Disconnect from Your Tech
Here's a great article about a school that took a three-day break from technology. Be sure to watch the video that goes along with it. Could you not use technology for even a day? That's my challenge to you!
Here's a great article about a school that took a three-day break from technology. Be sure to watch the video that goes along with it. Could you not use technology for even a day? That's my challenge to you!
I thoroughly enjoyed Gever Tully’s TED video of “5 Dangerous Things You Should Let Your Kids Do” and agree with his thesis that parents these days are far too protective of their children. Paradoxically, in parents’ well-intentioned attempts at protecting their children from harm, they actually leave them less prepared for the real dangers that your kids will face later in life. I also concur that exposing kids to a little danger can be beneficial to their development. Exposure to what are for them risky experiences, such as using power tools, fire, or a pocket knife, can build confidence, resilience, competence, respect, and responsibility, as well as develop cognitive, emotional, and motor skills that will help children as they transition into adulthood. Of course, it’s easy for Mr. Tully to make this argument when he doesn’t have kids; he doesn’t have the hard-wired “protect your children to ensure their survival” instinct kick in at the first sign of danger. Though exposing children to Mr. Tully’s tangible dangers offers many benefits, I would argue that the dangers that he wants you to expose them to are far less threatening than they actually are because the potentially harmful consequences are immediate and will surely be mitigated by a watchful—though hopefully not overly intrusive—parent. In contrast, I would suggest that you can do five things to your children that are far more “dangerous,” yet will have a far greater impact on them as they develop.
There was a powerful commentary in The New York Times yesterday about the importance of reading books in this fast-paced, digital world we are immersed in. A worthwhile and cautionary read for anyone who has become "addicted" to the Internet.
As many businesses have learned the hard way in the last 15 years, becoming established and having short-term success is no guarantee of sustaining long-term success. Increased competition, financial mismanagement, professional missteps, and economic downturns can all contribute to the downfall of a once-successful business. The challenge for many companies, particularly small ones, is that they are so busy in the day-to-day operations of the business, the lack the time and energy to maintain an eye on the future that is essential for long-term success. To ensure that long-term success, you must engage in a comprehensive examination of your business that includes evaluating the past and “visioning” the future. This process involves what you have done and what you need to do to ensure that it has the “legs” to sustain itself for many years to come. Note: Apologies for the double-November newsletters. The first November newsletter, Focus is the Gateway to Business Success, was the belated September issue.
Focus doesn’t get the respect it deserves in the business world. We hear a lot about motivation, stress, emotions, leadership, and team culture, but not much attention is paid to the role that focus plays in your ability to be productive. Well, I’m here to change all that. Let’s first start with what focus is. Simply put, focus involves the ability to pay attention to things that will help and avoid distractions that will hurt your work efforts. For example, to finish a report, you need to focus on the relevant information and analyses that will comprise the report. You must also avoid typical distractions such as emails, being hungry or tired, or the people around you.
This disturbing article describes the growing use of technology (e.g., tablets, smartphones, apps) among very young children (0-8 years old). Here's a scary quote, from a physician no less: "I know if I need Zoe to be quiet for an hour, I can hand her the iPad and I won’t hear from her,” said Dr. [...]
There’s no doubt that technology is the new “panacea du jour” for public education in America today. Hundreds of millions of dollars (and much more on the way) are being spent on getting iPads and other tablets into the hands of teachers and students all over the country in classes as early as kindergarten. This [...]
You have to watch the comedian Louis CK's funny, yet painfully insightful and true take on smartphones, kids, people, texting, and life.
One of the most powerful ways you can express love to your children is to give them a gift that is, sadly, in short supply for many families, namely, time. The message you send when you are with them, mind, body, and spirit, is that you love them enough to make them your number-one priority. [...]
Perhaps the most frequently asked questions these days in boardrooms, corner offices, and business school classes is: What is leadership and how has it changed in the 21st century? There is little doubt that the business landscape has changed in the last two decades driven primarily by two forces: globalization and technology. Not surprisingly, these two market influences have directly impacted how heads of companies lead. The most notable change has been in what skills are believed to be necessary to lead a company. In previous generations, business leaders were chosen for their specific business acumen including their business-related knowledge and skill sets such as finance, marketing, or strategy. Pedigree and education also played a role in who was placed on the top floor of a company. In recent years though, there has been a shift toward less-tangible psychological, emotional, and people skills as prerequisites for leaders. Of course, the hard skills are still important—leaders still need to know the nuts and bolts of their business—but these knowledge sets have become, in my experience, necessary but not sufficient, for getting the key to the executive washroom. I have identified four such areas that have gained prominence in my work with senior management of companies around the world during the last decade.