At long last, Pac Man Jones has been traded to Dallas...and for more than what the Raiders got for Randy Moss.
Crazy. Something tells me Pac will be a stud in the Big D, but at least the Titans get to turn the page.
Wednesday, April 23, 2008
The more I see of American Idol, the more I'm convinced we're headed towards a final round of David vs. David ... David Archuleta vs. David Cook. Both were incredible last night, as Archuleta performed a reworked, rather original version of "Think of Me" from Phantom of the Opera, while Cook performed "Music of the Night" (also from Phantom). Both were awesome. They are pulling way out in front of the pack, if they weren't there already.
Over on FORTUNE's website, I ran across an interview with Peter Cheese, who is head of Accenture's HR group and has a new book coming out (The Talent-Powered Organization: Strategies for Globalization, Talent Management, and High Performance). Great interview and this book sounds like something I need to read. As I like to mention, human resources is a weapon within well-run businesses and an albatross around the neck of poorly-run ones. Enjoy.
Q. What are some of the signs that you're working for a "talent-powered" company?
A. They're not difficult to spot. There should be a lot of upward mobility, and lateral movement as well, within the ranks. Talent-powered organizations give their employees frequent, constructive feedback on their performance. They also present people with regular, planned opportunities to learn new skills and develop their abilities. If you aren't being offered those opportunities, and if no one around you is either, it means your employer isn't making talent management a real priority. And a talent-powered company is one where people know that excellence will be recognized and rewarded, which is sadly not the case in too many companies now.
Q. Let's say I'm a middle manager, in charge of a relatively small department of a big company that isn't walking the talk. Anything I can do to change that?
A. Certainly. Line managers can develop their own skills at mentoring and developing people. A big part of this is making sure you are giving people clear direction and helpful criticism. It's not rocket science, but some managers do it instinctively while others don't do it at all. You can also be on the lookout for opportunities for the people under you - chances for them to learn what they'll need to know in order to move up. This part is harder, because it includes being willing to let your best people go if a great opportunity for them arises somewhere else in the company. The upside is that, if you're good at this, you'll be noticed, and your own influence in the organization will increase over time.
Q. I often hear from people who feel "stuck" in their current job, who aren't being rewarded or promoted despite strong performance. Supposing these folks look for new jobs elsewhere: How can they avoid a repeat of the same situation?
A. Well, nowadays thanks to the Internet, lots of resources exist for getting a pretty good idea of what a company is really like before you go to work there. Vault.com, for example, will give you a great deal of information from current and former employees that you can use to gauge how well you would fit in. But you also have to pay close attention to how much information a prospective employer gives you directly. Are they open about describing how things are done? Will they let you talk with potential colleagues?
To identify a truly talent-powered company, what you want to look for is a regular structure of support: Are there performance evaluations at regularly scheduled intervals, and a culture that encourages day-to-day feedback in between? Is there a clear career path for people who excel? Is formal training available to you? Is there a widespread, systematic mentoring effort going on within the organization? You should certainly ask job interviewers about these things, but it's also a matter of networking and fact-finding on your own. The more current and past employees of the organization you can speak with, the clearer the picture will be.
Often people feel let down because they are led to believe, before they're hired, that the company wants to develop and promote them - but then, once they start work, the structures are simply not in place to make that happen, or they've fallen victim to cost-cutting. That disconnect can be extremely disappointing, especially to Generation Y new hires, who have little patience for what they see as hypocrisy. It's unfortunate, because that young, entry-level talent is often the kind that companies most want and need to keep.
Over on FORTUNE's website, I ran across an interview with Peter Cheese, who is head of Accenture's HR group and has a new book coming out (The Talent-Powered Organization: Strategies for Globalization, Talent Management, and High Performance). Great interview and this book sounds like something I need to read. As I like to mention, human resources is a weapon within well-run businesses and an albatross around the neck of poorly-run ones. Enjoy.
Q. What are some of the signs that you're working for a "talent-powered" company?
A. They're not difficult to spot. There should be a lot of upward mobility, and lateral movement as well, within the ranks. Talent-powered organizations give their employees frequent, constructive feedback on their performance. They also present people with regular, planned opportunities to learn new skills and develop their abilities. If you aren't being offered those opportunities, and if no one around you is either, it means your employer isn't making talent management a real priority. And a talent-powered company is one where people know that excellence will be recognized and rewarded, which is sadly not the case in too many companies now.
Q. Let's say I'm a middle manager, in charge of a relatively small department of a big company that isn't walking the talk. Anything I can do to change that?
A. Certainly. Line managers can develop their own skills at mentoring and developing people. A big part of this is making sure you are giving people clear direction and helpful criticism. It's not rocket science, but some managers do it instinctively while others don't do it at all. You can also be on the lookout for opportunities for the people under you - chances for them to learn what they'll need to know in order to move up. This part is harder, because it includes being willing to let your best people go if a great opportunity for them arises somewhere else in the company. The upside is that, if you're good at this, you'll be noticed, and your own influence in the organization will increase over time.
Q. I often hear from people who feel "stuck" in their current job, who aren't being rewarded or promoted despite strong performance. Supposing these folks look for new jobs elsewhere: How can they avoid a repeat of the same situation?
A. Well, nowadays thanks to the Internet, lots of resources exist for getting a pretty good idea of what a company is really like before you go to work there. Vault.com, for example, will give you a great deal of information from current and former employees that you can use to gauge how well you would fit in. But you also have to pay close attention to how much information a prospective employer gives you directly. Are they open about describing how things are done? Will they let you talk with potential colleagues?
To identify a truly talent-powered company, what you want to look for is a regular structure of support: Are there performance evaluations at regularly scheduled intervals, and a culture that encourages day-to-day feedback in between? Is there a clear career path for people who excel? Is formal training available to you? Is there a widespread, systematic mentoring effort going on within the organization? You should certainly ask job interviewers about these things, but it's also a matter of networking and fact-finding on your own. The more current and past employees of the organization you can speak with, the clearer the picture will be.
Often people feel let down because they are led to believe, before they're hired, that the company wants to develop and promote them - but then, once they start work, the structures are simply not in place to make that happen, or they've fallen victim to cost-cutting. That disconnect can be extremely disappointing, especially to Generation Y new hires, who have little patience for what they see as hypocrisy. It's unfortunate, because that young, entry-level talent is often the kind that companies most want and need to keep.
Tuesday, April 22, 2008
The iTest Tournament of Champions wrapped up last week, and we announced the National Champion on Sunday. Both finalists didn't miss a single problem in the final round (and bear in mind these are problems I have no idea how to solve without looking at our excellent Solutions Guide, posted on the iTest site) and the winner submitted his answers ONLY 4 MINUTES BEFORE THE OTHER PARTICIPANT. Since submission time is the tiebreaker, that person won the whole thing and the $1,000 prize along with it.
That is insane.
The Tournament of Champions, as a whole, benefitted from a heightened level of competition over last year. All of these top 64 students are incredibly gifted and destined to be worldchangers. I have no doubt that when we take a look at the list of 2008 participants ten years down the road, we'll have all sorts of young scientists, entrepreneurs, lawyers, and educators that are out there greatly contributing to the world around them.
Next up for the iTest is the 2008 iTest exam in September, so we've got a bit of a break for now. We will have a sponsorship announcement to make sometime in the next two-three weeks for the next school year, and then that will probably be the last press release of any kind until the end of the summer.
That is insane.
The Tournament of Champions, as a whole, benefitted from a heightened level of competition over last year. All of these top 64 students are incredibly gifted and destined to be worldchangers. I have no doubt that when we take a look at the list of 2008 participants ten years down the road, we'll have all sorts of young scientists, entrepreneurs, lawyers, and educators that are out there greatly contributing to the world around them.
Next up for the iTest is the 2008 iTest exam in September, so we've got a bit of a break for now. We will have a sponsorship announcement to make sometime in the next two-three weeks for the next school year, and then that will probably be the last press release of any kind until the end of the summer.
Tuesday, April 15, 2008
Pac Man Jones has apparently decided to play hardball with the Titans, claiming that he is not going to apply for reinstatement to the NFL until he is traded, and not the other way around. Pac was expected to apply for reinstatement today to Commish Goodell, so this is a strange turn of events.
This obviously isn't going to engender any good vibes from the Titans front office, which might look to keep him on the roster just out of spite. Certainly, he's an immediate upgrade to any roster due to his immense talent...but will he manage to stay out of trouble this time?
I personally am hoping the Titans deal him during the NFL Draft to a team other than the Cowboys. Why send the guy to the team he wants to go to? Why should he be rewarded? Give me a break. I either want to see that, or keep him on the roster. The last thing I want to see is Dallas getting one of the best defensive talents in the sport for a measly 4th or 5th rounder.
In other NFL news, the 2008 schedule was released today. The Titans actually have one of the easier schedules in the NFL. I'm going to go ahead and predict a 12-4 year ahead, but more on that to come.
This obviously isn't going to engender any good vibes from the Titans front office, which might look to keep him on the roster just out of spite. Certainly, he's an immediate upgrade to any roster due to his immense talent...but will he manage to stay out of trouble this time?
I personally am hoping the Titans deal him during the NFL Draft to a team other than the Cowboys. Why send the guy to the team he wants to go to? Why should he be rewarded? Give me a break. I either want to see that, or keep him on the roster. The last thing I want to see is Dallas getting one of the best defensive talents in the sport for a measly 4th or 5th rounder.
In other NFL news, the 2008 schedule was released today. The Titans actually have one of the easier schedules in the NFL. I'm going to go ahead and predict a 12-4 year ahead, but more on that to come.
Monday, April 07, 2008
Going through change isn't an easy process. Right now, I'm in the middle of switching jobs - a strange but exciting process.
The past three years have had a lot of highs and lows. There are people of wisdom and strength I left behind, and I thank God for those individuals who have made a positive impact on my life and provided an example of leadership, courage, and dedication to a great purpose.
Honoring greatness is easy, though. Forgiving those without wisdom or leadership is much, much harder. But that's why we forgive - because we hope to be forgiven.
The world is full of opportunity. Even in a recession, this is still the United States of America, a place where mediocrity and laziness are always rejected in favor of something better. I look forward to finding that over the coming weeks. There certainly is never a shortage of demand for people who are willing to combine skills with sweat in looking for a better way to do business.
Looking back, I think every new graduate entering the job market probably thinks "I'll be here forever" when they sign on to that new job. I know that, under a couple of key different circumstances and outcomes, I could've been at my first employer for an entire career, which is startling to think about but certainly true. Accepting ambiguity that comes in the business world, and learning to stake out a clear direction from that haze, is a skill that can only come from dealing with situations like this. Where potential for greatness exists, it has to be pursued at all costs by every single person in an organization in order to even have a chance. These are lessons I will carry forward with me now for the rest of my life.
I will still continue, of course, to carry the torch of our philanthropic efforts with the iTest and other initiatives. Continuing to give back, with this year's Tournament of Champions about to crown a new National Champion, and with the planning necessary for a successful 2008 iTest in September, isn't negotiable and certainly isn't at the discretion of my former employer to negatively impact. It's not going to be easy to balance the non-profit's needs with my own job search, but I didn't start doing it because it was going to be easy!
And yes, I will even continue to faithfully watch American Idol as David Archuleta relentlessly marches to victory (even despite David Cook's awesomeness).
So, I guess what I'm saying is...life goes on.
The past three years have had a lot of highs and lows. There are people of wisdom and strength I left behind, and I thank God for those individuals who have made a positive impact on my life and provided an example of leadership, courage, and dedication to a great purpose.
Honoring greatness is easy, though. Forgiving those without wisdom or leadership is much, much harder. But that's why we forgive - because we hope to be forgiven.
The world is full of opportunity. Even in a recession, this is still the United States of America, a place where mediocrity and laziness are always rejected in favor of something better. I look forward to finding that over the coming weeks. There certainly is never a shortage of demand for people who are willing to combine skills with sweat in looking for a better way to do business.
Looking back, I think every new graduate entering the job market probably thinks "I'll be here forever" when they sign on to that new job. I know that, under a couple of key different circumstances and outcomes, I could've been at my first employer for an entire career, which is startling to think about but certainly true. Accepting ambiguity that comes in the business world, and learning to stake out a clear direction from that haze, is a skill that can only come from dealing with situations like this. Where potential for greatness exists, it has to be pursued at all costs by every single person in an organization in order to even have a chance. These are lessons I will carry forward with me now for the rest of my life.
I will still continue, of course, to carry the torch of our philanthropic efforts with the iTest and other initiatives. Continuing to give back, with this year's Tournament of Champions about to crown a new National Champion, and with the planning necessary for a successful 2008 iTest in September, isn't negotiable and certainly isn't at the discretion of my former employer to negatively impact. It's not going to be easy to balance the non-profit's needs with my own job search, but I didn't start doing it because it was going to be easy!
And yes, I will even continue to faithfully watch American Idol as David Archuleta relentlessly marches to victory (even despite David Cook's awesomeness).
So, I guess what I'm saying is...life goes on.
