When I was asked to write about what makes a dream job, I first thought about describing my own job. I love what I do! After deciding such a column would be a little egotistical, I made a list of friends and clients and asked myself which one had a dream job.
To me, a dream job does not mean a job with lots of money or status. It’s a job that allows you to fulfill your dreams—whatever they are—and do what is most meaningful and fun for you. I decided one person on my list who has a dream job is my friend Mark Tercek, who works for Goldman Sachs (GS). He has a job unlike any I have ever encountered, largely because he designed it to match his dreams. He cares deeply about education and the environment, and his job allows him to work in both areas. Edited excerpts from our recent conversation follow.
What is your job, and how is it a dream job for you? Continue reading » »
John Fleming and Jim Asplund are the co-authors of Human Sigma: Managing the Customer Encounter. They believe that when it comes to human systems—a company’s employees and their relationships with customers—businesses have dropped the ball. Their view is that by moving the customer experience away from face-to-face, bricks-and-mortar channels and into call centers (BusinessWeek, 09/27/07) and Internet sites, companies have ripped the soul out of business. John and Jim contend that companies can put people back in business while simultaneously increasing value and profit (BusinessWeek, 10/25/07).
My undergraduate degree is in mathematical economics. In my work as an educator and coach, I always believe in measuring positive change in human interaction. I love John and Jim’s idea of increasing the application of measurement in the human dimension. Here are some edited excerpts from a recent e-mail interview with them.
What is Human Sigma, and why do companies need it? Continue reading » »
My friend John Izzo is a fascinating person who combines an interest in spirituality with an interest in corporate life. His latest book, The Five Secrets You Must Discover Before You Die, is based on 250 interviews conducted with people over 60 on what they learned about the keys to fulfillment in their professional and personal lives. Following is an edited version of our conversation:
This project—interviewing people over 60 about the secrets of life—sounds like great fun. I wish that I had done it! What gave you this idea? Continue reading » »
Those plaques on the walls! Those inpiring mottos! Companies have wasted millions of dollars and countless hours agonizing over buzzwords and slogans that are hung on walls. There is a clear assumption that people’s behavior will change because the pronouncements on plaques are “inspirational” or certain words “integrate our strategy and values.” There is an implicit hope that when people—especially managers—hear great words, they will start to exhibit great behavior.
Sometimes these words or phrases morph as people try to keep up with the latest trends in corporatespeak. A company may begin by striving for “customer satisfaction,” then advance to “total customer satisfaction,” and then finally reach the pinnacle of “customer delight.”
I have observed more than 50,000 leaders from around the world as they participated in a fascinating experiential exercise, in which I ask participants to play two roles.
In one role, they provide “feedforward”: They give another participant suggestions and as much as they can help with a specific issue. In the second role, they accept feedforward: They listen to suggestions from another participant and learn as much as they can.
Step by Step
The exercise typically lasts 10 to 15 minutes, and the average participant has six or seven such sessions in that time. Participants are asked to: Continue reading » »
