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内容：cherish huang 编辑：Gavin huang
Wechat ID: NativeStudy / Weibo: http://weibo.com/u/3476904471
How to connect with depressed friends
Want to connect with a depressed friend but not sure how to relate to them? Comedian and storyteller Bill Bernat has a few suggestions. Learn some dos and don'ts for talking to people living with depression -- and handle your next conversation with grace and maybe a bit of humor. Source: TED https://www.ted.com/talks/bill_bernat_how_to_connect_with_depressed_friends
[Rephrase 1 | 13:10]
Part II: Speed
Automation Is Expected to Create Jobs but Only You Can Make Sure You Get One By Karen Lachtanski | 2 March 2018 Prepare now to join the digital workforce before the arrival of the robotic overlords.
[Time 2] As workers, we have many job-related rights. What we don’t have is the right of continued employment. Whether that should change is another topic. But what we do have is the desire to better ourselves and be forward thinking.
It doesn’t take much forward thinking to realize that today’s jobs are becoming automated. Robots? Check. Artificial intelligence combined with Internet of Things devices? Check. They are coming and in ways we never thought possible 10 years ago. Who would have thought we’d be talking to chat boxes for customer service, for example?
In general, automation is riding a wave as employers perceive better productivity and lower costs as benefits. Does this move toward a digital workforce mean fewer jobs? Leading economists argue the opposite, that automation will actually increase jobs.
History tells the tale. Economists point to history to show that automation actually creates jobs. As odd as it sounds, as automation speeds up a task, humans come in to do the surrounding tasks that have not been automated. For example, in the 1920’s when automation helped increase cloth weavers’ production by 50 perfect, the price of cloth went down, increasing demand, which in turn increased the number of weavers needed.
A more recent example would be in the banking industry with automated teller machines (ATMs). When ATMs came into use, the number of bank tellers in 1988 was 20 per branch. This fell to 13 per branch in 2004. However during that same period, banks opened up 43 percent more branches and the overall number of bank-teller jobs increased.
[Time 3] Millennials, Baby Boomers -- we are all at risk. It doesn’t really matter your age or career stage, you are in to be impacted. An estate planning attorney who, for the last 20 years, successfully ran his own practice can suddenly find that an app replaces his services. A young mechanical engineering graduate may find jobs scarce due to advances in CAD and 3D printing. In fact, the coming wave of robots, cognitive computers and artificial intelligence can impact blue- and white-collar jobs equally.
What is different than in the days of weavers and ATMs is that the jobs required now and in the future require higher-level skills. If an argument is to be made against digital transformation, it is that the divide between high-level skills and low-level skills will become wider, with little or no middle ground.
It doesn’t help to dwell on it without taking any action. What sets you apart is what you are willing to do about it.
Ask for job training in a new area. Your current employer is probably thinking about ways to increase productivity through automation. One of the first things (hopefully) they are thinking about is the kind of skills they need. Talk to your manager, HR and IT to see what is happening. Find out if they plan to offer job training to transition valuable workers to new skills. If they are not, that may be a sign for you to look elsewhere soon.
Get trained in an area that interests you. Doctors and nurses are required to attend courses to stay up to date in the medical field, yet for some reason, most other jobs don’t have that requirement. But there are community colleges and online courses that can provide you with the skills that will be in demand at your place of employment or elsewhere.
Perhaps you are interested in gadgets and can learn about how robots work and how they are being used to automate repetitive steps in manufacturing. It might inspire you to use robots in your work.
[Time 4] Be the person who starts a digital initiative. Perhaps your current role gives you an inside perspective on how things could be more efficient if only, if only….(fill in the blank). Research what it would take to implement your idea and suggest it. Be politely persistent if your immediate manager is cold to the idea and take your ideas to higher levels.
At worst, you will be recognized as someone with forward-thinking ideas and someone who is ready to adapt. At best, you actually get to implement your idea, proving your digital aptitude and penchant to be part of the digital transformation.
Become digitally literate. Are you the person always trying new things and trying out new gadgets? Lead a lunch session to introduce new digital things to your colleagues. Getting used to new things, to constant change not only stimulates the mind but it also prepares people to accept new processes and to think about how to apply the concepts into their own daily work.
Embrace your robotic overlord. In many cases, automated processes and humans can co-exist. The main reason for robotics is that it can do things better than humans. Robots are especially good at repetitive actions -- they don’t get tired and make mistakes. They are also good at doing two different things at once where correlations can be observed. But embrace it, because they are doing the boring stuff, freeing you up to do the more fulfilling work.
It’s natural to be a bit nervous about where all this technology is going to take us and the impact it will have on our careers, whether we are just embarking on a career or well entrenched in the working world. After all, researchers predict there is a 50 percent chance that machines will be capable of taking over all human jobs in 120 years. The same article has some startling predictions of what will happen within the next 10 years.
But knowledge is power, and taking proactive steps to ensure your skill set matches what is needed in the future can give us a sense of control. You might find a new, exciting career in the process. [367 words]
Source： Entrepreneur https://www.entrepreneur.com/article/309193
If Your Employees Are Looking for New Jobs, the Reason Is Clear By Heather R. Huhman | 1 March 2018 Chances are, you've given them a job but not a career. Time to turn around your thinking.
[Time 5] Leaders often forget the difference between a "job" and a "career." A job is a means to a paycheck, whereas a career is a long-term path that provides meaning. So, offering employees "jobs" doesn't usually inspire loyalty.
Research backs this up: A November 2017 Addison Group survey of 1,000 employees found that 84 percent of those respondents actively seeking a new opportunity viewed their job as just that -- a job. They didn't feel they had a career.
The message here is clear: If leaders want employees to stick around, they need to offer something more: a long-term way to align individuals with the organization. Otherwise, those employees will always be on the lookout for another, better opportunity.
Hire for "potential." Whitney Johnson is the Roanoke, Va.-based author of Build an A-Team. She points out that when hiring for a job, leaders tend to focus on proficiency. Yet proficiency only works initially. It doesn’t allow employees to fully realize or pursue their potential.
Prioritizing potential, on the other hand, creates an opportunity for employees to learn and set goals for themselves.
For example, four years ago, Emily Key, the vice president of operations at the Vancouver-based online bookkeeping company Bench, hired an intern for whom she developed a series of goals. By meeting those goals, the intern gained experience in the company’s service department -- and now leads that team.
“When employees see a clear path of progression from their current role to a more senior position in the company, they are more likely to pursue that opportunity within the company,” Key told me via email.
So, take the time to learn about job candidates’ career goals. During the hiring process, talk about where they see themselves in a year and in five years. Then, discuss the various paths they can follow to reach those goals.
Also, be clear about expectations and milestones they’d need to meet to progress toward their goals. This will show job seekers that your organization values employees and wants them to stay long-term.
Provide meaning. Great employees believe in a company’s values and mission. They want to play a meaningful role. Edward Fleischman, chairman and CEO of the New York-based recruiting firm ,The Execu|Search Group, suggests that the best way to provide that meaning is to show employees the impact of their work.
“When an employee enjoys what they do, sees their impact and feels valued, they will want to build their career with the organization,” Fleischman suggested via email.
From Day 1, then, explain to employees how even the smallest tasks contribute to the big picture. Organizing a spreadsheet may seem like busy work until they understand what that spreadsheet is for and the role it plays in achieving larger company goals. Be transparent about where the company is going and the role individual employees play. Meaning will follow.
[Time 6] Groom for future roles. Crystal Huang is the CEO of the Irvine, Calif,-based talent management platform ProSky. She told me that she once had an employee who would constantly ask when the next pay raise would come. At the same time, Huang noticed that this man was less interested in his work. After talking to him, she discovered that he didn’t see a future with the company.
That's when Huang decided to create a career pathway for each and every employee. That "pathway" lays out what milestones an employee needs to hit before his or her next raise or promotion. The key, Huang told me, is to tie each of these steps to a company goal.
For example, say your company is looking to improve customer service, and a particular employee wants to move into a management role: Create a plan to make both things happen.
Start by addressing any customer service hurdles the employee faces. If necessary, provide training to help the employee overcome those hurdles. Then, encourage the employee to share his or her knowledge with others. Having this individual guide co-workers will simultaneously improve customer service while preparing the employee to manage.
Make it a team effort. They say it takes a village to raise a child. It also takes a sense of community to develop an employee. Being surrounded by other skilled employees allows each individual to learn and grow.
Liz Corcoran is now the director of talent development at the Chicago-based social media management platform Sprout Social. In a previous role, she told me, she was the manager for an intern looking to gain experience in organizational development.
Corcoran took the concept of "intern" seriously: Instead of isolating him, with "intern responsibilities," she said, she made him an integral part of the team. And she was rewarded for that effort: Over time, the intern developed into a successful full-time employee.
“A career can only go so far if just one person is pushing it along,” Corcoran pointed out via email. “It takes cooperation and initiative from both the employer and employee to drive a career."
So, do what Corcoran and the others commenting here did: Create an environment where employees are encouraged to teach and mentor one another. Schedule team lunches where one employee talks about his or her personal career path. In that kind of culture, employees can share what's helped them advance and answer questions from others who want to follow a similar path. [416 words]
Source： Entrepreneur https://www.entrepreneur.com/article/309704
Most Leaders Know Their Strengths — but Are Oblivious to Their Weaknesses By Jack Zenger AND Joseph Folkman | 21 February 2018
[Paraphrase 7] “Oh, I pretty much know my strengths and my weaknesses.”
If we had a dollar for every time we’d heard this from an executive we were coaching, we could have retired a long time ago. When probed, they often proclaim that while they might not recognize all their strengths, they are confident about knowing their serious weaknesses.
And yet what we see when we administer 360-degree feedback surveys on behalf of these leaders is that the executives with really low scores in one or more areas are often completely unaware of their fatal flaws. They are shocked to find themselves scoring so low — even though approximately 30% of all the leaders we’ve studied have at least one fatal flaw.
Let us explain what we mean by a “fatal flaw.” Everyone has weaknesses, but over the course of administering assessments to tens of thousands of leaders, we have found that most of the time that mild weaknesses do not impact a person’s overall effectiveness. Thus, while leaders usually aren’t aware of their weaknesses, this doesn’t hurt them.
Fatal flaws, however, are different. These are weaknesses that are so extreme that they can have a dramatic negative effect on a leader, seriously hampering their contribution to the organization and their career progress. Everyone else can see this clearly; but the person with the fatal flaw almost never does. And here, that blindness has a steep cost.
Our data shows that someone who is perceived very poorly on any single, important leadership trait pays a high price. If their score is in the bottom 10 percent on one key skill, they will rank in the bottom fifth overall — no matter how strong their other strengths are. Bottom line, leaders don’t need to be extremely good at everything, but they generally cannot be totally void in one area and still succeed.
Why Weaknesses Are Hard to Self-Diagnose Why are weaknesses and fatal flaws so hard for us to spot in ourselves? Here’s our theory. Strengths are seen as a direct outcome of some specific behavior exhibited by the leader. For example, they are extremely effective at solving problems and can point to specific instances where their quick thinking saved a project. Or they’re extremely good at marshaling their team to produce excellent work, and have seen the impact in the form of happy clients or industry awards. The leaders recognize something they do that produces a positive reaction, followed by a positive business outcome.
Weaknesses — especially fatal flaws — are the opposite. Fatal flaws are “sins of omission.” They’re a result of inaction, of the leader not doing something. In our assessments, some of the fatal flaws we see most often are a lack of strategic thinking; not taking responsibility for outcomes; and not building strong relationships. We occasionally do find leaders whose fatal flaws are “sins of commission” — like a boss with a terrible temper, or an executive who lies — but those people are (fortunately) very rare.
Because most fatal flaws are sins of omission, they are harder for to see in ourselves. The result, after all, is not visible. It’s a deal that never happens, or a project that doesn’t exist. These leaders are simply not making things happen.
When they get their low scores back, these leaders often say to us, “But I’ve done nothing to deserve these ratings.” However, we know their colleagues are thinking, “You deserve these ratings because you’ve done nothing.”
Becoming More Self-Aware There are several ways you can learn to identify your weaknesses, and start to figure out whether they are serious or mild.
You can start by finding a “truth teller” who will share honest feedback with you. Our data shows that a large number of colleagues know about or see firsthand a serious failing in their colleague. Such people just need to be found — and encouraged to speak. They have to believe that you genuinely want honest information. If they begin to convey the truth in a cautious, tentative way, encourage them to open up by being proactively receptive. Your reaction will allow you to hear the complete story.
If that doesn’t work, consider hiring outside help. We wish we could tell you that you could simply think your way to greater self-awareness, but the truth is, that’s really hard to do. If your company doesn’t offer coaching or 360-degree feedback (we may be biased, but we do think it’s the best way to improve self-awareness), consider hiring a coach or therapist on your own. (Therapy is often covered by health insurance, while coaching is not.) This person may be able to help you gain a better understanding of your weaknesses and find ways to remedy them.
Think about it. If roughly one-third of leaders have a fatal flaw and you are sitting in a management meeting, look to your right and then to your left. As the old joke goes, if in your opinion, neither of these two colleagues has a really serious weakness, then the laws of statistics suggest that you do. [894 words]
Source: Harvard Business Review https://hbr.org/2018/02/most-leaders-know-their-strengths-but-are-oblivious-to-their-weaknesses
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发表于 2018-3-4 13:12:59
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o not isolate intern with “intern responsibilities”. 
