A short but very interesting video on how to get your work (and your life) organized. Comes from the angle of “turning off the monkey inside your head” you’ll see what I mean:
We all know what it’s like to sit through a bad presentation. We can easily spot the flaws — too long, too boring, indecipherable, what have you — when we watch others speak. The thing is, when we take the stage ourselves, many of us fall into the same traps.
Here are five of the most common, along with some tips on how to avoid them.
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The average worker today will change jobs about seven times over the course of their career, but few will go so far as to change their line of work entirely. Historically, people have been even less inclined to take the risk of a complete career revamp, often working one job their entire lives. But some of history’s boldest and most dynamic figures shared a common willingness to abandon one career after another, either in the search for their true calling or a simple inability to focus their interests on one particular area. Such famous people are proof that there’s no shame in being a perpetual career changer.
Who are these top serial career changers you ask? …
Last time “Work”, Ford Madox Brown’s vibrant, populous street scene of navvies laying water pipes in Hampstead, was shown at London’s Tate gallery, it was 1984. Margaret Thatcher, not known as a connoisseur of fine art, attended the opening. Then, as now, politicians were talking about the importance of “Victorian values”, and the consequences of unemployment and inequality. Now the canvas, which usually hangs in Manchester, is back in the city where it was painted. Brown’s radical aim – to ennoble and glorify hard work – has a renewed relevance at a time of economic downturn and high levels of joblessness.
About two years ago, Wayne Weita, a 33-year-old producer and director in the media department at Management Recruiters, began going to work at 8 a.m. instead of everyone’s usual 8:30 a.m. start time.
He takes a half-hour lunch, then leaves at 4:30. He started this schedule so he could get his 18-month-old son to and from the babysitter’s house on time. He admits that he still occasionally feels as though he needs to slither out so no one sees him leaving early: ‘Sometimes, if I’m at the elevator and someone’s going downstairs for a drink or candy bar, I do try to throw a reason [for leaving early] into the conversation subtly’ (Joyce, 2002: H06).
As this quote illustrates, employees’ display of ‘face time’ at work can affect how others perceive them.
But, how much do managers perceptions of “face time” affect their perception and evaluation of employees?
I see where CFOs need to “Float like a Butterfly”. Not only do Chief Financial Officers need to be appreciated for their ability to (continually) transform, Successful CFOs are appreciated for their grace and form as they accomplish amazing tasks with what looks like relative ease.
Do CFOs need to “Sting like a Bee”? Do they need to inflict pain to accomplish corporate objectives?
Butterflies have an easy transformation from caterpillar.
CFOs, those that make it to the role and those that are successful in the long term, have a much harder time. In fact, they do not have one transformational moment in a cocoon, but a series of ongoing transformations they must seek and overcome to continue to be successful and on top of their game.
The impending loss of intellectual capital that will occur when the baby boomers begin to retire in droves is, and will continue to be, a top concern for CFOs. Questions include:
· How well-developed are finance organizations’ strategies for developing talent?
· What is your finance organization doing to recruit and retain the talent it really needs?
· Do you believe your finance professionals have the right skills and knowledge to perform well?
· Most importantly, what are the solutions to these challenges and what business outcomes are at stake?
We all know them, the global finance leaders, the newly-promoted highly technical staff accountants, the number crunchers, but what does it really take to be a highly successful CFO?