community had day-to-day, hands-on responsibility for data.

Page 79:

“Here are some of the responsibilities of an executive sponsor:

  • Have ultimate responsibility for the quality of data within the domain
  • Ensure the security and privacy of all sensitive data, such as PII and PHI, within the domain
  • Appoint data stewards with day-to-day responsibility for dealing with the data quality, security, and privacy issues within the domain
  • Establish and monitor metrics regarding the progress of Data Governance within the domain
  • Collaborate with other executive sponsors in situations where business rules collide, to ensure that the enterprise continues to derive maximum value from its data

Page 79-80:

“When a data stewardship program reaches maturity, the data steward should report into the business. At this point, it is important to ensure that there is a some level of oversight across all the data stewards, to ensure a consistency in roles and responsibilities and to develop a sense of community.”

Some commentary, the notion of a community is important. This data culture change is not just a top down manifest. You need to get everyone, especially projects, viewing data differently than they have been.

Page 95: There is a good example of a business rule which establishes which record is authoritative.

“Fortunately, that is where the rules of data survivorship come into play. The Data Governance rules of survivorship state that life insurance is the best source for birth date because that information determines premiums. Similarly, homeowner’s insurance is the best source for address information because that data is directly tied to the entity being insured.”


Picking the Best Team

“You wouldn’t believe it.” he says, although I’m sure I not only would believe it, but I can top it. “I was in first place in my league until Aaron Rodgers has a concussion and has to sit out. My back up was whoever the guy is from the Lions.” I pretended to listen, but I’m really thinking about my own team. These fantasy football stories aren’t for the person hearing the story, they’re for the person telling it. Occasionally it’s about how they won the league, but much more often, the tale is about a loss. “If Rodgers didn’t get hurt…” There’s always an “if.” He’ll be back next year.

The beauty of fantasy football is every year you get to pick your team. Most of the elite players – the A players – are taken in a draft or auction. The handful you select become your guys, your team. You then get a chance to pick up free agents during the season to supplement the team. It’s fun to look over the team and watch on Sundays.

Something similar is happening in the business world. We’ve hit a sweet spot with demand and productivity and it’s creating a Fantasy Football type of workforce.

Suppose for simplicity sake there are five types of employees – A, B, C, D, and F.

F
- Isn't skilled for the job
- Doesn't show up on time
- Doesn't care
D
- Isn't skilled for the job
- Shows up on time
- Training doesn't work
- Tries hard
C
- Skilled for the job
- Doesn't do anything beyond what is asked
- Performance is adequate
- Must be trained for every part of the job
B
- Skilled for the job
- Performance is good
- Quickly learns new aspects of the job
A
- Skilled for the job
- Performance is excellent
- Quickly learns new aspects of the job
- Can proactively expand the scope of the role
- Able to streamline or automate aspects of the job

Normally a big company, and for shorter durations, a smaller one too, will tolerate D employees in the hopes that they can become at least a C employee. But when the economy is tough F, D, and many C employees are let go. The business just can’t support them. This is your basic business cycle economy or put another way, aggregate demand for goods and services is down. When people stop buying, revenue suffers and revenue pays the bills like payroll and health care.

But what’s weird is corporate profits hit an all time high in the third quarter of 2010. A staggering $1.66 trillion. Up from $1.61 trillion in the second quarter and $1.30 trillion in the third quarter of 2009. A tremendous growth rate. Well, when you look closer at it, much of the third quarter growth was from the financial industry and the value of those gains tend to be theoretical or only materialize over long horizons.  But either way, profits are out there and cash is sitting on the books of many large companies. So why aren’t they hiring?

The reason is because of demand and the A employees. Demand is just enough to keep the machines running and creating economies of scale opportunities. But demand isn’t too high to hire extra workers (temporary hires are filling the gaps when needed) to pick up the slack. Meanwhile A employees are reviewing how the processes work and identifying inefficiencies. They are re-engineering their companies without causing disruption. Productivity goes up and meets a slowly improving demand level. The cycle continues.

A employees are talented and are getting raises. And just like in Fantasy Football, they are carrying their teams. If the raise isn’t there, they are being cherry picked by other companies.

This somewhat sounds like a structural economy issue as well. The demand is there, but the skills for the D, C, and B employees aren’t. This is an effect of globalization. The demand is there, but it’s being met not in the US, but in countries like India and China – manufacturing jobs particularly.  This doesn’t spell doom for D, C, and B employees because the scales tend to even out. The rising tide (cheap labor isn’t so cheap) in countries like China will make companies look again at the US, but while that is happening, education – learning how to problem solve – needs to take priority. Otherwise, their skills won’t be differentiated from other workers and other countries. We need more A employees.

This isn’t about labor anymore. It’s about talent. Elite performers get picked and others just fill out the roster or so the story goes.

Working Thoughts 1/11/2008
Examine Each Job as One of Many Crime Scenes

Working Thoughts 1/11/2009
Different Paths to Owning a Professional Sports Team

Working Thoughts 1/11/2010
Job Creation in the 2000s?

December 2010 Jobs Report and Wages

Here are the job market and compensation numbers for December 2010 (based on the job report):


Net gain
of 103,000 jobs in the month
(revised to a gain of 152,000)

  • Analysts expected an overall gain of 146,000
  • Private sector payrolls increased by 113,000
    • Private service producing industries added 115,000
    • Goods producing industries lost 2,000


  • November was revised to a gain of 92,000 a revision of 71,000 and from an original reading of 39,000 gain
  • October was revised to a gain of 171,000, from a revised reading of 172,000 and an original reading of 151,000
  • Payroll processor ADP reported an employment gain of 297,000 jobs
  • Including population growth, the job market is 11 million jobs below the point of when the recession began 3 years ago
  • The US labor force is smaller now than when the recession began, by 4 million people
  • 6.4 million people have been jobless for more than 6 months (long term
    unemployed) – up significantly from the last four months

    • 44.3% of the unemployed are long term unemployed – ratcheted up up from 41.9% last month
  • The
    main type of hire for the past few months was for Temporary Help Service (+16,000) but this month the large gains were in Leisure and Hospitality (47,000) and Health Care (37,100)

Unemployment rate dropped to 9.4%

  • Analysts predicted it would be 9.6%
  • The unemployment rate has been over 9% for 20 months
  • 260,000 people dropped out of the employment count producing a labor force participation rate of 64.3% (66.5% is average to good)
  • The employment to population ratio is 58.3% – relatively unchanged
  • The
    U-6
    report, which is a broader group to count (workers who are part
    time but want to be full time and discouraged worker), dropped to 16.7%.
    This reflects the same decrease of unemployment rate to 9.4%
  • PMI,
    a measure of manufacturing pace, is 57% and the 20th consecutive
    month of readings over 50 percent. Anything above 50% means the
    machines are running

Specific Segment Job numbers:

  • Manufacturing gained 10,000 jobs
  • Construction lost 16,000 jobs
  • Retailers gained 12,000 jobs
  • Leisure and Hospitality Services gained 47,000 jobs
  • Government sector lost 10,000, Federal gained 10,000
  • Education and Health Services grew by 44,000 jobs
    • Health Care and Social Assistance grew by 37,000

  • Professional and Business Services grew by 7,000
    • 15,900 jobs added in Temporary Help

Wage (can be revised):

  • The average weekly paycheck (seasonally adjusted) is $645.46 – an increase of $2.59
  • The average hourly earning (seasonally adjusted) is $19.21
  • Average
    weekly hours and overtime of production and nonsupervisory employees on
    private nonfarm payrolls by industry sector, seasonally adjusted is
    33.6 hours

Bureau of Labor Statistics

Job Report Stats Summary

Thank You to Those that Inspired Me in 2010

For the past several years I’ve taken time to review the last 365 days of this Working Thoughts blog. I’d say the main theme of 2010 was people. I pull in interviews, achievements, and personal stories. As evidenced by my list below, there is a foundation of great thinkers ready to lead the next wave of economic prosperity in this country. It just won’t look like the last 50 years.

Other Years:

On to the stats:

  • 90 citations of work
  • 86 different contributors referenced comprised of:
  • 36 Articles
  • 20 Blog Entries
  • 4 Books
  • 4 Research Papers
  • 3 Speeches
  • 16 Videos
Thank You!


Blog Entry Last Name First  Cite Link Date Type
1 Learning
to Think and Business Training are Not the Same Thing
Zernike Kate Making
College ‘Relevant’
1/6/2010 Article
2 Job
Creation in the 2000s?
Norris Floyd US
Labor Market in the 2000s
1/11/2010 Blog Entry
3 Drive:
The Surprising Truth About What Motivates US – A Book Review
Pink Dan Dan Pink
on the surprising science of motivation
1/13/2010 Book
4 What
Motivates Conan O’Brien?
O’Brien Conan Conan
O’Brien’s Speech to the Harvard Class of 2000
1/14/2010 Speech
5 The Apple
Brand
Jobs Steve Steve
Jobs’ 2005 Stanford Commencement Address
1/20/2010 Speech
6 Tactics
for Winning at Political Science
Friedman Tom More (Steve)
Jobs, Jobs, Jobs, Jobs
1/25/2010 Opinion
7 Unsurprising
Job Survey Results Show a Ready to Jump Workforce
Grasz Jennifer Despite
Competitive Labor Market, One-in-Five Workers Plan to Change Jobs in 2010,
New CareerBuilder Survey Reveals
1/28/2010 Research
8 Understanding
Your Customers in Context
Tjan Anthony The
Three-Minute Rule
2/3/2010 Blog Entry
9 The
Last Mile is a Land of Opportunity
Mullainathan Sendhil Solving social
problems with a nudge
2/11/2010 Video
10 Take
a Moment and Ask “What Story Would I Tell about Myself?”
Bregman Peter A
Story About Motivation
2/14/2010 Blog Entry
11 “EL
GRANDE BIGOTE” Victory
Szarowicz Mike Donorschoose.org 2/17/2010 Blog Entry
12 Unemployment
Is Not Distributed Evening Across Income Levels – No One Thought It Was
Sum Andrew Labor
Underutilization Problem of US Workers Across Household Income Groups at the
End of the Great Recession: A Truly Great Depression Among the Nation’s Low
Income Workers Amidst Full Employment Among the Most Affluent
2/23/2010 Research
Khatiwada Ishwar
Palma Sheila
13 Business,
Federal Government, and Exports Carries GDP to 5.9% Growth
Kennedy Bobby Remarks
of Robert F. Kennedy at the University of Kansas, March 18, 1968
2/26/2010 Speech
14 In
a Service Economy, Make the Experience Good, but the Memory Even Better
Kahneman Daniel The
riddle of experience vs. memory
3/4/2010 Video
15 Awards,
when they are genuine and sincere, they are highly motivating
Frey Bruno Awards:
A Disregarded Source of Motivation
3/13/2010 Research
Neckermann Susanne
16 Awards,
when they are genuine and sincere, they are highly motivating
Hoffman Calem neutron-rich
isotopes
3/13/2010 Research
17 Open-Book
Management, Motivation, and Progress
Stack Jack Starting
Over in Lexington: Turning the Plant on Its Head
3/17/2010 Blog Entry
18 Lists
for Successful Business Growth
Harnish Verne 6
ways to grow your business
3/18/2010 Article
19 A
Time of Year to Ask “What could I have done better?”
Bates Erik Math
Puts a Decision From M.I.T. in Context
3/23/2010 Blog Entry
20 Google
and China: A Social Take
Oreskovic Alexei Google finds few
allies in China battle
3/25/2010 Article
21 Who
is Gary Vaynerchuk?
Vaynerchuk Gary Building
Your Personal Brand
3/30/2010 Video
22 Marrying
“Out of Sight, Out of Mind” & “You Can’t Manage What You
Can’t Measure”
Schell Jesse Design
Outside the Box
4/6/2010 Video
23 Is
the Job Market Ready for Good News?
Rose Stephen Relax, We’ll
Be Fine
4/9/2010 Article
24 Is
the Job Market Ready for Good News?
Litan Robert “Between
1980 and 2005, virtually all net new jobs created in the U.S. were created by
firms that were 5 years old or less,”
4/9/2010 Article
25 Is
the Job Market Ready for Good News?
Gardella Adriana Make
the case for a bigger raise
4/9/2010 Article
26 Is
the Job Market Ready for Good News?
Norris Floyd Why So Glum?
Numbers Point to a Recovery
4/9/2010 Article
27 Last
One in the Pool is a Rotten Egg
Quick Becky Who
Says the Economy is Rebounding?
4/16/2010 Article
28 Last
One in the Pool is a Rotten Egg
Surowieki James Timing
the Recovery
4/16/2010 Article
29 Beyond the
Bend
Carter  Bill The Scoreboard
Can’t Tell You Everything
4/21/2010 Interview
30 Beyond the
Bend
Rampell Catherine Young
and Unemployed, Around the World
4/21/2010 Blog Entry
31 To
Implement a Change You Need a Leader but You also Need a First Follower
Sivers Derek How
to start a movement
4/27/2010 Video
32 The
Next 10 Years a Leadership Change will Occur
Kaihla Paul The
Coming Job Boom
4/30/2010 Article
33 Knowledge
and Stories
Gladwell Malcolm Pandora’s
Briefcase
5/6/2010 Article
34 Looking
at the Scoreboard Only Takes a Second – It’s Worth It
Schrage Michael Why
Keeping Score Is the Best Way To Get Ahead
5/12/2010 Blog Entry
35 Lulled
Into a False Sense that the System Knows Better than You Do
Surowieki James The
Flaky Stock Market
5/13/2010 Blog Entry
36 Lulled
Into a False Sense that the System Knows Better than You Do
Norris Floyd Time for
Regulators to Impose Order in the Markets
5/13/2010 Article
37 Why
We Make Mistakes – A Book Review
Hallinan Joseph Why
We Make Mistakes
5/17/2010 Book
38 A
National Review of Education – Start Evolving Now
Meyer Dan Math
class needs a makeover
5/20/2010 Video
39 New
Graduates Entering the Workforce: What to Expect
Greenhouse Steven ‘Glimmers
of Hope’ for Grads
5/24/2010 Article
40 Consider
Your Influence
Chafkin Max The
Oracle of Silicon Valley
5/26/2010 Article
41 The
Chicken and the Egg – Influence and Motivation
Solman Paul Examining
the Motivations of the Modern Workforce
5/28/2010 Video
42 Practice
for the Glory. I’m excited about the World Cup.
Napier Sharon On Her Team,
It’s All About Bench Strength
5/31/2010 Interview
43 Considering
a Passionate Outlet: For You and Your Employees
Christian  Derek Training
workers to leave for a better job
6/1/2010 Article
44 Dan
Pink on HBR Video
Pink Dan Daniel Pink on How the 21st
Century Brain Affects Creativity
6/9/2010 Video
45 The
Less is More Gadget Guy
Darlin Damon While
You Were Sleeping…
6/11/2010 Article
46 Data
Collection is Getting Cheaper, Better, and Automated: Sensors
MacManus Richard Why
HP Thinks Sensors Will Lead to The Next Big Wave of Computing
6/13/2010 Article
47 We
Respond to Small Cues Very Effectively
Sutherland Rory Sweat
the small stuff
6/15/2010 Video
48 A
Belief System Redefined
Davis Wes The
‘Learning Knights’ of Bell Telephone
6/17/2010 Opinion
49 Figuring
Out Repeatable Decision Guidelines is So Valuable
Gigerenzer Gerd Simple Heuristics That Make Us Smart 6/18/2010 Book
Todd Peter
50 Wealth
Distribution Around the World
Elliott Michael The
New Global Opportunity
6/22/2010 Article
51 To
Succeed in Life You Must Have the Ability to Accept Failure as an Outcome,
Rebound From It, and Try Again.
Johnson Whitney The
Long of Coming Up Short 
6/24/2010 Blog Entry
52 There
is a Flip Side to Risk, The Side that Ignores It
Dunning David The
Anosognosic’s Dilemma: Something’s Wrong but You’ll Never Know What It Is
(Part 5)
6/25/2010 Opinion
53 Be
More Creative By Brushing Your Teeth
Tierney John Discovering
the Virtues of a Wandering Mind
6/29/2010 Article
54 Opinions
on the Economy for Today and Tomorrow
Isidore Chris 7.9
million jobs lost – many forever
7/9/2010 Article
55 Opinions
on the Economy for Today and Tomorrow
Rich Motoko Factory
Jobs Return, but Employers Find Skills Shortage
7/9/2010 Article
56 Opinions
on the Economy for Today and Tomorrow
Alsever Jennifer Forget
India, outsource to Arkansas
7/9/2010 Article
57 Matching
a Job Opportunity with the Appropriate Labor
Rodriguez Arturo Take
Our Jobs
7/13/2010 Video
58 What
Do You Know about Your Produce?
Kiviat Barbara Creating
not just jobs, but good jobs
7/16/2010 Blog Entry
59 “The
Gap is Between Doing Nothing and Doing Something”
Shirky Clay How
cognitive surplus will change the world
7/21/2010 Video
60 “The
Gap is Between Doing Nothing and Doing Something”
McCandless David Cognitive
Surplus visualized
7/21/2010 Blog Entry
61 A
Good Kindergarten Teacher is Worth More than Dollars and Cents
Leonhardt David The
Case for $320,000 Kindergarten Teachers
7/27/2010 Article
62 Showing
the Economy Through Illustrations
Mulbrandon Catherine Billionaires of
the World
8/2/2010 Blog Entry
63 Wealth
Distribution and Taxes: What’s Fair?
Tseng Nin-Hai Why
these billionaires are pledging away their wealth
8/9/2010 Article
64 Wealth
Distribution and Taxes: What’s Fair?
Haris Lex Raise
taxes now — the elders of the economy say so
8/9/2010 Article
65 Wealth
Distribution and Taxes: What’s Fair?
Surowieki James Soak
The Very, Very Rich
8/9/2010 Article
66 Well
Said Leadership Characteristics
Barrett George Team
Insights? Just Use Your Peripheral Vision
8/17/2010 Interview
67 Billions
of Dollars: Giving, Spending, Fighting, Accumulating, Owing, Losing, and
Earning
McCandless David The
Billion Dollar-o-Gram
8/25/2010 Blog Entry
68 TED
Talk: David McCandless from Information is Beautiful
McCandless David The
beauty of data visualization
8/27/2010 Video
69 He
Quit His Job and the World Got Richer – The Khan Academy
Khan Salman The
Khan Academy
8/30/2010 Video
70 He
Quit His Job and the World Got Richer – The Khan Academy
Kaplan David Bill
Gates’ favorite teacher
8/30/2010 Article
71 Teachers
Often Go the Extra Mile for Their Students – There’s a Means to Help Them Get
There
Guggenheim Davis Waiting for
“Superman” 
9/9/2010 Video
72 Taking On
Tests
Carey Benedict Forget
What You Know About Good Study Habits
9/13/2010 Article
73 Not
Always Ready to Hear Feedback
Bregman Peter How
to Handle Surprise Criticism
9/17/2010 Blog Entry
74 How
Pleasure Works – A Book Review
Bloom Paul How
Pleasure Works
9/24/2010 Book
75 Inspiration
and Institutions
Gladwell Malcolm Small
Change
10/3/2010 Article
76 Right
Place at the Right Time Happens, It Isn’t a Fluke.
Tjan Anthony Make
Luck Work in Your Favor
10/7/2010 Blog Entry
77 Generational
Delay in Leadership
Lashinsky Adam 40
under 40
10/18/2010 Article
78 Generational
Delay in Leadership
Sullivan Paul Scrutinizing
the Elite, Whether They Like It or Not
10/18/2010 Article
79 Learning
about Risk and Reward in the Marketplace
Govindarajan Vijay Marketplace
Literacy: A Reverse Innovation Opportunity?
10/21/2010 Blog Entry
80 Learning
about Risk and Reward in the Marketplace
Stibel Jeff How
Forethought (Not Intuition) Separates the Good from the Great
10/21/2010 Blog Entry
81 Learning
about Risk and Reward in the Marketplace
Colvin Geoff Uncertain
of future regulation, businesses are paralyzed
10/21/2010 Article
82 Cartoons:
A Subtle Story Telling Mechanism
Chappatte Patrick The
power of cartoons
11/2/2010 Video
83 Good
Time to be a Tech Startup
Cournoyer JS The
implications of too much VC money and too little startup talent
11/19/2010 Article
84 Scared
of Ideas or Open to Change?
Bailey James Employees
See Death When You Change Their Routines
11/29/2010 Blog Entry
Raelin Jonathan
85 Scared
of Ideas or Open to Change?
Miller Claire Cain Google
Grows, and Works to Retain Nimble Minds
11/29/2010 Article
86 Scared
of Ideas or Open to Change?
Brennan Bob Defensive? It
Leads to Destructive
11/29/2010 Interview
87 Moved
to an Emotional Brink?
Hoefen Bret My Story 12/14/2010 Blog Entry
88 Value
Creator – CEOs
Morris Drew 2010
CEO Wealth Creation Index Shows a Few Surprises
12/22/2010 Article
Burdi Michael
89 As Time Goes By,
Is the Economy Getting Better or Worse?
Yousuf Hibah Jobless
claims drop below 400,000 mark
12/30/2010 Article
90 As Time Goes By,
Is the Economy Getting Better or Worse?
Wells John The Company Men 12/30/2010 Video