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jerryking : performance   30

Good News for Young Strivers: Networking Is Overrated - The New York Times
AUG. 24, 2017 | New York Times | Adam Grant.

it’s remarkably hard to engage [important people] unless you’ve already put something valuable out into the world. That’s what piques the curiosity of advisers and sponsors. Achievements show you have something to give, not just something to take........The best way to attract a mentor is to create something worthy of the mentor’s attention. Do something interesting, and instead of having to push your way in, you’ll get pulled in. The network comes to you.

Sociologists call this the Matthew effect, from the Bible: “For unto every one that hath shall be given, and he shall have abundance.” If you establish a track record of achievement, advantages tend to accumulate. Who you’ll know tomorrow depends on what you contributed yesterday......Accomplishments can build your network only if other people are aware of them. You have to put your work out there. It shouldn’t be about promoting yourself, but about promoting your ideas. ...People find self-promotion so distasteful that they like you more when you’re praised by someone else — even if they know you’ve hired an agent to promote you.

So stop fretting about networking. Take a page out of the George Lucas and Sara Blakely playbooks: Make an intriguing film, build a useful product.....In life, it certainly helps to know the right people. But how hard they go to bat for you, how far they stick their necks out for you, depends on what you have to offer. Building a powerful network doesn’t require you to be an expert at networking. It just requires you to be an expert at something.

If you make great connections, they might advance your career. If you do great work, those connections will be easier to make. Let your insights and your outputs — not your business cards — do the talking.
Adam_Grant  Communicating_&_Connecting  creating_valuable_content  hard_work  idea_generation  inbound_marketing  insights  Matthew_effect  performance  mentoring  networking  overrated  playbooks  personal_accomplishments  relationships  scriptures  show_your_work  strivers  the_right_people 
august 2017 by jerryking
Ari Emanuel's WME-IMG Merger: The Possible Financial Troubles
March 2015 | | Vanity Fair | BY WILLIAM D. COHAN.

“Take advantage of each day that's given to you, and do something to move the needle on your business, even if it's just an inch. You've heard it before, but life is not a dress rehearsal. Don't waste your time (or mine).”....In 2009, Emanuel decided to take another big risk. “Nobody fucks up like I do,” he once wrote, “but you'll never succeed unless you take big risks. Big ones.”......“There's nobody more important when it comes to television packaging than Ari and Rick Rosen [WME's television chief],” says entertainment mogul David Geffen. “There's nobody who does it better. For instance, Steven Spielberg was at CAA for decades, and they did nothing for him in television, and he goes with Ari, and he has had seven or eight shows on the air. That's about accomplishment, not about bullshit.”........Over the next decade Forstmann transformed IMG into an international production-and-packaging powerhouse. The expanding business cut profitable deals with more than 200 American college and university sports teams, as well as with Indian Premier League cricket, Wimbledon, the Australian and U.S. Open tennis tournaments, tennis tournaments in Spain and Malaysia, and Barclays Premier League soccer. It ran Fashion Week in New York, Milan, and London, and in China it formed an exclusive joint venture with the national television network to create sports programming—all this in addition to representing such sports stars as Novak Djokovic, Maria Sharapova, and Venus Williams. It also signed up an array of fashion designers and models, including Michael Kors, Diane von Furstenberg, Gisele Bündchen, and Kate Moss.
Ari_Emanuel  mybestlife  talent_management  mergers_&_acquisitions  entertainment_industry  chutzpah  Hollywood  overachievers  Ted_Forstmann  talent_representation  dealmakers  packaging  Silver_Lake  affirmations  idea_generation  creating_valuable_content  hard_work  performance  strivers  sports  fashion  superstars  risk-taking  William_Cohan  James_Baldwin  personal_accomplishments 
march 2015 by jerryking
Toronto’s school board isn’t just troubled. It’s rotten - The Globe and Mail
MARCUS GEE
The Globe and Mail
Published Friday, Jan. 16 2015

It is just as hard to imagine how a government that balks at breaking up a ridiculous and wholly unnecessary commercial monopoly such as the Beer Store is going to undertake a root-and-branch reform of the country’s biggest school board. Yet that is what is called for – nothing less.

The problem at the TDSB goes far beyond a few trustees with swollen heads. The rot at the board is deeper than that. Teachers’ unions and custodians’ unions have far too much power, individual teachers and principals far too little. The dead hand of the education bureaucracy stifles innovation and creativity.
TDSB  education  mediocrity  Marcus_Gee  mismanagement  schools  performance  bureaucracies  dysfunction  reform  root-and-branch  unions  autonomy  leadership 
january 2015 by jerryking
Jack Welch: 'Rank-and-Yank'? That's Not How It's Done - WSJ.com
Nov. 14, 2013 | WSJ| By Jack Welch

Unlike "rank-and-yank"—differentiation isn't about corporate plots, secrecy or purges. It's about building great teams and great companies through consistency, transparency and candor. It's about aligning performance with the organization's mission and values. It's about making sure that all employees know where they stand. Differentiation is nuanced, humane, and occasionally complex, and it has been used successfully by companies for decades....Differentiation starts with communication—exhaustive communication—of a company's mission (where it's going) and its values (the behaviors that are going to get it there)....Differentiation requires managers to let every employee know where he or she stands—how they're doing today, both quantitatively and qualitatively, and what their future with the company looks like. Are they a star in terms of both results and values (say, in the top 20% of the team), about average (say, about 70%), or not up to expectations (the bottom 10%)? Note: The 20-70-10 distribution is not set in stone. Some companies use A, B, and C grades, and there are other approaches as well.

Without a doubt, some companies use differentiation but leave this "grading" part out....The final component that makes differentiation work so effectively is feedback and coaching. Your stars know they are loved and rarely leave. Those in the middle 70% know that they are appreciated, and they receive clear guidance about how to improve their performance. And the bottom 10% is never surprised when the conversation sometimes turns, after a year of candid appraisals, to moving on.
Jack_Welch  talent_management  performance  performance_reviews  assessments_&_evaluations 
november 2013 by jerryking
Real estate agent’s school opinions spark firestorm in GTA
Sep. 08 2013 |- The Globe and Mail |by GREG McARTHUR.

Although it’s not unusual for real estate agents to post test scores on their websites, Ms. Kostyniuk, has gone two steps further, devising her own methodology for ranking schools and then offering her candid opinions, often on video. Her system, she says, is supposed to take into account socio-economic factors to make the rankings fairer, but instead she has sparked a firestorm on websites popular with educators. While she is applauded by the likes of the Fraser Institute for trying to measure school performance, lawyers with the Peel District School Board are discussing how they can persuade her to cease and desist publishing her ranking system. “I think we’re going to appeal to her sense of good taste and respect and ask her to not do this to our schools,” said the board’s director of communications, Brian Woodland....Her rankings rely primarily on the standardized tests administered by Ontario’s Education Quality and Accountability Office, but with a few twists. In an effort to identify underrated schools, she created what she calls the Teacher Difficulty Index.

While filming herself in promotional videos outside many of Mississauga’s schools, she says she encountered teachers and principals who revealed to her the four main factors that make a teacher’s job more difficult: lower household income levels, parental education, the number of single parent households in the neighbourhood and the number of ESL students. She purchased data about these factors from a polling company, and using a formula – she previously worked as a geomorphologist, her website says – came up with a list of schools that she believes are environments where it is more difficult to teach. From there she developed a “potency list” – schools that perform better than they should given the socio-economic factors in their neighbourhood.
real_estate  education  schools  performance  Mississauga  indices  underrated  data  ranked_list  standardized_testing  teachers  school_districts  rankings  data_driven  test-score_data  outperformance  creating_valuable_content 
september 2013 by jerryking
Delivering on the Promise of Nonprofits
December 2008 | HBR | Jeffrey L. Bradach (jeff.bradach@bridgespan.org) is the managing partner and a cofounder of the Bridgespan Group, a nonprofit
that provides strategy consulting and executive search services to nonprofits and philanthropy organizations. Thomas J. Tierney
(thomas.tierney@bridgespan.org) is the chairman and a cofounder of Bridgespan and a former worldwide managing director of
Bain & Company. Nan Stone (nan.stone@bridgespan.org) is a knowledge partner at Bridgespan and a former editor of Harvard
Business Review.

Idea in Brief
• U.S. nonprofits face mounting pressure to demonstrate the effectiveness of their programs—but the sector’s orientation toward mission
statements rather than market forces actually undermines their ability to focus on results.
• To push back and develop pragmatic plans for making a difference, nonprofit leaders should rigorously answer several interdependent
questions, suggested by the authors as a framework for change: Which results will we hold ourselves accountable for? How will we
achieve them? What will results really cost, and how can we fund them? How do we build the organization we need to deliver results?
• Successful organizations are willing to make hard trade-offs based on objective information to increase their impact.
HBR  nonprofit  effectiveness  performance  LBMA 
august 2012 by jerryking
Women, Welch Clash at Forum
May 4, 2012 | WSJ | By JOHN BUSSEY.

He had this advice for women who want to get ahead: Grab tough assignments to prove yourself, get line experience, and embrace serious performance reviews and the coaching inherent in them.

"Without a rigorous appraisal system, without you knowing where you stand...and how you can improve, none of these 'help' programs that were up there are going to be worth much to you," he said. Mr. Welch said later that the appraisal "is the best way to attack bias" because the facts go into the document, which both parties have to sign.
Jack_Welch  GE  work_life_balance  rigour  gender_gap  movingonup  executive_management  performance  performance_reviews 
may 2012 by jerryking
Take a page from spy manuals: Grade your informers
September 9, 2006 | Globe & Mail | AVNER MANDELMAN. If
you invest like a sleuth you need informers -- the better they are, the
better your chance of making money. But how to separate good information
sources from the mediocre and the bad? After all, info and advice are
everywhere -- brokers' analysts, newspaper columnists, industry experts,
and best of all, corporate personnel and customers who know the real
score. Lots of sources, not much time to digest them all....view
informers as intelligence sources and grade their performance, as
intelligence services grade theirs. Just how do professional
intelligence services manage it? Here we must go into the realm of
hearsay. The best intelligence services, it is said, rank their
informers by two categories. First is the informer's reliability, based
on his or her record. Second is the informer's own confidence in this
particular info. The first "letter grade" is given by the case officer
-- the agent-runner; the second by the agent.
Avner_Mandelman  security_&_intelligence  information  informants  grading  spycraft  performance  rankings  reliability  confidence_levels  information_sources  assessments_&_evaluations  intelligence_analysts 
may 2011 by jerryking
There is an entrenched culture of mediocrity in government and the private sector
Nov. 4, 2010 | Stabroek News | Sherwood Lowe.

an entrenched culture of mediocrity in government and the private sector. Guyana does not have a performance-oriented or results-driven society and economy.....
mediocrity  Guyana  private_sector  government  organizational_culture  performance 
november 2010 by jerryking
Thrashing
When referring to a computer, thrashing or disk thrashing is a
term used to describe when the hard disk drive is being overworked by
moving information between the system memory and virtual memory
excessively. Thrashing is often caused when the system does not have
enough memory, the system swap file is not properly configured, and/or
too much is running on the computer and it has low system resources.

When thrashing occurs, a user will notice the computer hard disk drive
always working and a decrease in system performance. Thrashing is bad on
a hard disk drive because of the amount of work the hard disk drive has
to do and if is left unfixed will likely cause an early failure of the
hard disk drive.

To resolve hard disk drive thrashing, a user can do any of the below.

1. Increase the amount of RAM in the computer.
2. Decrease the amount of programs being run on the computer.
3. Adjust the size of the swap file.
computer_networks  performance 
may 2010 by jerryking
School-testing study provides valuable lesson
Aug. 20, 2009 | Globe & Mail | by Marcus Gee. Schools with
students from more affluent backgrounds tend to do better provincewide
tests in reading, writing and mathematics that all students take in
Grades 3, 6, 9 and 10 under the Education Quality and Accountability
Office., but within that generality there are sharp variations.
Background is not destiny. Kids in poor districts don't have to have
lousy schools. Kids in rich areas don't always get great schools either.
testing  schools  Marcus_Gee  performance  Ontario 
august 2009 by jerryking
Report Card Season is Approaching
March 23/2007 | Fresh Thinking | by Levi Cooperman. Those of
you who are familiar with FreshBooks, you may know our report card
service (a different, more detailed and account specific service) gives
FreshBooks account holders a quarterly snapshot of their business based
on a handful of useful metrics (average time to collect payment, etc).
For those FreshBooks account holders that share their profession with
us, we go further and compare your metrics against those of other
businesses in your profession and tell you what percentile of the group
you fall into.
SaaS  Freshbooks  network_effects  metrics  performance 
july 2009 by jerryking
A+ for cultural capital
Jun. 27, 2006 G&M op-ed by Margaret Wente on immigrant
students in Toronto … fully 43% of Toronto’s secondary school students
were born outside Canada. For all the hardships faced by new immigrants
to Canada, many of their kids are the brightest of the bright. And they
also make up a disproportionate share of dropouts. It appears that how
well these students do in school has far more to do with where they’re
from than how long they’ve been here...The education system is supposed
to be the great equalizer. So what can the schools do about these
achievement gaps? People in Toronto are discussing all the usual stuff
-- a more inclusive curriculum, more ethnic teachers, more outreach to
families, more rejection of ethnic stereotypes, and, of course, an end
to discrimination. But the education system's ability to equalize the
outcomes is probably severely limited. That's because cultural capital
is formed at home and formed early.
achievement_gaps  high_schools  performance  Toronto  Margaret_Wente  schools  immigrants  TDSB  school_districts  dropouts  disproportionality  education  outcomes  cultural_capital  hardships 
january 2009 by jerryking

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