Archive for category Leadership
Albert Einstein’s was estimated at 160, Madonna’s is 140, and John F. Kennedy’s was only 119, but as it turns out, your IQ score pales in comparison with your EQ, MQ, and BQ scores when it comes to predicting your success and professional achievement.
IQ tests are used as an indicator of logical reasoning ability and technical intelligence. A high IQ is often a prerequisite for rising to the top ranks of business today. It is necessary, but it is not adequate to predict executive competence and corporate success. By itself, a high IQ does not guarantee that you will stand out and rise above everyone else.
Research carried out by the Carnegie Institute of Technology shows that 85 percent of your financial success is due to skills in “human engineering,” your personality and ability to communicate, negotiate, and lead. Shockingly, only 15 percent is due to technical knowledge. Additionally, Nobel Prize winning Israeli-American psychologist, Daniel Kahneman, found that people would rather do business with a person they like and trust rather than someone they don’t, even if the likeable person is offering a lower quality product or service at a higher price.
He’s not a household name like Gates, Jobs, or Zuckerberg. His face isn’t known to millions. But during his remarkable 20-year career, no one has done more than Marc Andreessen to change the way we communicate. At 22, he invented Mosaic, the first graphical web browser—an innovation that is perhaps more responsible than any other for popularizing the Internet and bringing it into hundreds of millions of homes. He cofounded Netscape and took it public in a massive (for that time) stock offering that helped catalyze the dotcom boom. He started Loudcloud, a visionary service to bring cloud computing to business clients. And more recently, as a venture capitalist, he has backed an astonishing array of web 2.0 companies, from Twitter to Skype to Groupon to Instagram to Airbnb.
As Wired prepares for its 20th anniversary issue in January 2013, we are launching a series called Wired Icons: in-depth interviews with our biggest heroes, the tenacious pioneers who built digital culture and evangelized it to the world over the past two decades. There’s not a more fitting choice for our first icon than Andreessen—a man whose career, which almost exactly spans the history of our magazine, is a lesson in how to spot the future. In an interview at Andreessen’s office in Palo Alto, California, Wired editor in chief Chris Anderson talked with him about technological transformation, and about the five big ideas that Andreessen had before everyone else.
Those of us who have had to deal with annoying or aggravating bosses know how it’s tough to shake it off at the end of the day, but a new study explains why it’s so hard, and why so many of us suck at it and wind up bringing our stress home—where it doesn’t just hurt you: It hurts your family, your friends, and your other relationships. Let’s look at the study and talk about some ways you can learn to check your bad boss at the office door when you leave work.
Here are the top ten ways to turnaround a dysfunctional team:
- Get rid of non-performers immediately. You will save yourself a lot of time and goodwill with other team members if you get rid of the cancerous members of the team right away. You’ll notice a lightness and energy in the air immediately afterwards.
- Fill vacant roles with capable people with amazing attitudes, skills for that particular area, and zealous attention to detail and follow-through. Top talent loves other top talent. They hate being on a team with others that are slowing them down. Most companies we see do a decent job hiring for attitude and skills but a terrible job judging someone’s attention to detail and follow-through.
- Set the vision for the group and establish milestones to achieving the vision. You’re the group leader. That means, it’s part of your job description to set the goal for the group. It doesn’t have to be a vision with a capital “V.” Just paint a picture of what you want to accomplish over the next few weeks/months/years. You don’t want you’re team saying, “what the heck are we doing? Where is this leading us?” The vision also needs milestones. People want to know how they’re doing in relation to their goal. Milestones let you tell them.