O que dirá este senhor destes números?
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Por que não falam claro?
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Por que não vão directos ao assunto?
quinta-feira, fevereiro 03, 2011
Cuidado com as generalizações nacionais
Chuck Blakeman, no seu livro "Making Money Is Killing Your Business" faz o retrato de 3 tipos de proprietários de empresas. Um que me chamou logo a atenção foi o daqueles empresários focados no seu produto ou serviço.
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Há o costume de dizer que os empresários portugueses são maus, são os piores do mundo... afirmações feitas por quem está longe de lidar com eles e, mais ainda, de lidar com os outros. Este texto que se segue, foi escrito com base na experiência do autor ao trabalhar com empresários americanos.
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"Product-Focused Owner: The Craftperson
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… lives in a world of urgency and “today” and never has time to look back or forward because today is so pressing. (Moi ici: Assim, talvez Arroja exagere ao generalizar, com base em certas personagens que conhece, que todos os portugueses sejam escravos do agora, por serem portugueses ou por serem produtos de uma cultura católica) The Tyranny of the Urgent defines her lifestyle, and she has no time for the Priority of the Important because she can’t see how it will help her make any money today.
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Business Owners who are Product Focused are passionate (Moi ici: Adoptei uma máxima que descobri há poucos meses: a paixão numa empresa é inversamente proporcional à sua dimensão) about the product or service they provide because they are experts, professionals, craftspeople, artist and artisans; implementers, producers, doers, and finishers. They like being tactical, on the ground, and getting things done. They take great pride in the product or service they offer.
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Passion for their craft is what drives them to build their business. Their creative juices are focused on developing their expertise or constantly improving their product. They are focused on the present, what needs to be done today, and on perfecting their craft. Product Focused owners love to get personally involved in the system and have difficulty giving production over to employees who, in the craftsperson’s opinion, might lower the quality. They are much more passionate about their product or service than about what the market wants: “I make a great chair, somebody ought to buy it.” Customers can get in the way because they want to modify the product or service.
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The Product Focused owner can’t see the need to waste time thinking about the future or the past. They act on what needs to be done today. Spending time building good processes that others could follow is a waste of time. The Product Focused owner acts quickly on tactical things without needing a lot of information or planning. They don’t expend much energy on “strategic” planning or action. This is a great asset in getting things done on a day-to-day basis, but doesn’t set them up for future success.
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“The product or service itself is so great that customers will simply flock to my door.” This staunch product focus keeps them receiving good feedback from customers about how to make it more sellable. This focus would feel too compromising to the Product Focused owner. Therefore, if they do any marketing at all, it is Product Focused instead of Market Focused.
And they make the fatal flaw of wanting to focus on how great their chair-making abilities are instead of the result it brings the customer.
The product focus can also keep them from planning appropriately for the future, for downturns or growth, or for obsolescence.
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It’s no surprise that the overwhelming majority of all businesses are started, grown, and run by Product Focused owners. They have fewer failures than Market Focused or Systems Focused owners because they get production up and running quickly. But in the long run, they have more failures down the road than System Focused owners because they don’t get good processes in place to support growth.”
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Isto faz-me lembrar um resultado, muito divulgado por Kaplan e Norton, sobre o desempenho das equipas de gestão norte-americanas: mais de 85% das equipas directivas gasta menos de uma hora por mês a discutir a estratégia da empresa.
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Isto faz-me lembrar um resultado, muito divulgado por Kaplan e Norton, sobre o desempenho das equipas de gestão norte-americanas: mais de 85% das equipas directivas gasta menos de uma hora por mês a discutir a estratégia da empresa.
quarta-feira, fevereiro 02, 2011
Mais de 100 anos?
Há tempos, neste postal, escrevi:
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"Pessoalmente, espero nunca me reformar! Assumo-o, gosto, adoro aquilo que faço. E quanto mais anos passam, mais aprendo, mais experiências me habilitam a ser melhor no que faço, mais experiências me ensinam a ser mais flexível e a não seguir nenhum livro."
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Pois bem, "Age at retirement and long term survival of an industrial population: prospective cohort study" de Shan P Tsai, Judy K Wendt, Robin P Donnelly, Geert de Jong, and Farah S Ahmed, publicado no British Medical Journal:
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"Results: Subjects who retired early at 55 and who were still alive at 65 had a significantly higher mortality than those who retired at 65 (hazard ratio 1.37, 95% confidence interval 1.09 to 1.73). Mortality was also significantly higher for subjects in the first 10 years after retirement at 55 compared with those who continued working (1.89, 1.58 to 2.27). After adjustment, mortality was similar between those who retired at 60 and those who retired at 65 (1.06, 0.92 to 1.22). Mortality did not differ for the first five years after retirement at 60 compared with continuing work at 60 (1.04, 0.82 to 1.31).
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Conclusions Retiring early at 55 or 60 was not associated with better survival than retiring at 65 in a cohort of past employees of the petrochemical industry. Mortality was higher in employees who retired at 55 than in those who continued working."
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Lá vou ter de viver para lá dos 100 anos...
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"Pessoalmente, espero nunca me reformar! Assumo-o, gosto, adoro aquilo que faço. E quanto mais anos passam, mais aprendo, mais experiências me habilitam a ser melhor no que faço, mais experiências me ensinam a ser mais flexível e a não seguir nenhum livro."
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Pois bem, "Age at retirement and long term survival of an industrial population: prospective cohort study" de Shan P Tsai, Judy K Wendt, Robin P Donnelly, Geert de Jong, and Farah S Ahmed, publicado no British Medical Journal:
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"Results: Subjects who retired early at 55 and who were still alive at 65 had a significantly higher mortality than those who retired at 65 (hazard ratio 1.37, 95% confidence interval 1.09 to 1.73). Mortality was also significantly higher for subjects in the first 10 years after retirement at 55 compared with those who continued working (1.89, 1.58 to 2.27). After adjustment, mortality was similar between those who retired at 60 and those who retired at 65 (1.06, 0.92 to 1.22). Mortality did not differ for the first five years after retirement at 60 compared with continuing work at 60 (1.04, 0.82 to 1.31).
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Conclusions Retiring early at 55 or 60 was not associated with better survival than retiring at 65 in a cohort of past employees of the petrochemical industry. Mortality was higher in employees who retired at 55 than in those who continued working."
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Lá vou ter de viver para lá dos 100 anos...
O poder do "porquê?"
"As responsible business owners, we invest a lot of time answering the “what” question. What will I sell? What should my price be? What kind of marketing should I do?
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We find “how” intriguing as well – How will I find clients? How will I make ends meet this month? And we’re even okay with “who” (who is my ideal client) or “where” (where do I locate, advertise, network, etc.?).
All of these questions – who, what, where and how can be just plain fun to play around with. Why? (hint – this is a pretty important question) – Because they are largely theoretical questions. I can answer ALL of them brilliantly and do absolutely nothing – frozen in my tracks but feeling as if I’ve made great progress. But we’re really just playing office again. Merely doing complex (but easy) things that make us feel important and impress others.
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The 2nd most important question in business (see last week’s post) is “when”. We avoid it like the plague because when we attach it to all the other questions (who, what, where, and how), we suddenly lose control of our future. Instead of managing our plans, we are now managed by our Plan, required to take action and move forward when we’d rather think about it and play office some more.
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But the biggest, most important question in business is avoided even more then “when”. And it’s the most important question for determining our success.
Why?"
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Texto de Chuck Blakeman retirado de "Making Money is Killing Your Business"
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We find “how” intriguing as well – How will I find clients? How will I make ends meet this month? And we’re even okay with “who” (who is my ideal client) or “where” (where do I locate, advertise, network, etc.?).
All of these questions – who, what, where and how can be just plain fun to play around with. Why? (hint – this is a pretty important question) – Because they are largely theoretical questions. I can answer ALL of them brilliantly and do absolutely nothing – frozen in my tracks but feeling as if I’ve made great progress. But we’re really just playing office again. Merely doing complex (but easy) things that make us feel important and impress others.
.
The 2nd most important question in business (see last week’s post) is “when”. We avoid it like the plague because when we attach it to all the other questions (who, what, where, and how), we suddenly lose control of our future. Instead of managing our plans, we are now managed by our Plan, required to take action and move forward when we’d rather think about it and play office some more.
.
But the biggest, most important question in business is avoided even more then “when”. And it’s the most important question for determining our success.
Why?"
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Texto de Chuck Blakeman retirado de "Making Money is Killing Your Business"
terça-feira, fevereiro 01, 2011
Lee Chul Soo
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A simplicidade com que se retrata a diversidade.
A doutrina do agora
Às vezes ter memória é doloroso...
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Há cerca de 2 anos Teodora Cardoso, administradora do Banco de Portugal, afirmava que se tinha de obrigar os bancos a conceder crédito.
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Agora, a mesma administradora diz que temos de mudar de vida e participa numa conferência onde se junta a outros economistas para: "Economistas defendem que não adianta reduzir o défice orçamental se não se cortar na dívida externa. E deixam o alerta: os bancos terão de diminuir o crédito"
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Esta facilidade com que se muda de opinião... razão tem Arroja quando escreve sobre a doutrina do agora.
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Há cerca de 2 anos Teodora Cardoso, administradora do Banco de Portugal, afirmava que se tinha de obrigar os bancos a conceder crédito.
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Agora, a mesma administradora diz que temos de mudar de vida e participa numa conferência onde se junta a outros economistas para: "Economistas defendem que não adianta reduzir o défice orçamental se não se cortar na dívida externa. E deixam o alerta: os bancos terão de diminuir o crédito"
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Esta facilidade com que se muda de opinião... razão tem Arroja quando escreve sobre a doutrina do agora.
Acerca do empreendedorismo e da formação académica
Muitas vezes discute-se o fenómeno: quanto mais tempo na escola menos propensão têm as pessoas para o empreendedorismo.
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Talvez este texto "Should You Really Be A Startup Entrepreneur?" contribua para ajudar a explicar o fenómeno:
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"I’m sure everybody has their own definition of the attributes of an entrepreneur. Some of the ones I would identify are:
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Talvez este texto "Should You Really Be A Startup Entrepreneur?" contribua para ajudar a explicar o fenómeno:
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"I’m sure everybody has their own definition of the attributes of an entrepreneur. Some of the ones I would identify are:
- Not very status-oriented
- Doesn’t follow rules very well and questions authority
- Can handle high degrees of ambiguity or uncertainty
- Can handle rejection, being told “no” often and yet still have the confidence in your idea
- Very decisive. A bias toward making decisions – even when only right 70% of the time – moving forward & correcting what doesn’t work
- A high level of confidence in your own ideas and ability to execute
- Not highly susceptible to stress
- Have a high risk tolerance
- Not scared or ashamed of failure
- Can handle long hours, travel, lack of sleep and the trade-offs of having less time for hobbies & other stuff"
No caso português, Arroja vem à tona.
Quanto valerá?
Há semanas o anticomuna fez um comentário que tem ressoado na minha cabeça.
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Aqui em Estarreja, onde moro, frequento com alguma assiduidade uma loja Pingo Doce para fazer as chamadas compras de proximidade.
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No último ano tenho reparado na aceleração do fenómeno da introdução de marcas Pingo Doce (retail label) em detrimento das marcas dos fabricantes.
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Onde é que o Pingo Doce, o Continente e outras cadeias de distribuição contratam o fabrico destes produtos? Será que, como dizia o anticomuna, grande parte desta produção está a ser feita em Portugal, à custa da produção das marcas de fabricante realizadas noutros países?
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Quanto é que isso representará em termos de trocas comerciais?
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Aqui em Estarreja, onde moro, frequento com alguma assiduidade uma loja Pingo Doce para fazer as chamadas compras de proximidade.
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No último ano tenho reparado na aceleração do fenómeno da introdução de marcas Pingo Doce (retail label) em detrimento das marcas dos fabricantes.
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Onde é que o Pingo Doce, o Continente e outras cadeias de distribuição contratam o fabrico destes produtos? Será que, como dizia o anticomuna, grande parte desta produção está a ser feita em Portugal, à custa da produção das marcas de fabricante realizadas noutros países?
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Quanto é que isso representará em termos de trocas comerciais?
Para reflectir sobre o que é uma missão
Ter uma missão a cumprir, sentir uma causa, é muito mais do que uma declaração de missão.
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Uma interessante reflexão sobre o tema neste artigo "Do You Have a Mission Statement, or Are You on a Mission?":
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"A person or organization on a mission is inspiring. A mission statement is an abstraction. Add to this disadvantage the fact that most mission-statement writing is an exercise in compromise and equivocation, and now you've really depressed people."
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"The point is, don't put mission statements first. Get on a mission, and the other things will follow. Including the mission statement."
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"Don't waste your advertising space on your mission statement. Use the space to tell people what you've accomplished, or what amazing thing your product will do — use it to show them what mission you're actually on.
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And if you notice that you or your organization spends an inordinate amount of time talking about how to talk about what it does, then maybe it isn't sure what it does — and some serious soul-searching is in order. Maybe "messaging" has become a distraction. Perhaps there's some daring goal out there with your name on it that you're avoiding for fear of failure. But better to fail — mission-statement-less — at some audacious mission, than to have your mission statement all in order while risking nothing."
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Uma interessante reflexão sobre o tema neste artigo "Do You Have a Mission Statement, or Are You on a Mission?":
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"A person or organization on a mission is inspiring. A mission statement is an abstraction. Add to this disadvantage the fact that most mission-statement writing is an exercise in compromise and equivocation, and now you've really depressed people."
...
"The point is, don't put mission statements first. Get on a mission, and the other things will follow. Including the mission statement."
...
"Don't waste your advertising space on your mission statement. Use the space to tell people what you've accomplished, or what amazing thing your product will do — use it to show them what mission you're actually on.
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And if you notice that you or your organization spends an inordinate amount of time talking about how to talk about what it does, then maybe it isn't sure what it does — and some serious soul-searching is in order. Maybe "messaging" has become a distraction. Perhaps there's some daring goal out there with your name on it that you're avoiding for fear of failure. But better to fail — mission-statement-less — at some audacious mission, than to have your mission statement all in order while risking nothing."
segunda-feira, janeiro 31, 2011
Não há uma economia portuguesa!!!
Há muitas micro-economias dentro deste rectângulo à beira-mar plantado:
- "Comércio a retalho: vendas caem 2,3%"
- "Produção industrial cresce 3,3% em Dezembro" e a hiperligação para o relatório do INE.
Medo!!!
Sempre que os deputados se armam em anjos salvadores as coisas ficam mais caras:
- foi com a contabilização do tempo nas chamadas de telemovel;
- foi com os parques de estacionamento;
- foi com ...
Agora arranjaram mais um alvo para o bom-samaritanismo tóxico "Deputados querem combustíveis «low cost» em todo o lado".
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Já estou a imaginar mais impostos sobre os saxões, para pagar a quebra de margem de quem alinhar no low-cost.
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Já estou a imaginar mais impostos sobre os saxões, para pagar a quebra de margem de quem alinhar no low-cost.
Why Do Firms Exist?
"A firm will keep expanding and adding people as long as doing so is less expensive than securing the additional services in the marketplace."
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Esta afirmação parece tão simples mas encerra em si tanta coisa...
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Recentemente trabalhei com uma empresa que estava a crescer, face a 2009, cerca de 80%. Estavam com problemas de capacidade, as encomendas eram superiores à capacidade instalada. As entregas arrastavam-se...
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A gestão de topo dividia-se sobre qual o caminho a tomar: contratar mais gente ou recorrer a mais subcontratação?
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Contabilisticamente era mais barato contratar mais gente mas:
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Interessante este postal "Why Do Firms Exist?" acerca deste artigo "Why Do Firms Exist?"
"Capabilities are the key factors that define what an organization is able to accomplish."
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Esta afirmação parece tão simples mas encerra em si tanta coisa...
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Recentemente trabalhei com uma empresa que estava a crescer, face a 2009, cerca de 80%. Estavam com problemas de capacidade, as encomendas eram superiores à capacidade instalada. As entregas arrastavam-se...
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A gestão de topo dividia-se sobre qual o caminho a tomar: contratar mais gente ou recorrer a mais subcontratação?
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Contabilisticamente era mais barato contratar mais gente mas:
- será que as pessoas que vamos contratar se vão integrar nas equipas que já temos? As pessoas que trabalham connosco formam equipas entrosadas que podem ser desestabilizadas por gente que vem de fora sem conhecimentos, sem experiência, sem história...
- e se houver uma crise? Não será muito arriscado ter mais gente, mais responsabilidades dentro de casa?
- mais gente representa mais entropia, representa a necessidade de recorrer a novas formas de organização interna para as gerir. E será que as chefias intermédias que já temos serão as mais adequadas para esse novo nível do jogo?
A decisão é muito menos linear do que pode parecer à primeira vista.
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Interessante este postal "Why Do Firms Exist?" acerca deste artigo "Why Do Firms Exist?"
"Capabilities are the key factors that define what an organization is able to accomplish."
Algo me diz que Nuno Melo apanhou a maré quando ela já está a mudar
Basta seguir os postais desta série... para ligar os sintomas:
- aumento dos salários chineses;
- fim do stock de camponeses chineses disponíveis para migrarem para a cidade;
- aumento das greves chinesas;
- valorização do yuan;
- inflação chinesa;
- aumento das vendas no retalho chinês;
- explosão de SKUs e, como consequência, aumento da volatilidade e incerteza na procura;
- aumento da importância da rapidez, da flexibilidade e da proximidade.
domingo, janeiro 30, 2011
The Age of Precision Markets
Ontem, por causa deste comentário:
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"Gostava de ver, por exemplo um curso profissional, com o nome de "gestão aplicada aos têxteis", em que fosse estudado o sector têxtil de uma forma profunda, em que os tais gestores saiam com uma ideia precisa do que é necessário fazer para catapultar as empresas do têxtil para o sucesso. É disto que as empresas precisam, desde que leccionados por pessoas que saibam o que as empresas precisam.... refiro-me à gestão, mas é apenas um exemplo...."
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Recordei este trecho lido durante a manhã:
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"most companies' policies and processes reflect each company's situation three to five years ago. However, because supply chains involve long-lived facilities and equipment, in many companies they actually are designed to address the company's operating needs from ten to twenty years earlier"
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Pois é John, a velocidade a que mudam os factores abióticos é muito superior à velocidade a que a lei da vida muda os catedráticos nas escolas. Ainda hoje há doutorados a chefiar linhas de investigação e a ensinar, que se doutoraram antes do 1º choque petrolífero... como estão longe da vida real...
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E os economistas que foram educados no tempo em que a oferta era inferior à procura? Continuam a teimar seguir algoritmos formulados num mundo que já não existe.
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Ou seja, aquilo que é necessário para catapultar uma empresa têxtil para o sucesso ... está sempre a mudar!!!
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Encontrei estes dois artigos de Jonathan Byrnes que são absolutamente deliciosos e preciosos, em sintonia com o que defendemos neste blogue e, sobretudo, prevendo o sucesso da hipótese MONGO.
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"You Only Have One Supply Chain?" (Moi ici: Uma das razões para o regresso dos clientes estrangeiros a Portugal no B2B. Staple products podem continuar a vir da China, se os chineses continuarem interessados, seasonal e fashion products devem ser produzidos mais perto do consumo por causa da incerteza e da volatilidade da procura)
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"The Age of Precision Markets" (Moi ici: A nossa pregação missionária acerca dos clientes-alvo, da proposta de valor, da concentração... )
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"Toward the middle of the twentieth century, mass markets had developed to the point where their submarkets, or segments, were large enough to support efficient-scale production and market development. These segments were defined by demographics and psychographics (e.g., children's aspirin, jogging shoes). In response, mass marketing companies adapted or differentiated their products to fit these markets in a sort of "theme and variations" strategy. For ease of exposition, I'll refer to both the earlier mass markets and these large segmented markets as "mass markets."
The rise of mass markets created huge benefits for society, and also formed the dominant paradigm of how companies are managed today.
All that is changing.
...
The shift from mass markets to precision markets is manifested along several dimensions. It is a shift (1) from product-driven competition to account-driven competition; (2) from product innovation to supply chain innovation (including related services); (3) from broad-market targeting to precision account targeting; (4) from standardized, broad market engagement to focused, aligned, flexible market engagement; and (5) from functional department separateness with periodic budgetary and planning alignment to functional integration with overlapping responsibilities and ongoing alignment.
Like all paradigm shifts, the old will not simply go away; rather, it will be subsumed, enriched, and extended by the new. The essential difference between the old and the new is what each leads to operationally. Mass markets accommodate "silo" management, and the management focus is primarily on marketing and product positioning.
Precision markets offer a new way of thinking about a business, where marketing is just one of the main components. Even though a precision market will be defined around a "segment," which may be just an account, developing these markets requires an organic, whole-business response that goes far beyond classical marketing."
.
Quem é que nas universidades está a estudar este fenómeno e as suas implicações em Portugal?
.
"Gostava de ver, por exemplo um curso profissional, com o nome de "gestão aplicada aos têxteis", em que fosse estudado o sector têxtil de uma forma profunda, em que os tais gestores saiam com uma ideia precisa do que é necessário fazer para catapultar as empresas do têxtil para o sucesso. É disto que as empresas precisam, desde que leccionados por pessoas que saibam o que as empresas precisam.... refiro-me à gestão, mas é apenas um exemplo...."
.
Recordei este trecho lido durante a manhã:
.
"most companies' policies and processes reflect each company's situation three to five years ago. However, because supply chains involve long-lived facilities and equipment, in many companies they actually are designed to address the company's operating needs from ten to twenty years earlier"
.
Pois é John, a velocidade a que mudam os factores abióticos é muito superior à velocidade a que a lei da vida muda os catedráticos nas escolas. Ainda hoje há doutorados a chefiar linhas de investigação e a ensinar, que se doutoraram antes do 1º choque petrolífero... como estão longe da vida real...
.
E os economistas que foram educados no tempo em que a oferta era inferior à procura? Continuam a teimar seguir algoritmos formulados num mundo que já não existe.
.
Ou seja, aquilo que é necessário para catapultar uma empresa têxtil para o sucesso ... está sempre a mudar!!!
.
Encontrei estes dois artigos de Jonathan Byrnes que são absolutamente deliciosos e preciosos, em sintonia com o que defendemos neste blogue e, sobretudo, prevendo o sucesso da hipótese MONGO.
.
"You Only Have One Supply Chain?" (Moi ici: Uma das razões para o regresso dos clientes estrangeiros a Portugal no B2B. Staple products podem continuar a vir da China, se os chineses continuarem interessados, seasonal e fashion products devem ser produzidos mais perto do consumo por causa da incerteza e da volatilidade da procura)
.
"The Age of Precision Markets" (Moi ici: A nossa pregação missionária acerca dos clientes-alvo, da proposta de valor, da concentração... )
.
"Toward the middle of the twentieth century, mass markets had developed to the point where their submarkets, or segments, were large enough to support efficient-scale production and market development. These segments were defined by demographics and psychographics (e.g., children's aspirin, jogging shoes). In response, mass marketing companies adapted or differentiated their products to fit these markets in a sort of "theme and variations" strategy. For ease of exposition, I'll refer to both the earlier mass markets and these large segmented markets as "mass markets."
The rise of mass markets created huge benefits for society, and also formed the dominant paradigm of how companies are managed today.
All that is changing.
...
The shift from mass markets to precision markets is manifested along several dimensions. It is a shift (1) from product-driven competition to account-driven competition; (2) from product innovation to supply chain innovation (including related services); (3) from broad-market targeting to precision account targeting; (4) from standardized, broad market engagement to focused, aligned, flexible market engagement; and (5) from functional department separateness with periodic budgetary and planning alignment to functional integration with overlapping responsibilities and ongoing alignment.
Like all paradigm shifts, the old will not simply go away; rather, it will be subsumed, enriched, and extended by the new. The essential difference between the old and the new is what each leads to operationally. Mass markets accommodate "silo" management, and the management focus is primarily on marketing and product positioning.
Precision markets offer a new way of thinking about a business, where marketing is just one of the main components. Even though a precision market will be defined around a "segment," which may be just an account, developing these markets requires an organic, whole-business response that goes far beyond classical marketing."
.
Quem é que nas universidades está a estudar este fenómeno e as suas implicações em Portugal?
Para reflexão
"Comfort Kills" de onde retiro:
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"Lack of comfort brings excitement, comfort brings boredom."
...
"In the short term people regret (or fear) the risk and prefer to be comfortable, but in the long run (from an entire life perspective) they regret not taking the risk.
Conclusion 3: Comfort is short sighted.
Getting "outside your comfort zone" is not a means to an end, but rather a goal in itself. As soon as you choose to leave your comfort zone, you form a direct friction with life, go towards the pursuit of your dreams, and in short - really start living."
...
"We live in a society where comfort has become a value and a life goal. But comfort reduces our motivation for introducing important transformations in our lives. Sadly, being comfortable often prohibits us from chasing our dreams. Many of us are like lions in the zoo: well-fed but sit around passively stuck in a reactive rut. Comfort equals boring shortsightedness, and a belief that things cannot change."
.
"Lack of comfort brings excitement, comfort brings boredom."
...
"In the short term people regret (or fear) the risk and prefer to be comfortable, but in the long run (from an entire life perspective) they regret not taking the risk.
Conclusion 3: Comfort is short sighted.
Getting "outside your comfort zone" is not a means to an end, but rather a goal in itself. As soon as you choose to leave your comfort zone, you form a direct friction with life, go towards the pursuit of your dreams, and in short - really start living."
...
"We live in a society where comfort has become a value and a life goal. But comfort reduces our motivation for introducing important transformations in our lives. Sadly, being comfortable often prohibits us from chasing our dreams. Many of us are like lions in the zoo: well-fed but sit around passively stuck in a reactive rut. Comfort equals boring shortsightedness, and a belief that things cannot change."
sábado, janeiro 29, 2011
Atenção ao cadastro, aos entalhes na coronha, às experiências
Em linha com este postal "A missão da escola tem sido homogeneizar, o futuro pede outra coisa..." este postal de Setn Godin:
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"If you believe that pleasant interviewing skills, a good handshake or the right outfit are a better predictor of future performance than what the person has actually shipped in the past, I think it's worth pointing out that you're nuts.
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And if you're the one who's hoping to be interviewed one day, it seems as though the best way to market yourself isn't with a slick resume or the right suit. No, the most reliable form of self marketing is to have a long history of stunningly great work, shipped."
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Trecho retirado de "Bill James and you"
.
"If you believe that pleasant interviewing skills, a good handshake or the right outfit are a better predictor of future performance than what the person has actually shipped in the past, I think it's worth pointing out that you're nuts.
.
And if you're the one who's hoping to be interviewed one day, it seems as though the best way to market yourself isn't with a slick resume or the right suit. No, the most reliable form of self marketing is to have a long history of stunningly great work, shipped."
.
Trecho retirado de "Bill James and you"
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