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mit Aufschrift Never Try to Teach A Pig to Sing It Wastes Your Time & Annoys The Pig Mark Twain, dekoratives Universal-Haushaltsschild, Schatz-Holz-Design​. 7/out/ - Never attempt to teach a pig to sing; it wastes your time and annoys the pig. / Robert A. Heinlein. Klicke hier und lade das Don't Teach a Pig to Sing. It Wastes Your Time and Annoys the Pig. SVG Plotterdatei herunter · Window, Mac, Linux · Zuletzt aktualisiert. - "Never try to teach a pig to sing; it wastes your time and it annoys the pig." -Robert Heinlein. Jul 7, - Never try to teach a pig to sing either. It annoys the pigs - and wastes your time!

And it annoys the pig

Klicke hier und lade das Don't Teach a Pig to Sing. It Wastes Your Time and Annoys the Pig. SVG Plotterdatei herunter · Window, Mac, Linux · Zuletzt aktualisiert. Translations of the phrase THE PIG from english to german and examples of the use of "THE PIG" in a sentence with It annoys the pig, and it wastes your time. Jul 7, - Never try to teach a pig to sing either. It annoys the pigs - and wastes your time!

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Love Beauty Work You. Nobody ever drowned in his own sweat. Ann Landers. Work Sweat Nobody Own His. Top 10 Judy Sheindlin Quotes. View the list. Without labor nothing prospers.

Work Nothing Labor Without. Nothing will work unless you do. Maya Angelou. Work You Nothing Will. I put my heart and my soul into my work, and have lost my mind in the process.

Vincent Van Gogh. Work Heart Mind Soul Process. To find joy in work is to discover the fountain of youth. Pearl S. Work Youth Joy Fountain.

Site Home. Many times in my consulting work, I find myself facing this dilemma. Free translation: B follows A, so A must be the cause of B.

Innovation and renewal requires your windows open to the world. Plenty of organizations out there are experimenting with models, far […]. Commenting on the communist legacy, a soviet academic Oleg Bogomolov, who must have known a thing or two about things […].

We spend more time on preparing for doing than in doing. That would be good if we were just talking […]. Medium and big organizations tend to use a competence system that segments people by grades and by degree of competence.

I am paraphrasing British philosopher Simon Blackburn who said the same about scientists entering the temple of philosophy. There is […].

They usually seem unsatisfied with one […]. Back in June , people could walk over floating piers on Lake Iseo Italy , all covered with yellow material, one […].

Let me share with you my 3Ss, where I suggest you put your money: 1. My followers, readers, clients, […]. One of the very frequent questions that I ask my clients is what they can stop doing so that they […].

A social movement is not a bunch of people, even hundreds, or thousands, moving socially. A social movement needs a […]. This phrase is attributed to the physicist Wolfgang Pauli, who also described some arguments or theories as so bad that […].

So you have The Process and The Outcome dating. You would have thought that they are having a good time. I did not want to sell […].

Mobilizing people. This is another of the Holy Grails how many have I said we have? Whether you […]. Change management, or management of change.

Thank God there can only be two permutations, because they are the most over-used […]. Said Wittgenstein. Language in business and organizations creates frames, but also limitations.

And we have lots of these frames. Months ago, I found myself in front of a large audience composed of the highest ranks of the HR function […].

Is LinkedIn a Digital Rolodex? Do you connect with people who have already given you the […]. The historical existence of several layers of management in any organization may be related to its size.

In a command […]. I call this my compilation of poems or pieces of narrative that are […]. Try my Border Diet: A diet to protect yourself against persistent Full Disclosure that the digital world forces upon you.

He promised his people a land of milk and honey. Instead, they got a terrible hike […]. Many people, many of them in high managerial positions, succeed by avoiding failure.

They become unmemorable by design. A new […]. The war on talent. McKinsey consultants started it with a book of the same title. By focusing on what seemed […].

Management Theory if there is one and management practice are not physics. Lovely to have you […]. I have […].

No system can be fully understood within the system. No, this is not an esoteric statement but a simple, common […].

A neighbourhood with broken windows and graffiti on the walls says: look how easy it is to break a window […].

I know of a brilliant medical doctor who, in front of a worried patient, perhaps with some imaginary worries, perhaps […]. That was Nietzsche on change management!

It goes to the core of the issue of how we all try to […]. Here we go. Back in […]. It is unrealistic to expect upside down disruptive innovation in any business.

But the absence of disruptive thinking may be […]. On a hot afternoon visiting […]. With some exceptions, there is no such a thing as single, global, monolithic corporate culture.

There is usually a confederation […]. Some great killers postpone everything. There are four that dominate.

This […]. If you want to listen to your breathing, you need silence. You […]. Emotional Intelligence was a paragraph-length concept expressed in a library of publications.

At the time it was a shock in […]. Communicating, triggering behaviours, sustaining them and creating a culture, are all connected, interdependent, overlapping and parts of the chain of […].

In caricature, this is a 3 point strategy to develop further. Build an […]. Small sample of my collection. These are 10 […]. Each large or not that large organization needs one.

This tribe is composed of people who have a natural ability […]. Organizations need a Rapid Reaction Force.

OK, unless you are in the military, it does not mean military fatigue uniforms […]. Some people in organizations believe that they are working in a very bureaucratic, hierarchical, political and rigid environment.

Many of […]. The language of leadership is often plain and monotone. Used to explain slides and with a screen behind, leadership language […].

Conventional management of change has taught us that there is always going […]. The deep awareness […]. What should employees be loyal to?

Ask an average leader: to the company, of course. Loyalty may be disguised. In my organizational consulting work, and in behavioural terms, I am very used to be told, and challenged, that there […].

I said yesterday that for large scale mobilization of people AKA social movements, AKA company culture , it needs a platform. I wish I could remember where I did read these stats.

Russia under the Tsar …had million peasants and […]. In the era of digital semi anonymity, personal contact wins. In the era of corporate email broadcasting, personal contact wins.

Can we please look […]. I must […]. Grandiose plans get sabotaged by small things. Many years ago, I was involved in what was going to be a […].

The new, emerging organizations, many people would agree, are more collaborative, more leadership-distributed, less top-down, with more levels of empowerment […].

These two statements represent a form of magical thinking of the kind seen in ancient humans clouds and todays humans […]. As a traveller of many years […].

In my experience, people can understand budget cuts, but there are several types of acceptance, leading to several levels of […].

This is part of the point. It could have been anywhere. But I […]. A recent senior hire in a client company commented to me that the thing that most impressed her in the […].

Because work enhances […]. There is evidence, intelligently articulated by Phil Rosenzweig in The Halo Effect , that a series of measures of employee […].

There must be a better way than having consultants landing in my company and doing the stuff for me, […]. I have explored this theme before in my Daily Thoughts, but I feel compelled to go back!

Behavioural issues, whether […]. What type are you? How our mental models work is part of the Minimal Introspection, something we tend to overlook, […].

Whilst the holidays roll on, here is a leadership theme to consider Picture this organization. Closed culture, culture of secrecy, […].

Good Morning! The following article extends on our recent series on leadership this week. In the book by Gary Hamel […].

Here is the last of our series of three on Leadership this week. Recently, I keep finding myself […]. Morning to you.

Continuing my revised 12 laws of social change at a scale. Very simple laws apply to any large scale change […]. My revised 12 rules of social change at a scale.

These very simple laws apply to any large scale change […]. Our faith in communication is enormous. Perhaps because we know well the problems associated with the lack of communication.

Years ago I was talking to a client, a Senior VP in the company, about a project that had to […]. This week, I offered 10 types of people that challenge the status quo in organizations.

I also mentioned that our […]. Who challenges in organizations? People who have nothing to lose People who know that the art of challenging, equals not […].

Often you see people in organizations disillusioned with changes, considering themselves survivors of the yet another reorg, getting on with […].

Serious behavioural change? Start with micro-behaviours, then walk backwards to values, never the other way around. And bring peer-to-peer or […].

Forget work-life balance. It was a good concept that did a lot of good but has now retired. It cannot […].

The fastest and best way to build a creative culture is to have lots of creative people together. No kidding. Any organization has accountability holes, areas where nobody really owns the space.

They are not the same […]. We need teaming up, but we may not need more teams. We need role-modelling but may not need to call […].

I covered this in a previous Daily Thought but still relevant today. And old sticker […]. A simple exercise that leaders can do, either on their own with paper and pen, or with their management team, […].

One of the key rules of activism social, political, cause is not to spend more than the minimum necessary time […].

Something for the weekend. Written back in but still rings true today! We naturally retreat to comfort zones.

If […]. Another important idea first published in worth revisiting. A previously posted Daily Thought — well-worth revisiting.

John Le Carre, British ex secret intelligence serviceman, espionage writer, dixit. He […]. On one side, taxes are good, big government, social welfare, fighting for social justice and social mobility, human rights, women […].

Standard Operating Procedures, strategy documents, all normal process and systems and the organization chart are the headlines. If you really […].

It is counterintuitive to managers but not to cognitive scientists. Given airtime to an issue is not always a good […].

A few days ago, I went to a conference. The Good Mechanics of Continuous Improvement have given us a culture of feed-back. Feed back is worshiped.

There is a […]. Sorry for the medicalization, an annoying legacy in my brain from many years of diagnosing and prescribing. Unlike many other […].

Only that they are prone to take sabbaticals and stop delivering. In many cases […]. I published this ages ago.

Some people have asked me to repeat… since the robots are still coming and apparently […]. We can measure anything. Vital things, rubbish things, relevant, secondary, soft, hard, anything.

We have been told by the Wise […]. What is authenticity? For starters, a very nice word. One of these that we love to attach as a command: […].

First published in September An American educator said that children entered school as a question mark and left school […]. First published in August We are used to look at the cost of doing things.

And rightly so. We […]. First posted back in January. Most of our organizational problems are behavioural. Structural answers hardly solve behavioural problems.

Amalgamating A […]. First published in November If one thing has become clear after all these decades of management soul-searching for more […].

Socrates said. Or Plato said Socrates said. Socrates never wrote a word. He did not trust them. They were the […]. Eager to show that people will benefit, we spend […].

My mind is not for change. Look how strong I am. In the Brexit context, the discussion has often been […]. Space to reflect? Where is that?

Are you saying we are not reflective? Are you […]. I know leaders who are obsessed with this: the systematic use of feed back between managers and staff, between people.

We are pulled to conform to the group, to participate, to contribute, to say something. Nodding is not enough. Taking […]. In this model, the employee 1 is an activist, 2 largely working peer-to-peer, and 3 progressing towards if not arriving […].

The concept is simple. Imagine that you, as an employee, are in reality an […]. We assume that some things […].

Employees join forces to work on a Cause: green agenda, corporate […]. There is a book, or two, and its […].

Over the next 7 days, we wanted to revist a series of posts from , exploring the important topic of […].

In yet another experiment by Nicholas Christakis team see previous Daily Thought on mistakes by robots! Being open about mistakes, own mistakes, team mistakes, has always being considered a driver for trust.

If I as leader […]. The attractiveness of your corporate function is defined by […]. First published back in Plato told us in his Symposium that humans were originally androgynous, not men or women.

First published in November Forget […]. First published back in November If one thing has become clear after all these decades of management soul-searching for […].

We are the wrong mirror. Of course, we are committed […]. Every year I review the version of this list and share with my community.

Here is again, mode, with […]. The unwritten rules of the organization tell you more about its culture than all powerpoionts of its leadership programmes.

There are many versions of the same principle. We spend disproportionate amounts of time on issues. We often have deep […].

David Brooks, columnist of the New York Times and author too conservative for the liberals and too liberal for the […]. Organizational life can go on, driven by management, without asking people about their motivations.

These are assumed in a rather […]. Bottom-up is not more of the same workshops but at the bottom of the organization.

Changing the geography of top-down […]. The Free Rider problem is studied in social sciences and refers to people who benefit from a collective mainly public […].

Increasing the connectivity of people, who will benefit from enhanced collaboration ,to achieve good things better, faster, differently, is a […].

People reading these Daily Thoughts may be used to common themes, indeed. After all, I am not writing about nuclear […]. And employee characters, and company culture, and all the unwritten rules of the organization are shaped in the cafeteria, the […].

The process of creativity can be very messy. In fact, it is perhaps necessarily messy. Given our growing impatience and limited attention span our minds are overheated in the filtering of information, like traffic control […].

Possibility is perhaps the most beautiful word in management. There are organizations in which possibilities seem exhausted, work is an […].

Suddenly purpose is back. We are told that Millennials want purpose. Which may be true. As much as many other […].

Units of […]. Yesterday, my wife and I said goodbye to a good friend from France who works as a high level executive […].

Wisdom Nomads go form meeting to meeting. Behavioural change is still presented in many quarters with the same language as installing a piece of software.

Or maybe […]. Most of our organizational problems are behavioural Structural answers hardly solve behavioural problems. Amalgamating A and B because A and […].

I was used to the concept of catastrophic failure, but not catastrophic success, until I read an article in the […]. You can still browse and […].

Some organizations seem to have a love affair with problems. They love their disruptive and furtive nature.

Secret encounters in […]. The traffic was […]. Culture is the difference between 30 people making a decision in 30 days, and 3 people making the same […].

For as long as anybody can remember in management history, the team has been highlighted as the unquestionable form of […]. Culture is not a project, something to do on top of normal work, an extra, something to get your hands […].

Reposting a favourite from back in April One of the most toxic practices in organizational life is equating […].

It says it […]. One of the fundamental roles of leadership is to frame the narrative of the organization. This is easy to say […].

I am back to one of my favourites: measuring value. One of my oldest Daily Thoughts told this story. Every day […]. We navigate and work in organizations with a great deal of automatic pilot […].

The cult of Employee Satisfaction surveys is fading. Companies are doing less or less frequent.

Perhaps there is some tiredness. If one thing has become clear after all these decades of management soul-searching for more or less universal truths, this […].

Says Barbara Webb, professor of Biorobotics, who tries to simulate living organisms behaviours and extrapolate form here.

It sounds like […]. I have seen the same slide yet again. It keeps following me on Twitter, LinkedIn and Facebook.

OK, not on […]. At a recent conference, one of the speakers explained his recent experience in a building materials, large shop where he […]. As with many modern clever quotes, there is more than one author claiming this.

Multinational companies are values and behaviours schools. It may not be in their mission and vision, in the job descriptions […]. If you love KPIs, here is one.

The attractiveness of your corporate function is defined by the number of people […]. Some organizations are breathless.

It could be good or bad, usually not too good. Other organizations are like funerary […]. Malaria is not an increase of temperature in the thermometer Employee engagement is not a score in a Gallup scale […].

I […]. These rules apply whether you are an external partner or an internal one. Rule number 1.

Resistance is never universal. Do you understand the strategy? Yes Can you see why we need to change, to do anything?

Yes Do you […]. If you are driving a car and you have a puncture, […]. Airtime is finite. Initiatives, activities, tasks, ideas, attention to people, reaching the boss, innovation discussions, programmes, change programmes, leadership programmes, […].

February is shorter and boring. Unless you go skiing, which half […]. An American educator said that children entered school as a question mark and left school as a full stop.

Professional projectization was the thing. Until it […]. This is an unwritten rule in US presidential elections and a line in a witty and fascinating book by Dan […].

Dr Leandro Herrero has produced a 5 hour masterclass divided into 28 […]. Our thinking is far from rational. One of my favourite sets of Team Rules.

Real life. Not invented. One of my best clients. Always curious No […]. Not Even Fruit Bowls […]. You should see the differences not just the simple literary ones but the […].

And old sticker said This is a situation in which I find myself very often: Several corporate groups agree vocally, […]. We need a revolution in business academia or it will become irrelevant.

We are used to looking at the cost of doing things. We ask those questions as a […]. In an old study, which findings are very […]. For many, the time of post-break is approaching, if […].

Welcome to the last in our summer recap series. We hope you have enjoyed re-reading some of our favourite posts […]. Tribes in the organization: seeing the world in segments, […].

Normal service will be resuming shortly at Daily Thoughts HQ! But first, we wanted to share some of the best […]. Here is the third of our favourite posts on Leadership.

Enjoy and have a great weekend! Will I […]. We hope you enjoy our […]. Here is the third of our favourite posts on Culture.

Grab the magic thresholds […]. Lazy managers love questionnaires No offence to questionnaires. Slight jealousy between the Learned Pig and the Musical Mouse.

Whenever the Pig begins to practise with his letters as he has to do every day , the Musical Mouse begins to whistle and sing, just to put him out, and make him wild.

Consequently, I am obliged to beat the Pig. Even if the pupil could learn, others would do the business better. There are persons who have no capacity for learning a certain art, and teaching it to them would be lost labour.

In teaching musical skills to crows or pigs was depicted as a dubious undertaking: 6. Curtiss asked him what he would charge for teaching the crows how to sing melodiously.

He burst out laughing. They have absolutely no ear at all. I suppose it is possible to teach a pig to sing grand opera —or something that you could pretend he meant for grand opera—if you wanted to take the time and the patience to do it.

But why? In the saying was printed on an illustrated poster that a college student sent to his mother.

No ascription was provided: 8. The poster displayed a pig sitting comfortably in its native habitat.

The message at the bottom of the poster read:. Business Maxims. Avoid giving advice. Never try to teach a pig to sing; it wastes your time and it annoys the pig.

Paul Dickson. The linkage to Mark Twain is spurious.

And It Annoys The Pig Video

Sleeping Pig Wakes Up for a Cookie!

In the saying was printed on an illustrated poster that a college student sent to his mother. No ascription was provided: 8.

The poster displayed a pig sitting comfortably in its native habitat. The message at the bottom of the poster read:. Business Maxims.

Avoid giving advice. Never try to teach a pig to sing; it wastes your time and it annoys the pig. Paul Dickson. The linkage to Mark Twain is spurious.

Image Notes: Picture of a piglet from Elcholito at Pixabay. Portrait of Robert A. Images have been retouched, resized, and cropped.

Great thanks to Mededitor and RaPUNzel whose inquiries led QI to create this entry about singing pigs in conjunction with the previous entry about wrestling pigs.

Great thanks to David K. In addition, thanks to discussants James A. Landau and Peter Reitan. Skip to content. Mark Twain?

Robert Heinlein? Paul Dickson? This is how John Brockman, founder of The Edge, and editor of a […]. There is so much to fix and manage inside the organization that the task could be never ending.

Soon, and […]. I shared yesterday the tragedy of the obvious. Read […]. A man was leading a caravan of donkeys and crossing the border almost every day, coming back with apparently the […].

Employee empowerment is an output, an outcome. If you start thinking of employee empowerment as an input, something you are […]. You are stuck when confronted with dilemmas.

Maybe contradictory business decisions, or maybe the need to choose between two evils. Business loves inspirational stories.

The world of entrepreneurship and leadership constantly draw on stories. Many people love sports analogies.

Some […]. There is a big difference between copying and reverse engineering. Many people in business wish they could copy the great […].

This is an anthropology report. They paint their […]. I have always been a bit wary of people who repeatedly define themselves by what they are against.

It makes […]. Cuomo was an American […]. Friends, my heart is broken today. The UK is leaving the European Union tonight at pm continental time.

Many […]. Some organisations, or groups inside the organisation, suffer from lack of self belief. Arriving at the clean and clinical Stockholm airport, my pre-booked taxi is failing me.

I have some time to spare […]. If you had to build an organization from scratch, or re-design one, you would have options about some models to […].

There are times when you get stuck in arguments. Discussions seem to go nowhere. You are running in circles and […].

Keep adding. Pain is inevitable, misery […]. The traditional organization is, amongst other things, obsessed with closure.

It despises ambiguity and puts a premium on the absolute […]. The concept of disruption in management has been applied to innovation before.

A disruptive innovation is a technology, process or […]. It has created its own concept of customer services: meet customer expectations, […].

The company is too big to change. We are too small to compete. A meeting room without a flipchart is decaffeinated coffee.

The absence of a flipchart insinuates possibly lots of talking, perhaps […]. Surprise is a powerful strategy in its own right.

Surprise means being ahead of the game, being further ahead than […]. The closest thing to designing and building an organization is the designing and building a house.

You can build a […]. I, myself, spent […]. You have bought a pair of very expensive tickets for a classical music concert but the traffic is horrible and […].

Managers are good at messaging and communicating. Also, OK at […]. It says a lot to us. Continuing with thoughts on critical thinking….

Meeting expectations, exceeding expectations and all that jazz! Three comments on […]. For every idea that we need to carry forward, we invent an […].

You may not be brave enough, or crazy […]. The business day now has […]. The degree of comfort in discovering the roots of things, cannot be taken as proof of the truth.

The best […]. Is this what people want? Singing along with what the Big Gurus have provided? Music and lyrics?

Sometimes I feel […]. We spend too much time seeking predictable answers. They are not necessarily bad. If I work with Peter, Paul and […].

To think out of the box, one has to recognise first that there is a box. Therefore one has to […]. Benchmarking is a rear-mirror strategy.

People who spend too much […]. The hour has come. Radical is the word. From the Latin, radix, it means root. We need to get to […]. Management cultures, particularly Anglo Saxon, love acronyms.

This is something new employees need to learn. If coming from another industry, […]. Back in , Jim Collins, consultant and author, gained a lot of attention with his book Built To Last: Successful […].

Nuccio Ordine, an Italian professor, has written an essay of this title, to my knowledge not translated into English.

A while ago, I was told an anecdote about an MBA student who returned to their alma mater for a […]. List your competitors, then, compare yourself with a different list.

Most of the answers lie outside your immediate peer circle. These are the 10 strategic options you have at your disposal all the time, as I use them with my […].

The perfect state of a healthy organization is unfinished. Like a human being. Finished structures […]. It should not surprise us that people are constantly looking for the magic bullet of leadership.

What makes a good […]. This quote is from an unknown author. He or she must have known a thing or two about the futility […]. I call Collective Leadership that state in the evolution of management teams or leadership teams when the power of the […].

Today, there are more similarities between a teenager in Shanghai and a teenager in Rome, or Singapore and Madrid, or […].

A […]. Many times in my consulting work, I find myself facing this dilemma. Free translation: B follows A, so A must be the cause of B.

Innovation and renewal requires your windows open to the world. Plenty of organizations out there are experimenting with models, far […].

Commenting on the communist legacy, a soviet academic Oleg Bogomolov, who must have known a thing or two about things […].

We spend more time on preparing for doing than in doing. That would be good if we were just talking […].

Medium and big organizations tend to use a competence system that segments people by grades and by degree of competence.

I am paraphrasing British philosopher Simon Blackburn who said the same about scientists entering the temple of philosophy.

There is […]. They usually seem unsatisfied with one […]. Back in June , people could walk over floating piers on Lake Iseo Italy , all covered with yellow material, one […].

Let me share with you my 3Ss, where I suggest you put your money: 1. My followers, readers, clients, […].

One of the very frequent questions that I ask my clients is what they can stop doing so that they […]. A social movement is not a bunch of people, even hundreds, or thousands, moving socially.

A social movement needs a […]. This phrase is attributed to the physicist Wolfgang Pauli, who also described some arguments or theories as so bad that […].

So you have The Process and The Outcome dating. You would have thought that they are having a good time. I did not want to sell […].

Mobilizing people. This is another of the Holy Grails how many have I said we have? Whether you […]. Change management, or management of change.

Thank God there can only be two permutations, because they are the most over-used […]. Said Wittgenstein. Language in business and organizations creates frames, but also limitations.

And we have lots of these frames. Months ago, I found myself in front of a large audience composed of the highest ranks of the HR function […].

Is LinkedIn a Digital Rolodex? Do you connect with people who have already given you the […]. The historical existence of several layers of management in any organization may be related to its size.

In a command […]. I call this my compilation of poems or pieces of narrative that are […]. Try my Border Diet: A diet to protect yourself against persistent Full Disclosure that the digital world forces upon you.

He promised his people a land of milk and honey. Instead, they got a terrible hike […]. Many people, many of them in high managerial positions, succeed by avoiding failure.

They become unmemorable by design. A new […]. The war on talent. McKinsey consultants started it with a book of the same title.

By focusing on what seemed […]. Management Theory if there is one and management practice are not physics. Lovely to have you […].

I have […]. No system can be fully understood within the system. No, this is not an esoteric statement but a simple, common […]. A neighbourhood with broken windows and graffiti on the walls says: look how easy it is to break a window […].

I know of a brilliant medical doctor who, in front of a worried patient, perhaps with some imaginary worries, perhaps […].

That was Nietzsche on change management! It goes to the core of the issue of how we all try to […]. Here we go.

Back in […]. It is unrealistic to expect upside down disruptive innovation in any business. But the absence of disruptive thinking may be […].

On a hot afternoon visiting […]. With some exceptions, there is no such a thing as single, global, monolithic corporate culture.

There is usually a confederation […]. Some great killers postpone everything. There are four that dominate. This […].

If you want to listen to your breathing, you need silence. You […]. Emotional Intelligence was a paragraph-length concept expressed in a library of publications.

At the time it was a shock in […]. Communicating, triggering behaviours, sustaining them and creating a culture, are all connected, interdependent, overlapping and parts of the chain of […].

In caricature, this is a 3 point strategy to develop further. Build an […]. Small sample of my collection. These are 10 […]. Each large or not that large organization needs one.

This tribe is composed of people who have a natural ability […]. Organizations need a Rapid Reaction Force. OK, unless you are in the military, it does not mean military fatigue uniforms […].

Some people in organizations believe that they are working in a very bureaucratic, hierarchical, political and rigid environment.

Many of […]. The language of leadership is often plain and monotone. Used to explain slides and with a screen behind, leadership language […].

Conventional management of change has taught us that there is always going […]. The deep awareness […]. What should employees be loyal to?

Ask an average leader: to the company, of course. Loyalty may be disguised. In my organizational consulting work, and in behavioural terms, I am very used to be told, and challenged, that there […].

I said yesterday that for large scale mobilization of people AKA social movements, AKA company culture , it needs a platform. I wish I could remember where I did read these stats.

Russia under the Tsar …had million peasants and […]. In the era of digital semi anonymity, personal contact wins. In the era of corporate email broadcasting, personal contact wins.

Can we please look […]. I must […]. Grandiose plans get sabotaged by small things. Many years ago, I was involved in what was going to be a […].

The new, emerging organizations, many people would agree, are more collaborative, more leadership-distributed, less top-down, with more levels of empowerment […].

These two statements represent a form of magical thinking of the kind seen in ancient humans clouds and todays humans […].

As a traveller of many years […]. In my experience, people can understand budget cuts, but there are several types of acceptance, leading to several levels of […].

This is part of the point. It could have been anywhere. But I […]. A recent senior hire in a client company commented to me that the thing that most impressed her in the […].

Because work enhances […]. There is evidence, intelligently articulated by Phil Rosenzweig in The Halo Effect , that a series of measures of employee […].

There must be a better way than having consultants landing in my company and doing the stuff for me, […].

I have explored this theme before in my Daily Thoughts, but I feel compelled to go back! Behavioural issues, whether […]. What type are you?

How our mental models work is part of the Minimal Introspection, something we tend to overlook, […]. Whilst the holidays roll on, here is a leadership theme to consider Picture this organization.

Closed culture, culture of secrecy, […]. Good Morning! The following article extends on our recent series on leadership this week. In the book by Gary Hamel […].

Here is the last of our series of three on Leadership this week. Recently, I keep finding myself […].

Morning to you. Continuing my revised 12 laws of social change at a scale. Very simple laws apply to any large scale change […].

My revised 12 rules of social change at a scale. These very simple laws apply to any large scale change […]. Our faith in communication is enormous.

Perhaps because we know well the problems associated with the lack of communication. Years ago I was talking to a client, a Senior VP in the company, about a project that had to […].

This week, I offered 10 types of people that challenge the status quo in organizations. I also mentioned that our […]. Who challenges in organizations?

People who have nothing to lose People who know that the art of challenging, equals not […]. Often you see people in organizations disillusioned with changes, considering themselves survivors of the yet another reorg, getting on with […].

Serious behavioural change? Start with micro-behaviours, then walk backwards to values, never the other way around. And bring peer-to-peer or […].

Forget work-life balance. It was a good concept that did a lot of good but has now retired. It cannot […]. The fastest and best way to build a creative culture is to have lots of creative people together.

No kidding. Any organization has accountability holes, areas where nobody really owns the space. They are not the same […].

We need teaming up, but we may not need more teams. We need role-modelling but may not need to call […].

I covered this in a previous Daily Thought but still relevant today. And old sticker […]. A simple exercise that leaders can do, either on their own with paper and pen, or with their management team, […].

One of the key rules of activism social, political, cause is not to spend more than the minimum necessary time […].

Something for the weekend. Written back in but still rings true today! We naturally retreat to comfort zones. If […]. Another important idea first published in worth revisiting.

A previously posted Daily Thought — well-worth revisiting. John Le Carre, British ex secret intelligence serviceman, espionage writer, dixit.

He […]. On one side, taxes are good, big government, social welfare, fighting for social justice and social mobility, human rights, women […].

Standard Operating Procedures, strategy documents, all normal process and systems and the organization chart are the headlines.

If you really […]. It is counterintuitive to managers but not to cognitive scientists. Given airtime to an issue is not always a good […].

A few days ago, I went to a conference. The Good Mechanics of Continuous Improvement have given us a culture of feed-back.

Feed back is worshiped. There is a […]. Sorry for the medicalization, an annoying legacy in my brain from many years of diagnosing and prescribing.

Unlike many other […]. Only that they are prone to take sabbaticals and stop delivering. In many cases […]. I published this ages ago. Some people have asked me to repeat… since the robots are still coming and apparently […].

We can measure anything. Vital things, rubbish things, relevant, secondary, soft, hard, anything.

We have been told by the Wise […]. What is authenticity? For starters, a very nice word. One of these that we love to attach as a command: […].

First published in September An American educator said that children entered school as a question mark and left school […].

First published in August We are used to look at the cost of doing things. And rightly so. We […]. First posted back in January.

Most of our organizational problems are behavioural. Structural answers hardly solve behavioural problems.

Amalgamating A […]. First published in November If one thing has become clear after all these decades of management soul-searching for more […].

Socrates said. Or Plato said Socrates said. Socrates never wrote a word. He did not trust them. They were the […]. Eager to show that people will benefit, we spend […].

My mind is not for change. Look how strong I am. In the Brexit context, the discussion has often been […]. Space to reflect? Where is that? Are you saying we are not reflective?

Are you […]. I know leaders who are obsessed with this: the systematic use of feed back between managers and staff, between people.

We are pulled to conform to the group, to participate, to contribute, to say something. Nodding is not enough. Taking […].

In this model, the employee 1 is an activist, 2 largely working peer-to-peer, and 3 progressing towards if not arriving […].

The concept is simple. Imagine that you, as an employee, are in reality an […]. We assume that some things […]. Employees join forces to work on a Cause: green agenda, corporate […].

There is a book, or two, and its […]. Over the next 7 days, we wanted to revist a series of posts from , exploring the important topic of […].

In yet another experiment by Nicholas Christakis team see previous Daily Thought on mistakes by robots! Being open about mistakes, own mistakes, team mistakes, has always being considered a driver for trust.

If I as leader […]. The attractiveness of your corporate function is defined by […]. First published back in Plato told us in his Symposium that humans were originally androgynous, not men or women.

First published in November Forget […]. First published back in November If one thing has become clear after all these decades of management soul-searching for […].

We are the wrong mirror. Of course, we are committed […]. Every year I review the version of this list and share with my community. Here is again, mode, with […].

The unwritten rules of the organization tell you more about its culture than all powerpoionts of its leadership programmes. There are many versions of the same principle.

We spend disproportionate amounts of time on issues. We often have deep […]. David Brooks, columnist of the New York Times and author too conservative for the liberals and too liberal for the […].

Organizational life can go on, driven by management, without asking people about their motivations. These are assumed in a rather […]. Bottom-up is not more of the same workshops but at the bottom of the organization.

Changing the geography of top-down […]. The Free Rider problem is studied in social sciences and refers to people who benefit from a collective mainly public […].

Increasing the connectivity of people, who will benefit from enhanced collaboration ,to achieve good things better, faster, differently, is a […].

People reading these Daily Thoughts may be used to common themes, indeed. After all, I am not writing about nuclear […]. And employee characters, and company culture, and all the unwritten rules of the organization are shaped in the cafeteria, the […].

The process of creativity can be very messy. In fact, it is perhaps necessarily messy. Given our growing impatience and limited attention span our minds are overheated in the filtering of information, like traffic control […].

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