Individual Contributor Quotes

You know who the best managers are? They're the great individual contributors, who never ever want to be a manager, but decide they have to be manager because no one else is going to be able to do as good a job as them.

Early on in your career, when you’re an individual contributor, you’re graded on the volume and quality of your work. Then one day, all of a sudden, you’re a manager. Let’s assume you do well and move up to manage more and more people. Now you’re no longer paid for the amount of work you do; you’re paid for the quality of decisions you make.

Especially threatening, therefore, are the industrious, independent, and successful, for they demonstrate what is actually possible under current societal conditions—achievement, happiness, and fulfillment—thereby contradicting and endangering the utopian campaign against what was or is. They must be either co-opted and turned into useful contributors to or advocates for the state, or neutralized through sabotage or other means. Indeed, the individual’s contribution to society must be downplayed, dismissed, or denounced, unless the contribution is directed by the state and involves self-sacrifice for the utopian cause.

When you are an individual contributor, you try to have all the answers. That’s your job—to be an expert, the best at what you do, maybe even the smartest person in the room. When you are a leader, your job is to have all the questions. You have to be incredibly comfortable looking like the dumbest person in the room. Every conversation you have about a decision, a proposal, or a piece of market information has to be filled with you saying, “What if?” and “Why not?” and “How come?

What roles do you want to play? Consider, for example the roles of: team builder; manager; individual contributor; change agent; technical expert; relationship builder; trouble shooter; someone who makes things happen; consolidator; problem solver; conceptualizer; big picture thinker; marketer; decision-maker; talent spotter/nurturer; mentor; turnaround artist; mediator.

This is how we understand depressive psychosis today: as a bogging down in the demands of others—family, job, the narrow horizon of daily duties. In such a bogging down the individual does not feel or see that he has alternatives, cannot imagine any choices or alternate ways of life, cannot release himself from the network of obligations even though these obligations no longer give him a sense of self-esteem, of primary value, of being a heroic contributor to world life even

The problem is that organizations are famous for taking people who are happy as individual contributors and turning them into managers or bureaucrats, and for pulling them away to serve on committees or perform other good-citizen functions.

Yes, you can be an introvert. No, you can't be a jerk.

I've often heard people say that you should focus on what you're good at. I don't entirely agree: you should put points into what you want to be good at so you can build up those skills.

A nation without a myth drifts aimlessly throughout history. Myth gives purpose and meaning to the civilisation. Myth makes a people a nation, a nation a race, and a race a contributor to the world. Myth shapes the race so that the race may fulfil the potential of its individual. The myth makes us conscious that we are a race, and not merely an arbitrary, purposeless, ill-defined conglomerate of men and women.

a good set of questions to determine whether a project leader—or even an individual contributor—has an agile mindset might be, "In what specific ways and with what practices do you focus on value first and constraints last?" "In what specific ways and with what practices do you manage teams rather than tasks?" "In what specific ways and with what practices do you adapt to change rather than conform to plans?" Try these out in your organization to get a feel for your agile maturity.

Ask yourself what you like to think about. Problems associated with your technical specialty? Would you be unhappy making a career shift into a new area? Do you see yourself, in the future, as more of an individual contributor or a manager? If you do think you want to specialize, here is the acid test: Your skills and talents are sufficiently deep and leading-edge for you to be able to complete a sentence that sounds something like this: "I am uniquely qualified for this because I am one of a handful of people who have the depth of knowledge to…

Similarly, fingerprint examiners and physicians sometimes disagree with themselves, but they do so less often than they disagree with others. In every case we reviewed in which the share of occasion noise in total system noise could be measured, occasion noise was a smaller contributor than were differences among individuals.

In humans (and other highly sociable mammals, such as dogs), the default setting is a major contributor to their individual personality. People (and dogs) who go through life in discover mode (except when directly threatened) are happier, more sociable, and more eager for new experiences. Conversely, people (and dogs) who are chronically in defend mode are more defensive and anxious, and they have only rare moments of perceived safety. They tend to see new situations, people, and ideas as potential threats, rather than as opportunities. Such chronic wariness was adaptive in some ancient environments, and may still be today for children raised in unstable and violent settings. But being stuck in defend mode is an obstacle to learning and growth in the physically safe environments that surround most children in developed nations

SUPERSIZE IT—Try sizing someone’s job the way you shop for shoes for a young child. How does the wise parent decide what size to buy? They start by measuring the child’s foot, and then they buy a pair that’s a size too big. And how does the parent respond when their child tries on those shoes, awkwardly parading down the store aisle, complaining that the shoes feel weird and too big and that their feet are flopping around in them? The parent reassures them, “Don’t worry, you’ll grow into them.” Try supersizing someone’s job. Assess their current capabilities and then give them a challenge that is a size too big. Give an individual contributor a leadership role; give a first-line manager more decision-making power. If they seem startled, acknowledge that the role or responsibility might feel awkward at first. Then step back and watch them grow into it.

As you grow in influence, you’ll find that more and more people want you to care about things. Someone’s putting together a best practices document for how your organization does code review, and they want your opinion. Your group is doing a hiring push and needs help deciding what to interview for. There’s a deprecation that would be making more progress if it had a staff engineer drumming up senior sponsorship. And that’s just Monday morning. What do you do?

This is how we understand depressive psychosis today: as a bogging down in the demands of others-family job, the narrow horizon of daily duties. In such a bogging down the individual does not feel or see that he has alternatives, cannot imagine any choices or alternate ways of life, cannot release himself from the network of obligations even though these obligations no longer give him a sense of self-esteem, of primary value, of being a heroic contributor to world life even by doing his daily family and job duties. As I once speculated, the schizophrenic is not enough built into his world-what Kierkegaard has called the sickness of infinitude; the depressive, on the other hand, is built into his world too solidly, too overwhelmingly. Kierkegaard put it this way: But while one sort of despair plunges wildly into the infinite and loses itself, a second sort permits itself as it were to be defrauded by "the others." By seeing the multitude of men about it, by getting engaged in all sorts of worldly affairs, by becoming wise about how things go in this world, such a man forgets himself...does not dare to believe in himself, finds it too venturesome a thing to be himself, far easier and safer to be like the others, to become an imitation, a number, a cipher in the crowd. This is a superb characterization of the "culturally normal" man, the one who dares not stand up for his own meanings because this means too much danger, too much exposure. Better not to be oneself, better to live tucked into others, embedded in a safe framework of social and cultural obligations and duties. Again, too, this kind of characterization must be understood as being on a continuum, at the extreme end of which we find depressive psychosis. The depressed person is so afraid of being himself, so fearful of exerting his own individuality, of insisting on what might be his own meanings, his own conditions for living, that he seems literally stupid. He cannot seem to understand the situation he is in, cannot see beyond his own fears, cannot grasp why he has bogged down. Kierkegaard phrases it beautifully: If one will compare the tendency to run wild in possibility with the efforts of a child to enunciate words, the lack of possibility is like being dumb...for without possibility a man cannot, as it were, draw breath. This is precisely the condition of depression, that one can hardly breath or move. One of the unconscious tactics that the depressed person resorts to, to try to make sense out of his situation, is to see himself as immensely worthless and guilty. This is a marvelous "invention" really, because it allows him to move out of his condition of dumbness, and make some kind of conceptualization of his situation, some kind of sense out of it-even if he has to take full blame as the culprit who is causing so much needless misery to others. Could Kierkegaard have been referring to just such an imaginative tactic when he casually observed: Sometimes the inventiveness of the human imagination suffices to procure possibility....

Dr. Louis Jolyon “Jolly” West was born in New York City on October 6, 1924. He died of cancer on January 2, 1999. Dr. West served in the U.S. Army during World War II and received his M.D. from the University of Minnesota in 1948, prior to Air Force LSD and MKULTRA contracts carried out there. He did his psychiatry residency from 1949 to 1952 at Cornell (an MKULTRA Institution and site of the MKULTRA cutout The Human Ecology Foundation). From 1948 to 1956 he was Chief, Psychiatry Service, 3700th USAF Hospital, Lackland Air Force Base, San Antonio, Texas Psychiatrist-in-Chief, University of Oklahoma Consultant in Psychiatry, Oklahoma City Veterans Administration Hospital Consultant in Psychiatry. [...] Dr. West was co-editor of a book entitled Hallucinations, Behavior, Experience, and Theory[285]. One of the contributors to this book, Theodore Sarbin, Ph.D., is a member of the Scientific and Professional Advisory Board of the False Memory Syndrome Foundation (FMSF). Other members of the FMSF Board include Dr. Martin Orne, Dr. Margaret Singer, Dr. Richard Ofshe, Dr. Paul McHugh, Dr. David Dinges, Dr. Harold Lief, Emily Carota Orne, and Dr. Michael Persinger. The connections of these individuals to the mind control network are analyzed in this and the next two chapters. Dr. Sarbin[272] (see Ross, 1997) believes that multiple personality disorder is almost always a therapist-created artifact and does not exist as a naturally-occurring disorder, a view adhered to by Dr. McHugh[188], [189], Dr. Ofshe[213] and other members of the FMSF Board[191], [243]. Dr. Ofshe is a colleague and co-author of Dr. Singer[214], who is in turn a colleague and co author of Dr. West[329]. Denial of the reality of multiple personality by these doctors in the mind control network, who are also on the FMSF Scientific and Professional Advisory Board, could be disinformation. The disinformation could be amplified by attacks on specialists in multiple personality as CIA conspiracy lunatics[3], [79], [191], [213]. The FMSF is the only organization in the world that has attacked the reality of multiple personality in an organized, systematic fashion. FMSF Professional and Advisory Board Members publish most of the articles and letters to editors of psychiatry journals hostile to multiple personality disorder.

the rivalry between the big and little states almost tore the convention apart. Their dispute was over whether the legislative branch should be proportioned by population or by equal votes per state. Finally, Franklin arose to make a motion on behalf of a compromise that would have a House proportioned by population and a Senate with equal votes per state. “When a broad table is to be made, and the edges of planks do not fit, the artist takes a little from both, and makes a good joint,” he said. “In like manner here, both sides must part with some of their demands.” His point was crucial for understanding the art of true political leadership: Compromisers may not make great heroes, but they do make great democracies. The toughest part of political leadership, however, is knowing when to compromise and when to stand firm on principle. There is no easy formula for figuring that out, and Franklin got it wrong at times. At the Constitutional Convention, he went along with a compromise that soon haunted him: permitting the continuation of slavery. But he was wise enough to try to rectify such mistakes. After the Constitutional Convention, he became the president of a society for the abolition of slavery. He realized that humility required tolerance for other people’s values, which at times required compromise; however, it was important to be uncompromising in opposing those who refused to show tolerance for others. During his lifetime, Benjamin Franklin donated to the building fund of each and every church built in Philadelphia. And at one point, when a new hall was being built to accommodate itinerate preachers, Franklin wrote the fund-raising document and urged citizens to be tolerant enough so “that even if the Mufti of Constantinople were to send a missionary to preach Mohammedanism to us, he would find a pulpit at his service.” And on his deathbed, he was the largest individual contributor to the building fund for Mikveh Israel, the first synagogue in Philadelphia.

Christopher Lasch explains the process by which the therapeutic segment of the managerial elite win moral acceptance. Despite the fact that its claims to be providing “mental health” where always self-serving and highly subjective, the theapeutic class offered ethical leadership in the absence of shared principles. By defining emotional well-being as both a social good and the overcoming of what is individually and collectively dangerous, the behavioral scientists have been able to impose their absolutes upon the culturally fluid society. In “The True and Only Heaven” Lasch explores the implications for postwar politics of the “Authoritarian Personality.” A chief contributor to this anthology, Theodro Adorno, abandoned his earlier work as a cultural critic to become a proponent of governmentally imposed social therapy. According to Lasch, Adorno condemns undesirable political attitudes as “prejudice” and “by defining prejudice as a ‘social disease’ substituted a medical for a political idiom. In the end, Adorno and his colleagues “relegated a broad range of controversial issues to the clinic – to scientific study as opposed to philosophical and political debate.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Within the huge trade unions, a similar managerial officialdom, the “labor bureaucracy” consolidates its position as an elite. This elite is sharply distinguished in training, income, habits and outlook from the ordinary union member. The trend extends to the military world, the academic world, the non-profit foundations and even auxilliary organizations of the U.N. Armies are no longer run by “fighting captains” but by a Pentagon-style managerial bureaucracy. Within the universities, proliferating administrators have risen above students, teaching faculty, alumni and parents, their power position expressed in the symbols of higher salaries and special privileges. The great “non-profit foundations” have been transformed from expressions of individual benevolence into strategic bases of managerial-administrative power. The United Nations has an international echelon of manager entrenched in the Secretariat. There are fairly obvious parallels in the managerial structures of the diverse institutional fields. For example, managers in business are stockholders as labor managers are to union members; as government managers are to voters; as public school administrators are to tax-payers; as university and private school administrators are to tuition payers and fund contributors.

The belief that order must be intentionally generated and imposed upon society by institutional authorities continues to prevail. This centrally-directed model is premised upon what F.A. Hayek called “the fatal conceit,” namely, the proposition “that man is able to shape the world according to his wishes,”3 or what David Ehrenfeld labeled “the arrogance of humanism.”4That such practices have usually failed to produce their anticipated results has generally led not to a questioning of the model itself, but to the conclusion that failed policies have suffered only from inadequate leadership, or a lack of sufficient information, or a failure to better articulate rules. Once such deficiencies have been remedied, it has been supposed, new programs can be implemented which, reflective of this mechanistic outlook, will permit government officials to “fine tune” or “jump start” the economy, or “grow” jobs, or produce a “quick fix” for the ailing government school system. Even as modern society manifests its collapse in the form of violent crime, economic dislocation, seemingly endless warfare, inter-group hostilities, the decay of cities, a growing disaffection with institutions, and a general sense that nothing “works right” anymore, faith in the traditional model continues to drive the pyramidal systems. Most people still cling to the belief that there is something that can be done by political institutions to change such conditions: a new piece of legislation can be enacted, a judicial ruling can be ordered, or a new agency regulation can be promulgated. When a government-run program ends in disaster, the mechanistic mantra is invariably invoked: “we will find out what went wrong and fix it so that this doesn’t happen again.” That the traditional model itself, which is grounded in the state’s power to control the lives and property of individuals to desired ends, may be the principal contributor to such social disorder goes largely unexplored.

Reader's Digest (Reader's Digest USA) - Clip This Article on Location 56 | Added on Friday, May 16, 2014 12:06:55 AM Words of Lasting Interest Looking Out for The Lonely One teacher’s strategy to stop violence at its root BY GLENNON DOYLE MELTON  FROM MOMASTERY.COM PHOTOGRAPH BY DAN WINTERS A few weeks ago, I went into my son Chase’s class for tutoring. I’d e-mailed Chase’s teacher one evening and said, “Chase keeps telling me that this stuff you’re sending home is math—but I’m not sure I believe him. Help, please.” She e-mailed right back and said, “No problem! I can tutor Chase after school anytime.” And I said, “No, not him. Me. He gets it. Help me.” And that’s how I ended up standing at a chalkboard in an empty fifth-grade classroom while Chase’s teacher sat behind me, using a soothing voice to try to help me understand the “new way we teach long division.” Luckily for me, I didn’t have to unlearn much because I’d never really understood the “old way we taught long division.” It took me a solid hour to complete one problem, but I could tell that Chase’s teacher liked me anyway. She used to work with NASA, so obviously we have a whole lot in common. Afterward, we sat for a few minutes and talked about teaching children and what a sacred trust and responsibility it is. We agreed that subjects like math and reading are not the most important things that are learned in a classroom. We talked about shaping little hearts to become contributors to a larger community—and we discussed our mutual dream that those communities might be made up of individuals who are kind and brave above all. And then she told me this. Every Friday afternoon, she asks her students to take out a piece of paper and write down the names of four children with whom they’d like to sit the following week. The children know that these requests may or may not be honored. She also asks the students to nominate one student who they believe has been an exceptional classroom citizen that week. All ballots are privately submitted to her. And every single Friday afternoon, after the students go home, she takes out those slips of paper, places them in front of her, and studies them. She looks for patterns. Who is not getting requested by anyone else? Who can’t think of anyone to request? Who never gets noticed enough to be nominated? Who had a million friends last week and none this week? You see, Chase’s teacher is not looking for a new seating chart or “exceptional citizens.” Chase’s teacher is looking for lonely children. She’s looking for children who are struggling to connect with other children. She’s identifying the little ones who are falling through the cracks of the class’s social life. She is discovering whose gifts are going unnoticed by their peers. And she’s pinning down—right away—who’s being bullied and who is doing the bullying. As a teacher, parent, and lover of all children, I think this is the most brilliant Love Ninja strategy I have ever encountered. It’s like taking an X-ray of a classroom to see beneath the surface of things and into the hearts of students. It is like mining for gold—the gold being those children who need a little help, who need adults to step in and teach them how to make friends, how to ask others to play, how to join a group, or how to share their gifts. And it’s a bully deterrent because every teacher knows that bullying usually happens outside her eyeshot and that often kids being bullied are too intimidated to share. But, as she said, the truth comes out on those safe, private, little sheets of paper. As Chase’s teacher explained this simple, ingenious idea, I stared at her with my mouth hanging open. “How long have you been using this system?” I said. Ever since Columbine, she said. Every single Friday afternoon since Columbine. Good Lord. This brilliant woman watched Columbine knowing that all violence begins with disconnection. All

The second part of the evaluation determines whether the CEO can effectively run the company. To test this, I like to ask this question: “How easy is it for any given individual contributor to get her job done?” In well-run organizations, people can focus on their work (as opposed to politics and bureaucratic procedures) and have confidence that if they get their work done, good things will happen both for the company and for them personally. By contrast, in a poorly run organization, people spend much of their time fighting organizational boundaries and broken processes.

content represented a lot of different types of knowledge from a variety of groups: marketing-generated content in the form of corporate presentations; content generated by product management and engineering in the form of product knowledge; content generated by subject-matter experts from weekly company calls that are recorded and shared; user-generated content from individual contributors like salespeople; executive-generated content, including business plans and quarterly goals; and customer-generated content from customer interviews and stories. Kelly then said that the sum total of this content is what makes his company who they are. He said that it was bigger than their culture, that it was their secret sauce.

The separation of mind and body that informs medical practice is also the dominant ideology in our culture. We do not often think of socio-economic structures and practices as determinants of illness or well-being. They are not usually “part of the equation.” Yet the scientific data is beyond dispute: socio-economic relationships have a profound influence on health. For example, although the media and the medical profession — inspired by pharmaceutical research — tirelessly promote the idea that next to hypertension and smoking, high cholesterol poses the greatest risk for heart disease, the evidence is that job strain is more important than all the other risk factors combined. Further, stress in general and job strain in particular are significant contributors both to high blood pressure and to elevated cholesterol levels. Economic relationships influence health because, most obviously, people with higher incomes are better able to afford healthier diets, living and working conditions and stress-reducing pursuits. Dennis Raphael, associate professor at the School of Health Policy and Management at York University in Toronto has recently published a study of the societal influences on heart disease in Canada and elsewhere. His conclusion: “One of the most important life conditions that determine whether individuals stay healthy or become ill is their income. In addition, the overall health of North American society may be more determined by the distribution of income among its members rather than the overall wealth of the society…. Many studies find that socioeconomic circumstances, rather than medical and lifestyle risk factors, are the main causes of cardiovascular disease, and that conditions during early life are especially important.” The element of control is the less obvious but equally important aspect of social and job status as a health factor. Since stress escalates as the sense of control diminishes, people who exercise greater control over their work and lives enjoy better health. This principle was demonstrated in the British Whitehall study showing that second-tier civil servants were at greater risk for heart disease than their superiors, despite nearly comparable incomes. Recognizing the multigenerational template for behaviour and for illness, and recognizing, too, the social influences that shape families and human lives, we dispense with the unhelpful and unscientific attitude of blame. Discarding blame leaves us free to move toward the necessary adoption of responsibility, a matter to be taken up when we come in the final chapters to consider healing.

The second-effort pulse of organization alignment work—to move down the road in the new direction—involves organizing choices that are more detailed, more process-oriented, and that involve managers and contributors who actually perform the work that needs to change. The scope narrows to individual functions, processes, departments, and teams. It is often led by third- and fourth-level leaders in their new seats but can be carried out at any level. Because the focus is tighter, we call this micro alignment. Because it is in this pulse that the day-to-day work routines, jobs, decision-making realities, information tools, reward systems, and other policies really take on new forms, another term that describes this level of alignment is operational alignment. Micro design is absolutely the real work of mid-level leaders because it is essentially innovative and operational in nature.

Wikipedia: Asabiyyah 'Asabiyyah or 'asabiyya … is a concept of social solidarity with an emphasis on unity, group consciousness, and a sense of shared purpose and social cohesion, originally used in the context of tribalism and clannism. Asabiyya is neither necessarily nomadic nor based on blood relations; rather, it resembles a philosophy of classical republicanism. In the modern period, it is generally analogous to solidarity. … The concept was familiar in the pre-Islamic era, but became popularized in Ibn Khaldun's Muqaddimah, in which it is described as the fundamental bond of human society and the basic motive force of history … Ibn Khaldun argued that a dynasty (or civilization) has within itself the plants of its own downfall. He explains that ruling houses tend to emerge on the peripheries of existing empires and use the much stronger asabiyya present in their areas to their advantage, in order to bring about a change in leadership. This implies that the new rulers are at first considered 'barbarians' in comparison to the previous ones. As they establish themselves at the center of their empire, they become increasingly lax, less coordinated, disciplined and watchful, and more concerned with maintaining their new power and lifestyle. Their asabiyya dissolves into factionalism and individualism, diminishing their capacity as a political unit. Conditions are thus created wherein a new dynasty can emerge at the periphery of their control, grow strong, and effect a change in leadership, continuing the cycle.

Wikipedia: Tragedy of the commons In economic science, the tragedy of the commons is a situation in which individual users, who have open access to a resource unhampered by shared social structures or formal rules that govern access and use, act independently according to their own self-interest and, contrary to the common good of all users, cause depletion of the resource through their uncoordinated action. The concept originated in an essay written in 1833 by the British economist William Forster Lloyd, who used a hypothetical example of the effects of unregulated grazing on common land (also known as a "common") in Great Britain and Ireland. The concept became widely known as the "tragedy of the commons" over a century later after an article written by Garrett Hardin in 1968.

You have to train yourself in leadership, and you can’t afford to wait until you get promoted to begin the process. While you’re still an individual contributor, learn to think like your boss, so when the day comes to be a leader, you’re ready to step right in with your game plan in hand.

Early on in your career, when you’re an individual contributor, you’re graded on the volume and quality of your work. Then one day, all of a sudden, you’re a manager. Let’s assume you do well and move up to manage more and more people. Now you’re no longer paid for the amount of work you do; you’re paid for the quality of decisions you make. But no one tells you the rules have changed. When you hit a wall, you think, I’ll just work harder—that’s what got me here. What you should do is more counterintuitive: Stop for a moment and shut out the noise. Close your eyes to really see what’s in front of you, and then pick the best way forward for you and your team, relative to the organization’s needs. What’s neat about OKRs is that they formalize reflection. At least once each quarter, they make contributors step back into a quiet place and consider how their decisions align with the company. People start thinking in the macro. They become more pointed and precise, because you can’t write a ninety-page OKR dissertation. You have to choose three to five things and exactly how they should be measured. Then when the day comes and someone says, “Okay, you’re a manager,” you’ve already learned how to think like one. And that’s huge.

progression.fyi

That said, since our performance bar is so high, it seems only fair that, if we take away people’s jobs, we should give them enough money to get started on their next projects. We give everyone we dismiss a big severance—enough to take care of themselves and their families until they move on to another job. Each time we let go of someone, we offer several months’ salary (from four months for an individual contributor to nine months for a vice president). That’s why we say: ADEQUATE PERFORMANCE GETS A GENEROUS SEVERANCE

Junior individual contributors spend 80 percent of their time looking straight down—maybe a week or two out—to see the fine points of their day-to-day work. In the early stages of your career, that’s the way it should be. You should be focused on getting your specific piece of each project done, done well, and out the door.

Your executive team and managers are supposed to be looking out for roadblocks. They’re supposed to warn you so you can adjust course, or at least grab a helmet. But sometimes they don’t. So 20 percent of the time, individual contributors need to look up. And they need to look around. The sooner they start, the faster and higher they’ll advance in their career.

Editor’s introduction: Welcome our guide on guest blogging in seo. That’s right, send it a spot on profcontent from our friend alex. Alex breaks down everything beginners need to know to start blogging on the web. Take that, Alex. What is good blogging? Guest blogging- also referred to as blogging – is the need to contribute to another person’s blog to build relevant exposure, leads and links. Link are a primary ranking factor in goggle, and seo offer a strong chance of getting a link back from another website, among other marketing considerations in guest blogging. Guest blogging build a relationship with the blogger hosting your post, connects with the blogger hosting your post, connects with their audience for additional exposure, and helps you build authority among that audience. The premise is simple: you write a blog article tailored to the needs of a particular blogger and get a backlink in return, What Is Guest Blogging in SEO? A Guide for usually below the article in what’s called an author box. Blogger are inserted in publishing high- quality content on their blogs that they can use to attract new readers as well as share with their exiting audience. This makes guest blogging a win-win solution for both website owners who want to rank higher in search engines (and need link to do so) and bloggers who want to drive more readers to their blog. Interested in attracting more readers their blog. Is guest blogging good for bloggers? The short answer is yes again. As extensive as the blogger is shrewdness and eager to spend time sifting through and excision posts from outside bases, guest blogging can be a great source of valuable content for the blogger’s audience. An important portion of removal any external role is reviewing the links inside the content Take a look at this (or another) post a bout guest blogging and inbound marketing written by Neil Patel. Almost every paragraph has an external link. You get, Neil knows that links add price to a post by if more material and additional incomes. Be like Neil. To be on the benign side, examine guest posts for superiority and make sure you only link to superiority websites that add price to the mesh. To type sure the websites you’re involving to are immobile available, aren’t recurring 404s, or readdressing to dissimilar content. 1.find list of top blogs. The first step of prospects is pretty obvious: type a phrase like “ top [ industry specific] blogs list” into goggle and review the results. Opinion all the blogs registered one by one on each sheet in the search fallouts. Most likely you find great blogs this way, but only a few of them can accept guest articles from contributors. 2. Advanced search with search strings: Google has many hunt strings to help you find exact happy on the web, which you can syndicate into search If you are novel to this, you can learn extra here or here. If you search for [“keyword” and “write for us”], your results will look like the image under. 3. Shadow people or businesses who actively visitor blog. One of the best ways to find great guest blogging opportunities is to find other people who consistently contribute quality guest posts to industry- related websites. Most people and companies share their posts through social media profiles. Once I ran across a twitter profile that was basically sharing their guest posts, so I pretty much grew my list in no time. Stab this search thread to find sites anywhere a precise person or business published a guest post: “individual name “or” corporation name” “guest column”.

Don’t learn this the hard way—at the point in which your team becomes four or five people, you should have a plan for how to scale back your individual contributor responsibilities so that you can be the best manager for your people.

Today’s worker wants a sense of purpose. In fact, most demand a sense of purpose in the work that they do. The desire for a sense of purpose extends well beyond titles. The desire for a sense of purpose is a fundamental human need. Who among us does not desire a sense of purpose and a reason for being and a reason for doing? Is that desire for purpose and for meaning any different in the soul of the front-line worker or the individual contributor, than it is in the leader?

What became known as ‘the salad oil scandal’ was a textbook case of management incompetence and stupidity, and investors abandoned the company in droves. The 33-year-old Buffett had kept his eye on the scandal since it broke, but he waited months to start buying. And he started building his investment—the best of the Partnership—during a particularly trying time for him and his family, as his father Howard lay hospital-ridden in the final weeks of his life in April 1964. To the extent he was known at all at the time, Buffett was known for his ability to find quantitative bargains among the semi-anonymous flotsam and jetsam of American capitalism, but American Express was an extremely well-known company. Moreover, Buffett proceeded to write a remarkable letter to Clark in which he rather breezily absolved Amex management of any responsibility for the scandal, encouraged it to use shareholder money (which included Buffett’s) to pay creditors harmed by the scandal, and more or less encouraged Clark to forget the whole thing. Finally, and most importantly, Buffett continued adding to his American Express position long after the scandal had diminished in importance. By the time he sold his position years later, American Express had become the most important individual contributor to the results of the Buffett Partnership and arguably the biggest turning point in Buffett’s career.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

physical sharing and exchange of computer tapes and disks on which the code was recorded. In current Internet days, rapid technological advances in computer hardware and software and networking technologies have made it much easier to create and sustain a communal development style on ever-larger scales. Also, implementing new projects is becoming progressively easier as effective project design becomes better understood, and as prepackaged infrastructural support for such projects becomes available on the Web. Today, an open source software development project is typically initiated by an individual or a small group seeking a solution to an individual's or a firm's need. Raymond (1999, p. 32) suggests that "every good work of software starts by scratching a developer's personal itch" and that "too often software developers spend their days grinding away for pay at programs they neither need nor love. But not in the (open source) world...." A project's initiators also generally become the project's "owners" or "maintainers" who take on responsibility for project management." Early on, this individual or group generally develops a first, rough version of the code that outlines the functionality envisioned. The source code for this initial version is then made freely available to all via downloading from an Internet website established by the project. The project founders also set up infrastructure for the project that those interested in using or further developing the code can use to seek help, provide information or provide new open source code for others to discuss and test. In the case of projects that are successful in attracting interest, others do download and use and "play with" the code-and some of these do go on to create new and modified code. Most then post what they have done on the project website for use and critique by any who are interested. New and modified code that is deemed to be of sufficient quality and of general interest by the project maintainers is then added to the authorized version of the code. In many projects the privilege of adding to the authorized code is restricted to only a few trusted developers. These few then serve as gatekeepers for code written by contributors who do not have such access (von Krogh and Spaeth 2002). Critical tools and infrastructure available to open source software project participants includes email lists for specialized purposes that are open to all. Thus, there is a list where code users can report software failures ("bugs") that they encounter during field use of the software. There is also a list where those developing the code can share ideas about what would be good next steps for the project, good features to add, etc. All of these lists are open to all and are also publicly archived,

While designers and developers may be asked to participate in brainstorming activities, their job is frequently prescribed for them: they are handed a specification and told to satisfy requirements that someone else has already defined. I’ve seen talented individual contributors scratching their heads about these requirements, because they are left without a strategic view of how these choices support larger business decisions. They don’t understand why product decisions were made in the first place, and they question the value of particular decisions or an entire strategic approach.

Adam Smith (1976), quien estableció en su obra “An inquiry into the Nature and Causes of the Wealth of Nations”, los siguientes principios básicos a los cuales debería sujetarse cualquier norma tributarias:   (a) Principio de justicia o proporcionalidad. Al respecto el autor manifiesta que, “the subjects of every state ought to contribute towards the support of the government, as nearly as possible, in proportion to their respective abilities” (Ibíd., p. 454). Por lo que los sujetos pasivos deben soportar cargas tributarias en proporción a los ingresos que disfrutan. (b) Principio de certeza o certidumbre: “the tax which each individual is bound to pay ought to be certain, and not arbitrary.” (ibíd., p.454). por lo que el momento del pago, la forma de pago, la cantidad a pagar, debe ser clara y la debe conocer el contribuyente. Según Smith, este principio tiene una gran importancia, dado que de no existir la certeza se favorecería a la corrupción. (c) Principio de comodidad: “Every tax ought to be levied at the time, or in the manner, in which it is most likely to be convenient for the contributor to pay it.” (ibíd., p.454), ósea los tributos deben estar establecidos de la forma más cómoda y conveniente para el contribuyente. (d)  Y el principio de economía: Smith manifiesta que, “every tax ought to be so contrived as both to take out and to keep out of the pockets of the people as little as possible over and above what it brings into the public treasury of the state.” (ibíd., p.454), para lograr esto, los tributos deben ser eficientes, la percepción del tributo no puede requerir un gran número de agentes recaudadores, dado que sus salarios deben restársele a lo recaudado, por lo que lo que realmente llega al tesoro es el resultado de dicha operación. Y no es justificable el aumentar las cargas tributarias para sostener una gran cantidad de agentes recaudadores.

The silo culture forces managers to resolve lower-level issues, taking their time away from higher-priority customer and competitor concerns. Individual contributors, who could be resolving these issues, take less responsibility for results and perceive themselves as mere implementers and information providers.

Educators have rarely considered the role that they might play in community development, perceiving their own responsibilities to lie primarily with individual students. Some place- and community-based educators, however, are demonstrating ways that schools can become genuine contributors to the economic well-being of the communities whose tax dollars support them.

Too often, leaders get sucked into day-to-day operations and lose sight of the execution of strategy. And if they don’t provide focus and consistent oversight of progress, line managers and individual contributors fall back into their normal routines.

So here’s how all of this comes together. I think we need a career system that encourages people to oscillate between individual contributor roles and manager roles. Maybe we provide “manager sabbaticals” where a manager becomes an individual contributor on a team for six to nine months. Maybe when a manager goes on vacation, an individual contributor takes on their role for a period of time (or for the duration of an entire project). I don’t know exactly what this looks like yet, but I think it’s important for us to figure it out. Being an individual contributor makes you a better manager because you understand the day-to-day frustrations of your team better, and it ensures that you keep your technical skills up to date. Being a manager makes you a better designer because you understand the needs of leadership teams better, which allows you to communicate more effectively. One feeds the other, so we shouldn’t be forced to “pick a track.

What will Future You wish that Present You had done?

Don’t Invent Job Titles I used to make up job titles because, as a bootstrapper, I didn’t particularly care what someone’s title was. I didn’t want it to matter—but it really does. When we realized we needed an architect to scale our infrastructure at Drip, we asked our internal recruiter to hire for the job of “Senior Scaling Architect.” She eventually talked us into the title of “Senior Architect.” Why? Because when she ran the data, she couldn’t find enough salary information on the title we’d given her. Not only that, but if we’d used a made-up job title, qualified candidates wouldn’t have known what we were hiring for. There are standard SaaS job titles. Use them. Your ideal candidates have saved job searches for things like “Engineer,” “Customer Service Lead,” and, yes, “Senior Architect.” Ignoring that makes it harder to connect with people searching for the job you’re hiring for. It also does a disservice to whomever you end up hiring. They’ll have a much tougher time explaining their qualifications to their next employer when their job title was “Code Wizard” rather than “Senior Engineer.” Although a treatise on organizational structure is beyond the scope of this book, here’s a typical hierarchy of engineering titles (in descending order of authority) that can be easily translated into other departments: Chief Technical Officer VP of Engineering Director of Engineering Manager of Engineering Senior Software Engineer Software Engineer Junior Software Engineer Entry-Level Software Engineer Note: These titles assume the typical path is to move into management, which doesn’t have to be the case. Individual contributor titles above Senior exist, such as Principal Engineer and Distinguished Engineer. But for the sake of simplicity, I’m laying out the above hierarchy, which will work for companies well into the millions of ARR. Another note on titles: be careful with handing out elevated job titles to early employees. One company I know named their first customer service person “Head of Customer Success.” When they inevitably grew and added more customer service people, they didn’t want him managing them and ended up in a tough situation. Should they demote him and have him leave? Or come up with an even more elevated title for the real manager?

PACs therefore afford the benefit of legal compliance; a corporation or union can channel voluntary contributions from employees or members through a PAC without running afoul of federal law. But PACs also come with the advantage of bundling; that is, they can combine many small contributions from members of an organization into a larger one that is more likely to garner attention from a politician. For donors looking to “invest” in candidates who would look after their interests in Washington (see: Francia et al. 2003), the appeal of a PAC is clear: In bundling their funds with those of like-minded individuals and passing them on to candidates, PAC contributors helped to ensure that legislators would notice where their money was coming from, providing an attractive option for donors who may not have otherwise been able to afford a stake in the express advocacy game.

A TABLE: FEW TO MANY—IT ENABLES GROWTH The birth of transformation starts in the heart of an individual, and the growth of the movement happens around a table. Mass movements don’t begin with the masses. They begin with a few people. When people can sit around the table together as equal contributors, everyone wins.

When you come down to it, alignment is about helping people understand what you want them to do. Most contributors will be motivated to ladder up to the top-line OKRs—assuming they know where to set the ladder. As our team got larger and more layered, we confronted new issues. One product manager was working on Premium, the enhanced subscription version of our app. Another focused on our API platform, to enable third parties like Fitbit to connect to MyFitnessPal and write data to it or applications on top of it. The third addressed our core login experience. All three had individual OKRs for what they hoped to accomplish—so far, so good. The problem was our shared engineering team, which got caught in the middle. The engineers weren’t aligned with the product managers’ objectives. They had their own infrastructure OKRs, to keep the plumbing going and the lights on. We assumed they could do it all—a big mistake. They got confused about what they should be working on, which could change without notice. (Sometimes it boiled down to which product manager yelled loudest.) As the engineers switched between projects from week to week, their efficiency dragged.

Our model was always the servant leadership model, meaning the higher your title, the lower you are on the totem pole -- and the more your job is to support the individual contributors and the customers above you.

Based on Better Work's experience with hundred's of enterprises, there have emerged 5 critical areas of conversation between manager and contributor 1- goal setting and reflection - where the employee's OKR plan are set for the upcoming cycle. The discussion focuses on how best to align individual objectives and key results with organizational priorities. 2- ongoing progress updates, which are brief, data-driven check-ins based on the employee's real-time progress with problem-solving as needed. Progress updates really entail two basic questions - what's going well and what's not working well 3 - two-way coaching to help contributors to reach their potential and managers do a better job 4- career growth to develop skills, identify growth opportunities and expand employee's vision of their future at the company 5- light-weight performance reviews. A feedback mechanism to gather input, and summarize what the employee has accomplished since the last meeting in the context of the organization's needs. And note this conversation is held apart from the employee's annual compensation performance review.

UC Davis biological scientist Lawrence V. Harper writes in the Psychological Bulletin, published by the American Psychological Association: “Currently, behavioral development is thought to result from the interplay among genetic inheritance, congenital characteristics, cultural contexts, and parental practices as they directly impact the individual. Evolutionary ecology points to another contributor, epigenetic inheritance, the transmission to offspring of parental phenotypic responses to environmental challenges—even when the young do not experience the challenges themselves.”9 In other words, our lived experiences are possibly seared into our genes. Trauma, some scientists contend, may be heritable.

18. The Political Left/Right Cycle. Capitalists (i.e., those of the right) and socialists (i.e., those of the left) don’t just have different self-interests—they have different deep-seated ideological beliefs that they are willing to fight for. The typical perspective of the rightist/capitalist is that self-sufficiency, hard work, productivity, limited government interference, allowing people to keep what they make, and individual choice are morally good and good for society. They also believe that the private sector works better than the public sector, that capitalism works best for most people, and that self-made billionaires are the biggest contributors to society. Capitalists are typically driven crazy by financial supports for people who lack productivity and profitability. To them, making money = being productive = getting what one deserves. They don’t pay much attention to whether the economic machine is producing opportunity and prosperity for most people. They can also overlook the fact that their form of profit making is suboptimal when it comes to achieving the goals of most people. For example, in a purely capitalist system, the provision of excellent public education—which is clearly a leading cause of higher productivity and greater wealth across a society—is not a high priority. The typical perspective of the leftist/socialist is that helping each other, having the government support people, and sharing wealth and opportunity are morally good and good for society. They believe that the private sector is by and large run by capitalists who are greedy, while common workers, such as teachers, firefighters, and laborers, contribute more to society. Socialists and communists tend to focus on dividing the pie well and typically aren’t very good at increasing its size. They favor more government intervention, believing those in government will be fairer than capitalists, who are simply trying to exploit people to make more money. I’ve had exposure to all kinds of economic systems all over the world and have seen why the ability to make money, save it, and put it into capital (i.e., capitalism) is an effective motivator of people and allocator of resources that raises people’s living standards. But capitalism is also a source of wealth and opportunity gaps that are unfair, can be counterproductive, are highly cyclical, and can be destabilizing. In my opinion, the greatest challenge for policy makers is to engineer a capitalist economic system that raises productivity and living standards without worsening inequities and instabilities. 21.

There was also a series of top contributor lists, for the previous forty-eight hours as well as for all time, to motivate both short-term and long-term participation. And to celebrate successful participation, as well as sheer volume of participation, there was also a “best individual discoveries” page that identified key findings from individual players. Some of these discoveries were over-the-top luxuries offensive to one’s sense of propriety: a £240 giraffe print or a £225 fountain pen, for example. Others were mathematical errors or inconsistencies suggesting individuals were reimbursed more than they were owed. As one player noted, “Bad math on page 29 of an invoice from MP Denis MacShane, who claimed £1,730 worth of reimbursement, when the sum of those items listed was only £1,480.

Steep growth" is generally characterized by rapid change- learning new skills or deepening existing ones quickly. It's not about becoming a manager- plenty of individual contributors remain on a steep growth trajectory their entire careers, and plenty of managers are on a gradual growth trajectory. Nor should steep growth be thought of as narrowly as "promotion". It's about having an increased impact over time. Gradual growth is characterized by stability. People on a gradual growth trajectory, who perform well, have generally mastered their work and are making incremental rather than sudden, dramatic improvements. Some roles may be better suited to a rock star because they require steadiness, accumulated knowledge, and an attention to detail that someone in a super-star phase might not have the focus or patience for. p50

But perhaps most importantly, the website also featured a section labeled “Data: What we’ve learned from your work so far.” This page put the individual players’ efforts into a much bigger context—and guaranteed that contributors would see the real results of their efforts. Some of the key results of the game included these findings: • On average, each MP expensed twice his or her annual salary, or more than £140,000 in expenses on top of a £60,675 salary. • The total cost to taxpayers of personal items expensed by MPs is £88 million annually. And the game detailed: • The number of receipts and papers filed by each MP, ranging between 40 and 2,000 • The total expense spending by party and by category (kitchen, garden, TV, food, etc.) • Online maps comparing travel expenses filed with actual distance from the House of Commons in London to the MPs’ home districts, making it easy to spot MPs grossly overcharging for travel (for example, MPs from nearby districts who filed £21,534 versus £4,418, or £10,105 versus £1,680) Bringing these numbers to light helped clarify the true extent of the crisis: a far more pervasive culture of extravagant personal reimbursement than originally suspected.

I’ve coached on every type of people problem any individual, team, or organization has ever had. You name it, I’ve coached around it. Problems such as Organizations that want to change their culture. Teams that don’t succeed because they have turf wars that create silos. Executive leadership teams that are in conflict and aren’t communicating effectively. Leaders and executives who want more confidence to make tough decisions. Managers who have strong technical expertise in their field but have never managed people. Individual contributors who need to be more engaged with their coworkers and teams. My clients come to me with these challenges. Nine times out of ten, those challenges are people problems. I coach them to handle these problems and clear the hurdles, so they have more time and energy to do what matters most to them—earn their yoga certification, be a more present mom, learn to play the guitar—and get back to focusing on the things they do best: their job and their organization’s mission.

Vitamin D3 boasts a strong safety profile, along with broad and deep evidence that links it to brain, metabolic, cardiovascular, muscle, bone, lung, and immune health. New and emerging research suggests that vitamin D supplements may also slow down our epigenetic/biological aging.29, 30 2. Omega-3 fish oil: Over the last thirty years or so, the typical Western diet has added more and more pro-inflammatory omega-6 polyunsaturated fatty acids versus anti-inflammatory omega-3 PUFAs. Over the same period, we’ve seen an associated rise in chronic inflammatory diseases, including obesity, cardiovascular disease, rheumatoid arthritis, and Alzheimer’s disease. 31 Rich in omega-3s, fish oil is another incredibly versatile nutraceutical tool with multi-pronged benefits from head to toe. By restoring a healthier PUFA ratio, it especially helps your brain and heart. Regular consumption of fatty fish like salmon has been linked to a lower risk of congestive heart failure, coronary heart disease, sudden cardiac death, and stroke.32 In an observational study, omega-3 fish oil supplementation was also associated with a slower biological clock.33 3. Magnesium deficiency affects more than 45 percent of the U.S. population. Supplements can help us maintain brain and cardiovascular health, normal blood pressure, and healthy blood sugar metabolism. They may also reduce inflammation and help activate our vitamin D. 4. Vitamin K1/K2 supports blood clotting, heart/ blood vessel health, and bone health.34 5. Choline supplements with brain bioavailability, such as CDP-Choline, citicoline, or alpha-GPC, can boost your body’s storehouse of the neurotransmitter acetylcholine and possibly support liver and brain function, while protecting it from age-related insults.35 6. Creatine: This one may surprise you, since it’s often associated with serious athletes and fitness buffs. But according to Dr. Lopez, it’s “a bona fide arrow in my longevity nutraceutical quiver for most individuals, and especially older adults.” As a coauthor of a 2017 paper by the International Society for Sports Nutrition, Dr. Lopez, along with contributors, stated that creatine not only enhances recovery, muscle mass, and strength in connection with exercise, but also protects against age-related muscle loss and various forms of brain injury.36 There’s even some evidence that creatine may boost our immune function and fat and carbohydrate metabolism. Generally well tolerated, creatine has a strong safety profile at a daily dose of three to five grams.37 7.

Clarifying the collective result enables individuals and teams to improve their contributions within the organization without waiting for directives from those who have a broader view of the organization’s interconnected parts. With this understanding, people don’t require someone to align their roles relative to others; they can do this themselves. Imagine an organization of self-aligning individuals and teams who take responsibility for implementing the outward-mindset pattern, constantly adjusting what they do to ensure that their impact contributes to the accomplishment of the collective result. Every individual can decide to be this kind of contributor.

If you can train your brain to say “That’s interesting!” and remember facts that you might need later on, you’ll start to add detail to your maps and build skills in synthesizing new information.

As you grow past 50 people, some people become managers of managers—which is a very different beast than just managing individual contributors—and HR is really coming into play for the first time. You need proper processes to deal with promotions, defining job duties and hierarchical levels, and benefits. You’ll also really need to figure out job titles.

At around 120 people, you need directors: managers who manage other managers. Directors need to think more like a CEO than an individual contributor.

By contrast, the role of the executive is to lead managers. For the most part, executives don’t manage individual contributors. Instead, they focus on vision and strategy. Yet they are still connected to the frontline employees because they are also responsible for the “fighting spirit” of their organizations; they need to be role models who help people persist through inevitable adversity.

the definition of “manager” should be broadened: individual contributors who gather and disseminate know-how and information should also be seen as middle managers, because they exert great power within the organization.

To keep OKRs timely and relevant, have the designated shepherd ride herd over regular check-ins and progress updates. Frequent check-ins enable teams and individuals to course-correct with agility, or to fail fast. To sustain high performance, encourage weekly one-on-one OKR meetings between contributors and managers, plus monthly departmental meetings. As conditions change, feel free to revise, add, or delete OKRs as appropriate—even in mid-cycle. Goals are not written in stone. It’s counterproductive to hold stubbornly to objectives that are no longer relevant or attainable.

Commit to Priorities Set the appropriate cadence for your OKR cycle. I recommend dual tracking, with quarterly OKRs (for shorter-term goals) and annual OKRs (keyed to longer-term strategies) deployed in parallel. To work out implementation kinks and strengthen leaders’ commitment, phase in your rollout of OKRs with upper management first. Allow the process to gain momentum before enlisting individual contributors to join in. Designate an OKR shepherd to make sure that every individual devotes the time each cycle to choosing what matters most. Commit to three to five top objectives—what you need to achieve—per cycle. Too many OKRs dilute and scatter people’s efforts. Expand your effective capacity by deciding what not to do, and discard, defer, or deemphasize accordingly. In choosing OKRs, look for objectives with the most leverage for outstanding performance. Find the raw material for top-line OKRs in the organization’s mission statement, strategic plan, or a broad theme chosen by leadership. To emphasize a departmental objective and enlist lateral support, elevate it to a company OKR.

where Jeffrey Sachs, the Columbia University economist most famous for having designed the “shock therapy” reforms applied to the former Soviet Union, had a live-on-video-link session in which he startled everyone by presenting what careful journalists might describe as an “unusually candid” assessment of those in charge of America’s financial institutions. Sachs’s testimony is especially valuable because, as he kept emphasizing, many of these people were quite up front with him because they assumed (not entirely without reason) that he was on their side: Look, I meet a lot of these people on Wall Street on a regular basis right now . . . I know them. These are the people I have lunch with. And I am going to put it very bluntly: I regard the moral environment as pathological. [These people] have no responsibility to pay taxes; they have no responsibility to their clients; they have no responsibility to counterparties in transactions. They are tough, greedy, aggressive, and feel absolutely out of control in a quite literal sense, and they have gamed the system to a remarkable extent. They genuinely believe they have a God-given right to take as much money as they possibly can in any way that they can get it, legal or otherwise. If you look at the campaign contributions, which I happened to do yesterday for another purpose, the financial markets are the number one campaign contributors in the US system now. We have a corrupt politics to the core . . . both parties are up to their necks in this. But what it’s led to is this sense of impunity that is really stunning, and you feel it on the individual level right now. And it’s very, very unhealthy, I have waited for four years . . . five years now to see one figure on Wall Street speak in a moral language. And I’ve have not seen it once.20 So there you have it. If Sachs was right—and honestly, who is in a better position to know?—then at the commanding heights of the financial system, we’re not actually talking about bullshit jobs. We’re not even talking about people who have come to believe their own propagandists. Really we’re just talking about a bunch of crooks.

From the point of view of individual efficiency, working in large batches makes sense. It also has other benefits: it promotes skill building, makes it easier to hold individual contributors accountable, and, most important, allows experts to work without interruption. At least that’s the theory. Unfortunately, reality seldom works out that way.

Get their input and approval for the separation package. This will be critical for the next step. Executive packages are larger than regular severance packages and rightly so. It takes about ten times longer for an executive to find a new job than it does for an individual contributor.

As test engineers (TEs) and software engineers in test (SETs) labor to support the user and developer, respectively, there is one role that ties them together, the test engineering manager (TEM). The TEM is an engineering colleague taking on important work as an individual contributor and a single point of contact through which all the support teams (development, product management, release engineers, document writers, and so on) liaise. The TEM is probably the most challenging position in all of Google, requiring the skills of both the TE and SET. He also needs management skills to support direct reports in career development.

the role of the executive is to lead managers. For the most part, executives don’t manage individual contributors. Instead, they focus on vision and strategy. Yet they are still connected to the frontline employees because they are also responsible for the “fighting spirit” of their organizations; they need to be role models who help people persist through inevitable adversity.

Google’s engineering teams solved this problem by creating an “individual contributor” career path that is more prestigious than the manager path and sidesteps management entirely. This has been great for the growth of these engineers; it’s also good for the people whom they would otherwise have been managing.

To those I spoke with whiteness can be associated with isolation, dissections, and disconnections. Amanda: Well, my first husband was half-Irish and I lived with his family . . . So I got to see how they raised their children and I’ve been in prison and was raised with white girls there too. So I got to see a lot of pictures from poor whites to affluent whites. So I’ve seen that there is a disconnection. I mean, feelings are covered. Michael: One of the ways of sustaining cultural whiteness is isolation, like old Descartes. It’s not a plot, just the resonance of bad ideas. Isolate the individual rather than see the individual as the contributor back to the collective. And the carpool lane is empty and there are four lanes filled with one person in each car and that’s white culture pouring down the road, each isolated inside and hearing the news that reinforces the ideas of isolation and whiteness. Cayce: And white people for the most part have kind of isolated themselves . . . there is like a boundary around white people that a lot of times people of color drop when they are together and white people don’t always drop when they are with other white people. There’s not this sense of community. I would love to say that the above characterizations do not reflect my life, family, white friends, and their families. Unfortunately, there is a lot of it that seems right on. True, on some level these descriptions might reflect the general trend toward decreased social engagement.10 Yet over the past decade, I have spent a lot more time around people from different cultural and racial backgrounds. I am very sad to say that this sense of white people as being less emotionally connected, more isolated, and more guarded even when we are with other people resonates. The pain that comes with admitting this is all the more intense because this is something that I have known deep down for quite some time. The patterns are so ingrained that serious effort is required to break out of habits that keep me alone when in pain and nervous about sharing difficulty with family and friends. I wish that this did not characterize a broader struggle. Unfortunately, there are too many white people who exemplify these characteristics. The significant numbers of whites who seriously battle depression and a sense of aloneness in the midst of seemingly comfortable lives and intact, loving families are too great. It bears repeating that, of course, white people are not the only ones who face these issues. But that does not mean that it is not a pattern characteristic of white people worthy of honest investigation.

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director

The Group Product Manager Role There's a role in larger product organizations that I find especially effective. The role is titled group product manager, usually referred to as GPM. The GPM is a hybrid role. Part individual contributor and part first‐level people manager. The idea is that the GPM is already a proven product manager (usually coming from a senior product manager title), and now the person is ready for more responsibility. There are generally two career paths for product managers. One is to stay as an individual contributor, which, if you're strong enough, can go all the way up to a principal product manager—a person who's an individual contributor but a rock‐star performer and willing and able to tackle the toughest product work. This is a very highly regarded role and generally compensated like a director or even VP. The other path is to move into functional management of the product managers (the most common title is director of product management) where some number of product managers (usually somewhere between 3 and 10) report directly to you. The director of product management is really responsible for two things. The first is ensuring his or her product managers are all strong and capable. The second is product vision and strategy and connecting the dots between the product work of the many teams. This is also referred to as holistic view of product. But lots of strong senior product managers are not sure about their preferred career path at this stage, and the GPM role is a great way to get a taste of both worlds. The GPM is the actual product manager for one product team, but in addition, she is responsible for the development and coaching of a small number of additional product managers (typically, one to three others). While the director of product management may have product managers who work across many different areas, the GPM model is designed to facilitate tightly coupled product teams.

How To Purchase Digital Securities On The BrightCOIN Platform In this post, we go over the steps an investor must complete to invest in an STO on the BrightCOIN platform. Almost all security token offerings in the US are launched under Reg. D, 506c, Reg. S, or Reg. A+. And as everyone knows by now, every contributor must not only pass KYC and AML screens but also must be accredited investors. So what does a contributor see when he clicks the “Invest Now” button on an STO landing page? You’re immediately taken to the issuer’s branded page to create an account. Once your email is verified, you’re presented with a screen that asks if you’re investing as an individual or an entity, such as an IRA or irrevocable trust, for example. You’ll then provide the information to complete the KYC and AML scans. If you registered as an individual, then you must upload the appropriate investor accreditation documents that will be verified. Alternatively, if you registered as an entity, you must upload the appropriate documents for verification as well. You’ll then be informed that your documentation has been submitted for verification. The verification process typically takes 24-48 hours to complete. Next, you’ll be asked to complete a questionnaire detailing the conditions of the offering. You must acknowledge that you’ve read them all individually then read and acknowledge terms of service and privacy policy. On the next page, you’ll be presented with a form to make your contribution. Choose the currency you wish to make your contribution with, in addition to the amount you’ll contribute. Your contribution will automatically calculate the number of tokens you’ll receive for your contribution based on the current exchange rate. Then, you’ll be presented with the issuer’s subscription agreement. Read it carefully, agree with the terms and sign. The only step left is to confirm your token purchase. That’s it! You’ve completed the whole token purchase process and will receive your tokens at the close of the STO. The content (Blogs, FAQs, News) posted on BrightCOIN may contain incorrect information, always get professional advice. Neither BrightCOIN nor any of its directors, officers, employees, representatives, affiliates or agents shall have any liability whatsoever arising from any error or incompleteness of fact or opinion in, or lack of care in the preparation of, any of the materials posted on this website. BrightCOIN does not provide legal, accounting or tax advice. Any representation or implication to the contrary is expressly disclaimed.

When contributors—individuals or teams—are engaged in owning their goals, the feedback can create higher energy going forward. When they are not engaged in their goals, don’t own them, or fear the results, feedback is likely to be a debilitating experience, often leading to less motivation during the next cycle.

George Vaillant’s famous longitudinal study of Harvard students from their time as undergraduates through their entire adulthood also concluded that chores in childhood is an essential contributor to success in life. In an interview for a 1981 New York Times article, Vaillant explained that “work plays a central role in an individual’s life”—so much that it trumped having a strong family background as a predictor of mental health in adulthood.

For me, and for so many of us, creativity is a direct springboard to much that is positive in life. It is the catalyst to becoming energetic, vibrant, joyful, generous individuals and contributors to society.

Whether you are an individual contributor, manager, or leader, fixing the broken social contract between people and work starts with you. When you are able to make your work more enjoyable and purposeful, that possibility will be greater for others.

Steve Jobs frequently said, “Apple is an Ellis Island kind of company built on refugees from other companies. These are the extremely bright individual contributors who were troublemakers at other companies.

Wikipedia: Character Assasination The effect of a character assassination driven by an individual is not equal to that of a state-driven campaign. The state-sponsored destruction of reputations, fostered by political propaganda and cultural mechanisms, can have more far-reaching consequences. One of the earliest signs of a society's compliance to loosening the reins on the perpetration of crimes (and even massacres) with total impunity is when a government favors or directly encourages a campaign aimed at destroying the dignity and reputation of its adversaries, and the public accepts its allegations without question. The mobilization toward ruining the reputation of adversaries is the prelude to the mobilization of violence in order to annihilate them. Generally, official dehumanization has preceded the physical assault of the victims. Specific examples include Zersetzung, by the Stasi secret service agency of East Germany, and kompromat in Russia.

Wikipedia: Unofficial Collaborator The great range of circumstances that led to collaboration with the Stasi makes any overall moral evaluation of the spying activities extremely difficult. There were those that volunteered willingly and without moral scruples to pass detailed reports to the Stasi out of selfish motives, from self-regard, or from the urge to exercise power over others. Others collaborated with the Stasis out of a sincerely held sense of duty that the GDR was the better Germany and that it must be defended from the assaults of its enemies. Others were to a lesser or greater extent themselves victims of state persecution and had been broken or blackmailed into collaboration. Many informants believed that they could protect friends or relations by passing on only positive information about them, while others thought that provided they reported nothing suspicious or otherwise punishable, then no harm would be done by providing the Stasi with reports. These failed to accept that the Stasi could use apparently innocuous information to support their covert operations and interrogations. A further problem in any moral evaluation is presented by the extent to which information from informal collaborators was also used for combating non-political criminality. Moral judgements on collaboration involving criminal police who belonged to the Stasi need to be considered on a case by case basis, according to individual circumstances. A belief has gained traction that any informal collaborator (IM) who refused the Stasi further collaboration and extracted himself (in the now outdated Stasi jargon of the time "sich dekonspirierte") from a role as an IM need have no fear of serious consequences for his life, and could in this way safely cut himself off from communication with the Stasi. This is untrue. Furthermore, even people who declared unequivocally that they were not available for spying activities could nevertheless, over the years, find themselves exposed to high-pressure "recruitment" tactics. It was not uncommon for an IM trying to break out of a collaborative relationship with the Stasi to find his employment opportunities destroyed. The Stasi would often identify refusal to collaborate, using another jargon term, as "enemy-negative conduct" ("feindlich-negativen Haltung"), which frequently resulted in what they termed "Zersetzungsmaßnahmen", a term for which no very direct English translation is available, but for one form of which a definition has been provided that begins: "a systematic degradation of reputation, image, and prestige in a database on one part true, verifiable and degrading, and on the other part false, plausible, irrefutable, and always degrading; a systematic organization of social and professional failures for demolishing the self-confidence of the individual.

The archaeologists who made the study noted that ‘Southern Indian ancestry was estimated at 42–49%’ for the Cambodian individual whose remains they were studying. They identified ‘Irula, Mala, and Vellalar’ caste types as the most likely South Asian contributors to the ancient individual’s genome. These are all specifically low-caste non-Brahmin groups. It appears that we are dealing with the emigration of a large and socially varied group of Indian individuals, leading to intermarriage with Cambodians and the emergence of mixed-marriage families. This implies a varied mercantile diaspora rather than just the boatloads of literate Brahmins who record their own presence on inscriptions. It also helps explain the presence of non-Vedic, non-Brahmanical Tamil folk and village guardian deities like Aiyanar turning up from the beginning in shrines across the region, where he seems to have been worshipped as the Protector of Travellers and the Night Guardian of Reservoirs

Wrong is better than vague.

Optimize for maintenance, not creation.

Grown Woman Theology is important because it gives you language to contribute to the community of faith amongst whom you are growing, and it is vital because it affirms you as a whole person and a worthy contributor to your own, individual definition of your faith and freedom. (Committed to the survival and wholeness of entire people… Not a separatist, except periodically, for health.)