Archive for May, 2012
The new “let’s make it slightly uncomfortable” model has a larger effect on the psyches of the customers – those who come to work or to play – than we might think at first. This is because the coffee house plays the central role of “Third Place” in our lives – home being the first and work being the second – and Starbucks has always been vocal about its desire to be this third place for its customer. What’s interesting is that humans actually really need this place, and we’ve needed if for practically our whole existence, according to some.
About 20 years ago, Ray Oldenburg, PhD, who wrote a book called The Great Good Place, argued that there are a number of attributes that make a third place a third place: It has to be convenient, inviting, serve something, and have some good regulars (which, he says, is actually more important than having a good host). People have had third places throughout history, and they’ve ranged from taverns to coffee houses to barbershops. They’re definitely better than street corners. Third places are different from first or second ones because we go to them in our in-between time – their voluntariness is what makes them so special and unique.
Coffee drinkers were less likely to die from heart disease, respiratory disease, stroke, injuries and accidents, diabetes, and infections, although the association was not seen for cancer.
These results from a large study of older adults were observed after adjustment for the effects of other risk factors on mortality, such as smoking and alcohol consumption.
Researchers caution, however, that they can’t be sure whether these associations mean that drinking coffee actually makes people live longer.
1. Playing favorites. Some employees have frequent contact with you, resulting in a strong bond. He or she pleased with you and your company. But others don’t get much support—coaching, mentoring or encouragement—from their managers and colleagues.
2. Bending the rules too much. As a caring boss, you make sure that employees have the time off and extra resources to tend to urgent personal needs. But many of your team members may be frustrated by the low productivity of these high-maintenance employees.
3. Employees fear taking risks. Your team members seem reluctant to introduce innovation, despite your encouragement to adopt new approaches. If you’ve blamed your employees for missteps when they made good-faith efforts to execute new initiatives, you haven’t adopted the right kind of caring.
4. Employees are defensive. Whenever you rightly point out an area that needs improvement or a problem that needs a remedy, employees react defensively. If honest dialogue is rare, then employees don’t feel supported enough to function effectively.
Less Talk, More Action
“Well done is better than well said.”
Talk is cheap. Talking about a project won’t get it completed. We all know people who constantly talk about the things they are going to do but rarely ever take that first step. Eventually people begin to question their credibility. Taking action and seeing the task through to completion is the only way to get the job done.
“Never leave that till tomorrow which you can do today.”
This is probably one of the first quotes I remember hearing as a teenager. With an impressive list of achievements to his credit, Benjamin Franklin was not a man hung up on procrastination. He was a man with clear measurable goals who worked hard to turn his vision into reality. What are you putting off till tomorrow that could make a difference in your life today?
“By failing to prepare, you are preparing to fail.”
You need a plan to accomplish your goals. Charging in without giving any thought to the end result and how to achieve it, is a sure way to fall flat on your face. Think like a boy scout. Have a realistic plan of attack and a systematic approach for getting where you need to be.
Don’t Fight Change
“When you’re finished changing, you’re finished.”
Whilst many of us don’t like change, others thrive on it. Either way change is inevitable. The stronger we fight against it, the more time and energy it consumes. Give up the fight. Focus on proactively making positive changes, instead of having change merely thrust upon you. Wherever possible, try to view change as a positive instead of a negative.
In the late twentieth century, America underwent its big switch — the transformation from a broadly middle class, manufacturing-based economy, to a financially polarized, services-based economy. Union rolls plummeted as Wall Streets profits surged, and the demand for factory workers were supplanted by the need for healthcare professionals, teachers, and computer engineers.
This is a narrative that, by now, is probably familiar to you. But it’s also abstract.
The two graphs below, adapted from a new working paper by University of Pennsylvania economist Jeremy Greenwood and the Census Bureau’s Emin Dinlersoz on the rise and fall of U.S. labor unions, tell the tale more concretely. They track the fastest-declining and fastest-growing occupations between 1983 and 2002. I’ve organized them by color. Occupations that were less than 20 percent unionized are in BLUE; between 20 and 40 percent unionized are in GREEN; and more than 40 percent unionized are in RED.