Chronic time abuse

Anyone who has ever managed people who abuse time--whether they are chronic procrastinators or individuals who work obsessively to meet deadlines weeks in advance--knows how disruptive they can be to a business's morale and operating efficiency. But lessons in time management will have no impact on these employees. That's because real time abuse results from psychological conflict that neither a workshop nor a manager's cajoling can cure. Indeed, the time abuser's quarrel isn't even with time but rather with a brittle self-esteem and an unconscious fear of being evaluated and found wanting. This article describes four types of time abusers typically encountered in the workplace: Perfectionists are almost physically afraid of receiving feedback. Their work has to be "perfect," so they can increase their likelihood of earning a positive evaluation or at least avoid getting a negative one. Preemptives try to be in control by handing in work far earlier than they need to, making themselves unpopular and unavailable in the process. People pleasers commit to far too much work because they find it impossible to say no. Procrastinators make constant (and often reasonable-sounding) excuses to mask a fear of being found inadequate in their jobs. Managing these four types of people can be challenging, since time abusers respond differently from most other employees to criticism and approval. Praising a procrastinator when he is on time, for instance, will only exacerbate the problem, because he will fear that your expectations are even higher than before. In fact, some time abusers, like the perfectionist, may need professional treatment. This article will give you insight into why they are the way they are--and what can be done to help them manage their problems.     

Hiring for smarts

Yes, it's nice when a leader is charismatic and confident. And a great resume can tell you a lot about a person's knowledge and experience. But such assets are no substitute for sheer business intelligence, and they reveal very little about a leader's ability to consistently reach the "right" answer. How can hiring managers flag individuals with such smarts? Historically, the only reliable measure of brainpower has been the standard IQ test, which is rarely used in business settings because of the specific subjects it tests for-math, reading, and spatial reasoning-and because of its multiple-choice format. Despite its shortcomings, the standard IQ test is still a better predictor of managerial success than any other assessment tool companies currently use, Justin Menkes argues. It's true that there isn't a version of IQ testing that applies to the corporate world, but in rejecting IQ tests altogether, hiring managers have thwarted their own attempts to identify true business stars. The author defines the specific subjects that make up "executive intelligence"-namely, accomplishing tasks, working with people, and judging oneself. He describes how to formulate questions to test job candidates for their mastery of these subjects, offering several examples based on real situations. Knowledge questions, such as those used in standard behavioral interviews, require people to recite what they have learned or experienced; intelligence questions call for individuals to demonstrate their abilities. Therefore, the questions in an executive intelligence test shouldn't require specific industry expertise or experience; any knowledge they call for must be rudimentary and common to all executives. And the questions should not be designed to ask whether the candidate has a particular skill; they should be configured so that the candidate will have to demonstrate that skill in the course of answering them.     

Human due diligence

Most companies do a thorough job of financial due diligence when they acquire other companies. But all too often, deal makers simply ignore or underestimate the significance of people issues in mergers and acquisitions. The consequences are severe. Most obviously, there's a high degree of talent loss after a deal's announcement. To make matters worse, differences in decision-making styles lead to infighting; integration stalls; and productivity declines. The good news is that human due diligence can help companies avoid these problems. Done early enough, it helps acquirers decide whether to embrace or kill a deal and determine the price they are willing to pay. It also lays the groundwork for smooth integration. When acquirers have done their homework, they can uncover capability gaps, points of friction, and differences in decision making. Even more important, they can make the critical "people" decisions-who stays, who goes, who runs the combined business, what to do with the rank and file-at the time the deal is announced or shortly thereafter. Making such decisions within the first 30 days is critical to the success of a deal. Hostile situations clearly make things more difficult, but companies can and must still do a certain amount of human due diligence to reduce the inevitable fallout from the acquisition process and smooth the integration. This article details the steps involved in conducting human due diligence. The approach is structured around answering five basic questions: Who is the cultural acquirer? What kind of organization do you want? Will the two cultures mesh? Who are the people you most want to retain? And how will rank-and-file employees react to the deal? Unless an acquiring company has answered these questions to its satisfaction, the acquisition it is making will be very likely to end badly.     

The science behind the smile. Interview by Gardiner Morse

Only recently have we been able to apply science to one of the world's oldest questions: "What is the nature of happiness?" In this edited interview, the author of the 2006 best seller Stumbling on Happiness surveys the field. Gilbert explores the sudden emergence of happiness as a discipline, reviews the major findings (including the mistakes we all make in predicting how happy or miserable we'll be), and examines the role of happiness in productivity on the job. He describes what makes us truly happy-it's not a promotion or a new house-and sketches out a "happiness diet" that emphasizes small, routine efforts. Looking forward, Gilbert discusses the breakthrough work of his colleague Matthew Killingsworth, whose iPhoneenabled real-time surveys of people's moods are providing an ultra-high-resolution picture of how our emotional states shift from minute to minute. A sidebar by Killingsworth offers a preliminary look at his findings and their implications for our personal and workplace lives.     

How to write a great business plan

Every seasoned investor knows that detailed financial projections for a new company are an act of imagination. Nevertheless, most business plans pour far too much ink on the numbers - and far too little on the information that really matters. Why? William Sahlman suggests that a great business plan is one that focuses on a series of questions. These questions relate to the four factors critical to the success of every new venture: the people, the opportunity, the context, and the possibilities for both risk and reward. The questions about people revolve around three issues: What do they know? Whom do they know? and How well are they known? As for opportunity, the plan should focus on two questions: Is the market for the venture's product or service large or rapidly growing (or preferably both)? and Is the industry structurally attractive? Then, in addition to demonstrating an understanding of the context in which their venture will operate, entrepreneurs should make clear how they will respond when that context inevitably changes. Finally, the plan should look unflinchingly at the risks the new venture faces, giving would-be backers a realistic idea of what magnitude of reward they can expect and when they can expect it. A great business plan is not easy to compose, Sahlman acknowledges, largely because most entrepreneurs are wild-eyed optimists. But one that asks the right questions is a powerful tool. A better deal, not to mention a better shot at success, awaits entrepreneurs who use it.     

The challenges of longitudinal surveys in the flood risk domain

Abstract

There has been much research regarding the perceptions, preferences, behaviour, and responses of people exposed to flooding and other natural hazards. Cross-sectional surveys have been the predominant method applied in such research. While cross-sectional data can provide a snapshot of a respondent’s behaviour and perceptions, it cannot be assumed that the respondent’s perceptions are constant over time. As a result, many important research questions relating to dynamic processes, such as changes in risk perceptions, adaptation behaviour, and resilience cannot be fully addressed by cross-sectional surveys. To overcome these shortcomings, there has been a call for developing longitudinal (or panel) datasets in research on natural hazards, vulnerabilities, and risks. However, experiences with implementing longitudinal surveys in the flood risk domain (FRD), which pose distinct methodological challenges, are largely lacking. The key problems are sample recruitment, attrition rate, and attrition bias. We present a review of the few existing longitudinal surveys in the FRD. In addition, we investigate the potential attrition bias and attrition rates in a panel dataset of flood-affected households in Germany. We find little potential for attrition bias to occur. High attrition rates across longitudinal survey waves are the larger concern. A high attrition rate rapidly depletes the longitudinal sample. To overcome high attrition, longitudinal data should be collected as part of a multisector partnership to allow for sufficient resources to implement sample retention strategies. If flood-specific panels are developed, different sample retention strategies should be applied and evaluated in future research to understand how much-needed longitudinal surveying techniques can be successfully applied to the study of individuals threatened by flooding.     

Common sense and computer security

The age of information so frequently described and anticipated in "gee-whiz" language has a darker side. As recent newspaper stories and other media attention show, unauthorized tampering with computer data banks and computer programs is on the rise. And the problem will grow worse with the proliferation of microcomputers, word processors, and data networks and with the swelling ranks of people familiar with their use. Probing beyond the conventional legislative and technological solutions to computer security problems, the authors look at what managers can do to preserve the integrity of their companies' information systems. While it is no longer possible simply to delegate responsibility for computer security to data processing managers, senior managers should not rely on expensive and complex solutions, according to these authors. They argue for simple, commonsense measures and advise how auditing and control systems can be revitalized to help detect security problems before they become serious.     

Are you picking the right leaders?

When it comes time to hire or promote, top executives routinely overvalue certain skills and traits while overlooking others. Intuitively, for example, they might seek out team players, people who shine operationally, dynamic public speakers, or those who are demonstrably hungry for greater responsibility. But some attributes that seem like good indicators of leadership potential are, paradoxically, just the reverse. Team players and those who excel operationally often make better seconds in command. Many a great public speaker lacks the subtle one-on-one persuasive powers that a top leader needs. And shows of raw ambition may be more an indicator of ego than of leadership talent. Unfortunately, few organizations have the right procedures in place to produce complete and accurate pictures of their top prospects. Assessments are often based on hearsay, gossip, and casual observation. Many companies spend too much effort trying to develop leaders and not enough effort trying to identify them. A new evaluation process will help you avoid that trap. Candidates are assessed by a group of people who have observed their behavior directly over time and in different circumstances. Using a carefully crafted series of questions, the group can probe a wide range of leadership criteria, including such "soft" attributes as personal integrity, that are difficult to assess. Without such information, senior management will remain vulnerable to misidentifying leadership talent, and the wrong people will continue to make their way up the corporate ladder.     

11 critical questions to ask when buying a physician practice

Answering probing questions in advance of a practice purchase can help hospital and health system leaders make informed decisions. The questions are intended to stimulate careful consideration before entering into a practice acquisition; no single piece of information or answer should be considered definitive in the final decision-making process. Success depends on having a clear game plan and spending time ensuring that all players-board, management, physician leaders, and the physicians who will be employees--understand and support the plan.     

Managing hybrid marketing systems

As competition increases and costs become critical, companies that once went to market only one way are adding new channels and using new methods - creating hybrid marketing systems. These hybrid marketing systems hold the promise of greater coverage and reduced costs. But they are also hard to manage; they inevitably raise questions of conflict and control: conflict because marketing units compete for customers; control because new indirect channels are less subject to management authority. Hard as they are to manage, however, hybrid marketing systems promise to become the dominant design, replacing the "purebred" channel strategy in all kinds of businesses. The trick to managing the hybrid is to analyze tasks and channels within and across a marketing system. A map - the hybrid grid - can help managers make sense of their hybrid system. What the chart reveals is that channels are not the basic building blocks of a marketing system; marketing tasks are. The hybrid grid forces managers to consider various combinations of channels and tasks that will optimize both cost and coverage. Managing conflict is also an important element of a successful hybrid system. Managers should first acknowledge the inevitability of conflict. Then they should move to bound it by creating guidelines that spell out which customers to serve through which methods. Finally, a marketing and sales productivity (MSP) system, consisting of a central marketing database, can act as the central nervous system of a hybrid marketing system, helping managers create customized channels and service for specific customer segments.     

The boundaries of business: commentaries from the experts

The World Leadership Survey, which began a worldwide dialogue on a set of important issues facing managers in the 1990s, continues with commentaries from four recognized experts, each of whom addresses the survey results from a different perspective. Kenichi Ohmae, chairman of McKinsey and Company in Tokyo, addresses "The Perils of Protectionism." Ohmae argues that the old definitions of national boundaries and corporate interests reflect obsolete economic theories. The real test of national well-being, Ohmae suggests, should be the economic welfare of a nation's citizens. Sylvia Ann Hewlett, economist and former director of the Economic Policy Council in New York, analyzes the survey in terms of "The Human Resource Deficit." According to Hewlett, four principles should guide corporate strategies in the 1990s: human resource development should move up the scale of corporate priorities; a family-friendly workplace will attract and keep talented workers; companies will take limited direct responsibility for training and education; the private sector will promote public investment in social issues. James E. Austin, the Richard P. Chapman Professor of Business at the Harvard Business School, writes about "The Developing-Country Difference." In developing countries, Austin observes, managers display attitudes and follow practices that diverge from those in developed nations. In particular, the role of government, investments in education and technology, and environmental concerns set these nations apart. Michel Crozier, president of the Centre de Sociologie des Organisations in Paris, writes about "The Changing Organization." In the 1990s, Crozier argues, managers need to break from old management theories and practice, questioning hierarchy, control, distance, access to information-the whole managerial system.     

The alternative workplace: changing where and how people work

Today many organizations, including AT&T and IBM, are pioneering the alternative workplace--the combination of nontraditional work practices, settings, and locations that is beginning to supplement traditional offices. This is not a fad. Although estimates vary widely, it is safe to say that some 30 million to 40 million people in the United States are now either telecommuters or home-based workers. What motivates managers to examine how people spend their time at the office and where else they might do their work? Among the potential benefits for companies are reduced costs, increased productivity, and an edge in vying for and keeping talented employees. They can also capture government incentives and avoid costly sanctions. But at the same time, alternative workplace programs are not for everyone. Indeed, such programs can be difficult to adopt, even for those organizations that seem to be most suited to them. Ingrained behaviors and practical hurdles are hard to overcome. And the challenges of managing both the cultural changes and systems improvements required by an alternative workplace initiative are substantial. How should senior managers think about alternative workplace programs? What are the criteria for determining whether the alternative workplace is right for a given organization? What are the most common pitfalls in implementing alternative workplace programs? The author provides the answers to these questions in his examination of this new frontier of where and how people work.     

论中国特色社会主义理论体系的历史地位及其意义

中国特色社会主义理论体系在马克思主义中国化的历史进程中,在党的全部思想和工作中处于十分重要的地位,是全国各族人民团结奋斗的共同思想基础。它不但创造性地回答了什么是社会主义、怎样建设社会主义的问题,而且创造性地回答了建设什么样的党、怎样建设党,实现什么样的发展、怎样发展的问题,为我党制定路线和各项方针政策提供重要理论依据,是排除各种错误倾向干扰的思想武器。在实践上,中国特色社会主义理论体系是统一全党全国各族人民思想和意志的旗帜,为实现中华民族的伟大复兴提供了强大思想武器,具有非常重要的历史地位和理论及实践意义。     

Don't hire the wrong CEO

A disturbing trend is going on in corporate America--CEO churning. Top executives are rapidly coming and going, keeping their jobs for increasingly shorter periods of time. The reason? Most boards are so unclear about the definition of leadership, they are picking the wrong people. CEO churning needn't be, say leadership experts Warren Bennis and James O'Toole. Boards can reverse the trend by following several guidelines. First, boards must come to a shared, accurate definition of leadership. Simply put, leaders must be able to move human hearts--to challenge people and make them want to scale steep peaks. Second, boards should strengthen the CEO selection process by resolving strategic and political conflicts amongst themselves. An agreed-upon strategic direction will make choosing the CEO with the right vision for the company that much easier and can clarify the job for the new CEO. Third, the board needs to measure every CEO candidate's soft qualities. Economic measures are important, but integrity, the ability to provide meaning, and the talent for creating other leaders are critical. Fourth, boards should beware of candidates who act like CEOs. Charisma and glossy pitches can be enticing, but they're rarely the stuff of true leadership. Fifth, boards should accept that real leaders will more than likely overturn the status quo. Sixth, boards need to know that insider heirs usually aren't apparent, and finally, boards should always avoid making a hasty decision. Hiring the right CEO is a slow process at best. Ultimately, the surest way for boards to pick the right CEO is to cultivate and nurture talent in the making.     

North American audiences for news of emerging technologies: Canadian and US responses to bio‐ and nanotechnologies

New approaches are needed to think about audiences, subcultures, and publics in the context of increasing attention to the pluralistic nature of modern societies. Subgroup differences influencing reactions to technological change abound but may not correspond neatly to national boundaries. Often attributed to the influence of media messages, these differences are more clearly associated with message interpretation than with uniform media effects. In other words, reactions are better understood as a function of what audiences bring to the interpretation of news and information than as a function of exposure to message content itself. As an example, this article considers persistent differences between the US and Canada in opinions about technology that can be traced through comparative survey data collected by the Canadian government in 2003, 2004 and 2005. Previous research by the author has suggested, based on the data from the 2004 survey, that these differences can be accounted for by differential distributions within each country of subgroups with different perspectives on the inherent value of science, on whether decisions in this area should be driven by ethics or by utilitarian concerns, and on who should make those decisions. Here, comparative Canada‐US survey data from January 2005 are used to explore explanations based on media consumption, source credibility, and perceived social distance (from developers) characteristic of these groups, as well as to extend the analysis from biotechnology to nanotechnology as well. Theoretical and practical implications are discussed.     

Food futures to sustain Chinese cities

China's rapid urbanization makes its cities vulnerable to prolonged drought in the interior. Food needs of the cities will sometimes exceed China's carryover stocks. Moreover, its cities are likely to become so large that even the global reserves, as presently accumulated, are inadequate. A survey of the technological possibilities considers food supplies for a world population leveling somewhere between 10–15 billions, with China making up 9–18% of the total. Today's bioscience promises a number of nutritional substitutes two or three generations hence. Once the world overcomes population growth, successors to the strategies proposed in this article should make it possible to sustain Chinese cities at an increasingly high quality of life.     

The work of leadership

More and more companies today are facing adaptive challenges: changes in societies, markets, and technology around the globe are forcing them to clarify their values, develop new strategies, and learn new ways of operating. And the most important task for leaders in the face of such challenges is mobilizing people throughout the organization to do adaptive work. Yet for many senior executives, providing such leadership is difficult. Why? One reason is that they are accustomed to solving problems themselves. Another is that adaptive change is distressing for the people going through it. They need to take on new roles, relationships, values, and approaches to work. Many employees are ambivalent about the sacrifices required of them and look to senior executives to take problems off their shoulders. But both sets of expectations have to be unlearned. Rather than providing answers, leaders have to ask tough questions. Rather than protecting people from outside threats, leaders should let the pinch of reality stimulate them to adapt. Instead of orienting people to their current roles, leaders must disorient them so that new relationships can develop. Instead of quelling conflict, leaders should draw the issues out. Instead of maintaining norms, leaders must challenge "the way we do business" and help others distinguish immutable values from the historical practices that have become obsolete. The authors offer six principles for leading adaptive work: "getting on the balcony," identifying the adaptive challenge, regulating distress, maintaining disciplined attention, giving the work back to people, and protecting voices of leadership from below.     

Lofty missions, down-to-earth plans

Most nonprofits make program decisions based on a mission rather than a strategy. They rally under the banner of a particular cause, be it "fight homelessness" or "end hunger." And since their causes are so worthwhile, they support any programs that are related--even tangentially--to their core missions. It's hard to fault people for trying to improve the state of the world, but that approach to making decisions is misguided. Acting without a clear long-term strategy can stretch an agency's core capabilities and push it in unintended directions. The fundamental problem is that many nonprofits don't have a strategy; instead, they have a mission and a portfolio of programs. But they hardly make deliberate decisions about which programs to run, which to drop, and which to turn down for funding. What most nonprofits call "strategy" is really just an intensive exercise in resource allocation and program management. This article outlines for nonprofits a four-step process for developing strategy. The first step is to create a broad, inspiring mission statement. The second step is to translate that core mission into a smaller, quantifiable operational mission. For instance, an agency whose core mission is to fight homelessness must decide if its focus is rural or urban and if it should concentrate on low-income housing loans or on establishing more shelters. The third step is to create a strategy platform; that is, the nonprofit decides how it will achieve its operational mission. Decisions about funding and about client, program, and organizational development are all made here. Once that platform is established, the nonprofit is ready to move to step four--making reasoned, strategic decisions about which programs to run and how to run them. The agency that follows these steps will improve its focus and its effectiveness at fulfilling its mission.     

Value rules: senior management incentives in the post-option era

Big changes are in the news and on boardroom agendas. This is a good time for many companies to step back and think fundamentally about how senior management incentives are structured and how these programs should be redesigned for better business results. This article describes the main problems with current incentive structures. It then shows how "value rules" can help employers make better use of incentive plans and create a real stake in business units' long-term results, so that the overall structure of executive incentives consistently encourages value creation for shareholders.     

SOME REFLECTIONS ON RECENT MONETARY TURMOIL IN EASTERN EUROPE

This article makes the case for the use of "currency boards" in dealing with the monetary problems of Russia and other developing economies. The concept of the currency board was developed originally by the British in the 19th century to allow their colonies to maintain their local currencies without having an autonomous money supply or central bank. Currency boards hold out the promise of price stability because the local government gives up all discretionary powers over the money supply and the exchange rate. As the author puts it, "The country's monetary affairs, internal and external, will be running on automatic pilot, not on manual control. For the Russian people, the great advantage of this automatic arrangement, of course, is that the Russian government can no longer finance itself by inflation—that is, by printing money."
A currency board, to be sure, is not a panacea. It cannot substitute for the massive restructuring of Russian financial and governmental institutions that is so clearly needed. But, as happened in Argentina, a currency board can make that task easier by restoring stability and confidence. The promise of exchange rate stability that a currency board offers is also a major inducement to the foreign capital that is critical to the growth of the Russian as well as most developing economies.