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A Turnaround Job Can Make Your Career If You Choose Wisely
Sep. 19, 1995 | WSJ | HAL LANCASTER.

It's an age-old dilemma: Saving a sinking ship can make a career; but some ships can't be salvaged, and a high-profile failure can scuttle a promising career. (Yes, I know failures aren't supposed to be fatal any more because companies realize what valuable learning experiences they are. If you want fairy tales, you'll have to look elsewhere.)

So when is it prudent to take on a tough turnaround assignment? ... And how would she advise others weighing the risks of a turnaround assignment? Research, research and research, she says, and then go with your gut instinct. ``There's a point at which you have enough information to act,'' she says. ``If you wait to get everything, you're too late.''

If that philosophy doesn't work for you, try this one, from Gen. Colin Powell's list of rules to live by, which Ms. Lewis keeps on her office wall: ``Don't let adverse facts get in the way of a good decision.''
career-defining_moments  career_ending_moves  Colin_Powell  collectibles  decline  due_diligence  failure  gut_feelings  Hal_Lancaster  Managing_Your_Career  risks  turnarounds  women 
february 2013 by jerryking
Chasing Start-ups May Not Always Lead to a Pot of Gold
| WSJ | Hal Lancaster.

* Be realistic about the potential rewards.
* Bet on smart, experienced managers, not sexy technology.
* Get your finances in top shape.
* Make sure you and your family can handle what's ahead.
start_ups  Managing_Your_Career  Hal_Lancaster  personal_finance  large_companies  venture_capital 
february 2013 by jerryking
Life Lessons: Walk on the Wild Side Along Path to Top
| WSJ | by Hal Lancaster.

1. Adapt to the culture you're in.
2. After a fast rise, you may need to take time out for reflection.
3. Hire talented people who aren't like you.
4. Find someone who believes in you and trust their judgement.
5. If there isn't a possibility of falling on your face, you're probably not scare enough to do a good job.
lessons_learned  Managing_Your_Career  Hal_Lancaster  hiring  movingonup  publishing  women  digital_media  life_lessons 
february 2013 by jerryking
Life Lessons: There May Be a Job That You Were Born to Do
Jul. 11, 1995 | WSJ | HAL LANCASTER , Associated Press.
1. Do what you love.
2. Find the right niche and get there first.
3. Move and move fast
4. Stoop to conquer
5. Take care of your people.
6. Be resourceful.
7. God bless the woman who's got her own.
entrepreneur  women  publishing  niches  Hal_Lancaster  life_lessons 
february 2013 by jerryking
Some Life Lessons From Silicon Valley -
December 7, 1999 | WSJ | By HAL LANCASTER

Inspirational story about an African-American Air Force office, Joe Booker, whose career hasn't been a slam dunk. He was often the youngest and most inexperienced guy on the job -- or the only . He took jobs for which he hadn't been trained. Also, he asked for the toughest jobs, the ones nobody wanted. If he could do those well, he reasoned, he would be recognized. "Some of them were risky jobs," he acknowledges, "but if you succeeded, the payoff was high."And he was rarely handed any of the high-profile, career-making assignments.

This strategy has led to a highly successful high-tech career in Silicon Valley for the 58-year-old Mr. Booker, who is currently vice president of operations for Alteon Systems , a computer-networking company.

Here are some life lessons he has learned:

Lesson 1 : "Understand what you're up against and put in place a strategy to win."

Mr. Booker was the only African-American at an Air Force school in Mississippi, studying electronics, about which he knew nothing, with a teacher who talked derisively about "Yankees" and ignored him when he raised his hand. Rather than quitting, he worked harder and aced the final exam. "When the teacher had to read my name off first as tops in the class, the class cheered," he recalls.

He says he also wasn't welcomed warmly at his first Air Force assignment at Keeler Air Force Base. Since a cushy assignment wasn't likely, he asked for the base's most difficult job. Nobody liked to work on Doppler radar, he was told. He became a Doppler radar expert and a star at the base. "It really opened doors," he says.

Lesson 2 : "Don't sacrifice understanding for speed."

In 1966, Mr. Booker started his post-Air Force career in manufacturing at International Business Machines Corp. because there was less competition in that unglamorous field and results were measurable -- and irrefutable.

When he transferred to engineering, he initially lagged behind others. "Management was saying, 'We had high hopes for you, but you seem a little slow,' " he says. "I said, 'I'm spending more time understanding what I'm doing rather than going at breakneck speed.' " Mr. Booker eventually leaped over many of his peers. "I had to bail people out because I was the only one who understood the technology," he says.

Lesson 3 : "You have to think of where you want to go and does this take you there."

As he drove to work one day, he decided he wanted to be in management. "I wanted to work with people and not look into oscilloscopes all day," he says. But IBM had a surplus of managers at the time, so he waited. He even turned down two technical promotions that "didn't take me where I wanted to go."

In 1969, he jumped at the chance to follow his boss to Memorex, which wanted to get into the computer business. "The boss said, 'Come with me and I'll make you a manager,' " he says. He eventually made it to the director level, even though he lacked the needed educational credentials.

Lesson 4 : "If you set the bar high, even if you don't reach it, you end up in a pretty good place."

At weekly production meetings, Mr. Booker volunteered for jobs that were behind schedule or involved introducing a new product in a tough market. "If people were saying this is something we can't do, I'd say, 'I'll do it.' "

Once, he bet his boss he could meet a seemingly impossible deadline for introducing a new disk drive. He forged an alliance with the engineering project manager to minimize the interdepartmental political hassles that had been plaguing the project and won the bet (his boss had to bake him a cake).

Lesson 5 : "You have to be brutally honest with yourself about what you know or don't know, what you can or can't do."

"When you do a job well, ask yourself, 'How do I expand?' " Mr. Booker says. " 'What skills do I need to take this next step?' " Example: He started taking finance classes to help him run a factory better.

Every year, Mr. Booker delivers his own performance appraisal. His 1981 self-review concluded that he hadn't accomplished much because he spent too much time debating the company's direction in meetings with managers from Xerox, which had acquired the company in 1978. So he left to start his own company, Vertex Peripherals.

Mr. Booker eventually sold Vertex to Priam Corp. and served as president and COO of the merged entity until 1988. He left after a disagreement with the board on restructuring strategy.

Lesson 6 : "The work is more important than titles."

He is often asked why he isn't a CEO. "When I left Priam, my ego was shot," he explains. He made a list of job requirements: a job where he could be successful ("I didn't want to be one of those guys whose career spirals down"); people he enjoyed working with; a company that would make money; a growing experience so he wouldn't be bored; and an executive position.

After agreeing to be CEO of Network Computing Devices , Mr. Booker stepped aside when a potential CEO with a life-giving capital infusion came along. The company still wanted him on the team, but he feared he would be seen as a falling star. So he went back to his list. "It didn't say I had to be CEO," he says. He stayed with NCD for six years.

He was faced with a similar situation in 1997. The company he had joined after leaving NCD was acquired by a larger company, Bay Networks, and he was offered an executive vice presidency. But he turned it down for a chance to join another start-up, Alteon. "Over the years, I felt I was a better builder than fixer," he says.
African-Americans  Hal_Lancaster  high-risk  lessons_learned  life_lessons  Managing_Your_Career  personal_payoffs  Silicon_Valley 
december 2012 by jerryking
Quick-Change Artists May Find Fast Route to Executive Positions
May. 9, 1995 | WSJ | HAL LANCASTER

HERE'S A HOT career tip for the truly ambitious: Be a change agent.

Change agents, i.e. corporate alchemists who can reinvent a company's culture and operations, are the Holy Grail of executive searches these days....with so many companies looking for new brooms to sweep away their cobwebs, every manager or consultant on the prowl for bigger responsibilities wants to be one. But job seekers beware, because these positions _ which can range from unit heads to CEOs _ can be booby traps. CEOs love the idea of change, but the actual practice can be a blow to their egos.

Recruiter Dennis Krieger tells of the executive brought in to revamp the financial department of an industrial distributor. Four months later, the CEO wanted to fire him for being ``too aggressive and upsetting too many people,'' Mr. Krieger says. The CEO reconsidered after conceding the executive had met his goals.

``They say they want you to question everything, but they don't really want that,'' says Terry Gallagher, executive vice president of Battalia Winston in New York...a wise change agent often is more of a prod than a broom. ``A real change agent isn't someone who's going to make a lot of changes,'' Mr. Herz says. They're diplomats and motivators who will ``change the mood'' so those around them can make changes....investigate before accepting a job. A conservative approach, says executive recruiter Rex T. Olsen of Enterchange Executive Horizons, is to look for a company where change has already begun. ``Management may say it wants change, but if nothing is going on, how can you tell?''
executive_management  movingonup  change  Hal_Lancaster  Managing_Your_Career  organizational_change  organizational_culture  organizational_design  change_agents  managing_change  executive_search 
december 2012 by jerryking
Saving Your Career When Your Position Has Been Outsourced
Dec. 12, 1995 | WSJ | HAL LANCASTER.

here are some rules for keeping your career moving after outsourcing:

When the announcement is made:

If you're surprised, you have already been left at the starting gate.

Messrs. Travis and Molter had an excuse, outsourcing was rare then. Anybody who claims surprise today isn't paying attention.

KNOW YOUR company's financial condition, how much cost-cutting it's doing and which operations qualify for the chopping block. If your department looks ripe for outsourcing you should already be looking for a less vulnerable position.

If not, contact key executives to assess opportunities for staying put.

You'll hear a lot of hooey about ``core competencies'' and ``aligning with corporate goals.'' Translation: Find a job the company can't afford to cut, or start looking elsewhere.

Prepare to wow the new folks.

You know the drill: research the company, its strategy, how you can contribute, etc. Dust off any ideas you have about how to do your job more efficiently.

After the move:

Quickly survey the landscape.

Who are the power brokers? Who are potential mentors? Andersen assigns a coach to help the outsourced, Mr. Wray says.

Be active.

Take advantage of any get-together, social or professional, to get acquainted with important new colleagues in your department and elsewhere, Mr. Molter says. ``If you're not aggressive,'' Mr. Wray counsels, ``you can feel like an outsider.''

Look for opportunities to learn new things.

Mr. Molter started taking management and technical classes. ``Don't stagnate on the job,'' he says. Make sure you're continually trying to improve yourself and making yourself available for future positions.''
Outsourcing  tips  Hal_Lancaster  survival  survival_techniques  stagnation  Managing_Your_Career  power_brokers  pay_attention 
december 2012 by jerryking
Two Women Pitch In During Hard Times And Find Big Rewards
July 20, 1999 | WSJ | By HAL LANCASTER.

Two Women Pitch In During Hard Times... Hard times don't necessarily mean hunkering down or looking for greener pastures. It can be a time to take on more responsibility and expand your skills.
Hal_Lancaster  Managing_Your_Career  opportunities  hard_times  opportunistic  bankruptcies  women  adversity 
december 2012 by jerryking
Note From the Edge: Sometimes You Can't Control Your Success -
September 2, 1997 | WSJ | By HAL LANCASTER.

An Ex-Manager Says You Can't Always Control Your Success

Mr. Curnutt says. He speaks for a large populace of middle managers who aren't golden boys being groomed for senior management, who will likely rise only so far and then stay there.

But there is more these managers can do to bust out of their confining boxes. Mr. Curnutt always wanted to be a manager and he says now he would have been better off majoring in business or accounting from the start. I think he also could have been more aggressive in promoting himself, particularly after getting his M.B.A. Perhaps he could have created a new position, using some of the skills he learned in his M.B.A. program, instead of waiting for the company to identify an opportunity for him.

Even then, of course, things might not work out. Not everyone is meant to ride the gravy train. But you have everything to gain and nothing to lose. Remember, those who stand in place the longest are the most vulnerable. Ask Mr. Curnutt.
action-oriented  beyond_one's_control  contingency_planning  crisis  crisis_management  first_movers  Hal_Lancaster  immobilize  middle_management  paralyze  self-promotion  stress_response  Sue_Shellenbarger  uncertainty 
december 2012 by jerryking
Striking a Balance Between Expertise, Wearing Many Hats -
April 30, 1996 | WSJ | By HAL LANCASTER.
Managers Must Balance Expertise and Generality.

SHOULD TODAY'S managers be generalists or specialists?

Generalists, says the conventional wisdom, because today's shrinking corporations are eliminating so many specialist functions. The people left are in charge of more employees and more departments, managing teams made up of various specialties. Besides, today's hot technological specialty can quickly become obsolete.

As usual, however, the conventional wisdom is an oversimplification. Most people in big companies still advance based on accomplishments in some area of expertise. And to keep up in fast-moving markets, companies often need even deeper levels of expertise than they once did.
Managing_Your_Career  Hal_Lancaster  generalists  specialists  oversimplification  expertise 
december 2012 by jerryking
To Avoid a Job Failure Learn the Culture of a Company First
July 14, 1998| WSJ |By Hal Lancaster.

The team suggested questions to ask during interviews. How does the company communicate with employees? Does the company encourage employees to learn more about the business? How do people get feed back? How do executives expect to be addressed? What's the company's dress code? What are typical work schedules? How are decisions made? How are raises and promotions decided? Who are the stars, and how did they reach that exalted state?

The consultants also advised employees to take their research beyond the interview. Michael McGinn, President of Executive Transition Group, an executive coaching and outplacement firm, suggested talking to current and former employees and members of professional trade associations to which the company's employees belong.

There are also clues in the stories told in annual reports and other company literature. Look for tales about company heroes to determine what is valued in an employee. Also, read open letters from the leadership and other self-descriptions.
Hal_Lancaster  organizational_culture  failure  first90days  sleuthing  primary_field_research 
december 2012 by jerryking
Learn 'Languages' And You'll Always Land on Your Feet -
October 21, 1997|WSJ | By HAL LANCASTER.

Lesson 1: Learn as many "languages" as possible. Through all this, he learned the value of being a business linguist. He spoke fluent finance, law, investor relations, marketing and brand management.

"It helps your credibility when you can speak the language of other functions," he says.

Lesson 2: Build bridges to other functions.

During his six years at Allied, Mr. Simon had to deal with issues involving the company's toxic-waste cleanups. "We had all these Superfund sites and I had to learn about every one of them," he says.

So he sought out experts in other departments. "I worked a lot with people in strategic planning," he says.

He believed all areas of corporate communications -- media, investor, employee, community -- should be unified, so he spurned job offers that would pigeonhole him and sought training that would broaden him.

Lesson 3: Sometimes you've got to go down to move up.

In 1987, Mr. Simon joined Inspiration Resources, a mining company looking to create a combined media and investor-relations department. "I traded way down in size, but it was a chance to develop more broadly," he says. "It's easier to be a Goliath, but you learn a lot more with the Davids."

Lesson 4: Differentiate yourself by articulating your own philosophy.

When headhunters called, Mr. Simon would discuss the needs of the job, and often recommend someone for the post, even if he wasn't interested himself.

Lesson 5: Don't freeze in the midst of chaos -- act.

Within a year, the banking company was acquired by Fleet Bank and many Natwest people "gave up," Mr. Simon says. But he prepared a three-page summary on public-relations issues confronting the combined banks and requested a meeting with Fleet's vice chairman. The result: He was invited to join the integration team and his employment was extended a year.
next_play  Hal_Lancaster  Managing_Your_Career  indispensable  lessons_learned  mergers_&_acquisitions  M&A  rules_of_the_game  advice  crisis_management  contingency_planning  first_movers  crisis  chaos  stress_response  immobilize  paralyze  bridge-builders  action-oriented  post-deal_integration  creating_valuable_content 
december 2012 by jerryking
Joseph Goodell Knows the Pitfalls Of Corporate Life -
November 12, 1996 |WSJ| By HAL LANCASTER.

Lesson 3: Develop a plan for building your network of contacts and work on it constantly.

When the outplacement counselor asked Mr. Goodell for a list of business contacts, "I got a blank look on my face," he says. "It was something I had not paid any attention to."

He now keeps a log book, with names and addresses, how he met them, their likes, dislikes, spouses' names, etc. He recommends trade associations, professional groups, school alumni groups and conventions for contact-building and urges managers to "use all reasonable excuses to maintain those contacts," such as lunch, phone calls, notes and Christmas cards.
HBS  MIT  Hal_Lancaster  Managing_Your_Career  lessons_learned  networking  networks 
december 2012 by jerryking
Why Retire at All? How to Launch A Postcareer Career -
August 5, 1997 | WSJ | By HAL LANCASTER

Always plan ahead
Narrow Your search
Ask not what the company can do for you..
Don't be a grump
retirement  Second_Acts  Hal_Lancaster  Managing_Your_Career 
december 2012 by jerryking
Learning Some Ways To Make Meetings Slightly Less Awful -
May 26, 1998 | WSJ |By HAL LANCASTER

Be Prepared
Keep agenda simple
Make participants comfortable
Get Everyone Involves.
Take Risks
Hal_Lancaster  Managing_Your_Career  meetings  howto 
december 2012 by jerryking
What Are The Risks Of Suing Your Boss? - Orlando Sentinel
April 18, 1997| Wall Street Journal | By Hal Lancaster .

You Could Win The Battle But Lose The War. Career Experts Offer Some Advice To Consider.
litigation  Managing_Your_Career  Hal_Lancaster  managing_up  risks 
december 2012 by jerryking
Making the Change From Middle Manager To a Seat at the Top -
July 7, 1998 | WSJ | By HAL LANCASTER

Less surprising, delivering results matters. Thinking strategically, being persuasive, being politically adroit and having a "significantly broader organizational awareness" also tend to make up a successful manager, ...Earn respect for being exceptionally good at what you do and show that you can run a business independently. Translation: Deliver results without a lot of hand-holding....a seldom-mentioned trait: consistency. "They must show consistency in the decisions they make and in their behavior," ..."A lot of people fail to make the next move because they really don't understand" how to assess risk," she says. "Or they don't have a Plan B."
Hal_Lancaster  ksfs  Managing_Your_Career  movingonup  executive_management  risk-assessment  risk-management  contingency_planning  JCK  transitions  companywide  middle_management  consistency  decision_making  Plan_B  off-plan  hand-holding  strategic_thinking  personal_accomplishments 
december 2012 by jerryking
You Have to Negotiate For Everything in Life, So Get Good at It Now -
January 27, 1998 | WSJ |By HAL LANCASTER

What kind of negotiation is it, asks Peter J. Pestillo, executive vice president of corporate relations for Ford Motor and one of the auto industry's leading labor negotiators. If it's a one-time-only event, you can concentrate on the result, he says. But if there's an ongoing relationship involved, "victory is making both sides feel satisfied," he says. "Take only what you need and don't try to make anybody look bad."...The toughest part of negotiating, Ms. Pravda says, is listening -- really listening -- to the other side. "Most people who negotiate like to talk," she explains, but if you understand their problem, you can craft a creative solution. "It doesn't hurt to say, 'I hear your problem; I don't know yet how to get there, but let me think about it,' " she says. "You become part of their team trying to solve their problem."

In career-related negotiations, she suggests anticipating concerns and lining up allies before making your pitch. In one case, she relates, an inexperienced associate seeking a new assignment lined up a senior associate to supervise him before making the request. "So he'd already taken care of my concerns," she says. In job-related negotiations, also, you must explain not only why the request is good for you, but for the company, she says.
Hal_Lancaster  negotiations  listening  Communicating_&_Connecting  win-win  anticipating  preparation  relationships  one-time_events  empathy 
december 2012 by jerryking
Dorman Can Draw On Slew of Lessons -
May 11, 1999 | WSJ | By HAL LANCASTER.

Lesson No. 1: Associate yourself with engines of growth.

Lesson No. 2: Failure is a great teacher.

Lesson No. 3: Keep your eyes on the horizon; what's out there could trample you.

Lesson No. 4: You don't have to rule to have a good career.
lessons_learned  CEOs  Hal_Lancaster  failure  growth  Managing_Your_Career 
december 2012 by jerryking
How to Loosen Grip Of a Noncompete Pact After Your Breakup -
February 17, 1998 | WSJ | By HAL LANCASTER.

The best time to negotiate is during the courtship, "when everyone's happy and begging you to come over," Mr. Sklover says.

You might be able to shorten the duration of the agreement or the territory covered. Mr. Lasky says you can often negotiate "carve outs," or specific jobs and places for which the clause doesn't apply, should you leave the company. If you're in public relations, for example, maybe they'll allow you to do marketing communications, he says....IF YOUR noncompete is airtight, concentrate on spending your time after the breakup wisely. One possibility: interim employment in a related field.

That's what Mr. Nesh did after leaving the utility last October. He wouldn't disclose terms of his covenant, but said it contained time and geographical restrictions. While he waits for it to expire, he has registered with Imcor, which provides companies with temporary executives. He still must avoid direct competition, but if he can get an assignment or two, it will keep him close to the industry, he says.

If you've decided to quit, the focus shifts to managing your departure so that your former employers are less likely to call out the attack dogs.

"Take nothing with you other than the picture of the wife, kids and dog," Mr. Lasky advises. "Don't take the Rolodex or files. Don't come into the office at hours when no one else is there. Even if it's innocent, it will be seen as an attempt to steal business."

Also, transfer your responsibilities to others. "Don't leave things in the lurch," he says.
Hal_Lancaster  noncompete_agreements  exits  negotiations  interim  Second_Acts 
december 2012 by jerryking
John Rau Learns From Staff, Then Guides Them Well
May 6, 1997 | WSJ | By HAL LANCASTER.

life lessons picked up in his high-level career:

Lesson #1: Learn the defining issues of your time.

"There are issues that define every generation, and companies will select as leaders the people who can best handle those issues,"
Lesson #2: Attach yourself to the right people.
Lesson #3: Learn to manage people who know more than you do.
Lesson #4: Look for positions where you can make a difference.
Lesson #5: Don't hire managers to run the organization you have; hire those who can run the organization you want to create.
Lesson #6: Some time off can help you define what you really want out of life.
Lesson #7: To promote change, win the hearts and minds of those you want to change.
movingonup  lessons_learned  influence  Managing_Your_Career  Hal_Lancaster  CEOs  howto  timeouts  sabbaticals  change  high-impact  the_right_people  life_lessons 
december 2012 by jerryking
Solving Conflicts In the Workplace Without Losers -
May 27, 1997 | WSJ |By HAL LANCASTER.

RESOLVING CONFLICT, however, takes time, reflection and collaboration. Managers often ignore others' opinions as they get attached to their own solutions to a problem.

To be a more effective resolver of workplace disputes, consider the following tips:

* Listen, listen, then listen some more.
* Keep your emotions in neutral and your actions in drive.
* Track the conflict to its source.
* Communicate continually and frankly.
* Get people together on the small stuff first.
* Know when to cut your losses.
workplaces  Hal_Lancaster  Managing_Your_Career  howto  conflicts  listening  conflict_resolution 
december 2012 by jerryking
In Today's Market, Don't Stick Around In a Dead-End Job -
March 3, 1998 | WSJ | By HAL LANCASTER.

What are the signs that it's time to move on to a new phase in your career?

Some are obvious. If you're getting average performance reviews that you honestly feel you don't deserve, miserly raises and no promotions, you've obviously been shifted from the fast track to a rural route.

Other signs of career decay: You're not in the major memo-and-meeting loop, positions you aspire to are being filled by outside hires, your opinion isn't sought on major decisions, and important assignments or increases in responsibility are going to others in your group.
Hal_Lancaster  Managing_Your_Career  warning_signs  fast_track 
december 2012 by jerryking
When Uncertainty Is A Constant, You Can Still Plan for Surprises
April 7, 1998 | WSJ | By HAL LANCASTER.

one of the few certainties in today's tumultuous business world: About all anyone can expect is the unexpected.

Hal Lancaster answers readers' questions on career issues in Career Corner. Send your questions or comments by e-mail to .

Between mergers and restructurings, new technology and intensified global competition, "change is accelerating," says Dallas management consultant Price Pritchett, who specializes in change management. "The more change and the faster it comes at us, the easier it is for us to get blindsided."

But isn't the ability to cope with the unexpected genetically coded? "Some people have a high need for structure and don't like to wing it." Still, anyone can get better at dealing with surprises.

Here are some other effective strategies:

* Figure out what you can control.

* Plan tight and play loose. "deep planning," or considering all conceivable scenarios and what-ifs. But won't the unexpected foil the best-laid plans? "The better job we do planning, the better we'll do improvising, because we'll understand the situation better,"

* Develop solutions. In a soon-to-be-released booklet on innovation that he is publishing for clients, Dr. Pritchett draws lessons from the 1997 Mars Pathfinder mission. The Jet Propulsion Laboratory talked about "crafting solutions that were tolerant to the uncertainties" of such a project,

* Separate fact from assumptions.

To make good decisions, you need good information. In turbulent times, Mr. Postons observes, "people get suspicious, they get paranoid and that's when they get frozen."

* Do something.In an environment of high-velocity change, Dr. Pritchett says, remember the perils of passivity. "You have to keep moving forward, knowing that in this blurry, fast-moving world, you're going to have to drive on fog lights much of the time."

Concentrating on a plan of action and lining up others to help can turn despair into accomplishment, Dr. Stoltz says. The strategy, he adds, is "whiner-proof and solution-oriented."
Hal_Lancaster  Managing_Your_Career  uncertainty  adversity  surprises  critical_thinking  managing_change  unexpected  cost_of_inaction  assumptions  change  resilience  tumultuous  constant_change  solutions  solution-finders  accelerated_lifecycles  action_plans  span_of_control  momentum  blindsided  blind_spots  beyond_one's_control  JPL  next_play 
december 2012 by jerryking
You have your values; How do you identify your employer's?
Apr 8, 1997 | Wall Street Journal. pg. B.1 | by Hal Lancaster.
How to assess a prospective employer's values before accepting a job?
Managing_Your_Career  Hal_Lancaster  organizational_culture  sleuthing  howto  values  job_search  managing_up 
september 2010 by jerryking
Making a Good Hire Takes a Little Instinct And a Lot of Research
Mar 3, 1998 | Wall Street Journal. pg. B.1 | by Hal Lancaster who lays out a decent process for hiring strong candidates
Hal_Lancaster  Managing_Your_Career  hiring  recruiting  howto  ProQuest 
january 2009 by jerryking

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