News

The Cult of Overwork


by Alexander Kjerulf

CNN asked 12 well-known leaders including Carlos Ghosn of Nissan, Marissa Mayer of Google and Wynton Marsalis how they manage their time and stay efficient.

Some of them do great stuff too. Marissa Mayer of Google sits in her office every day from 4 to 5:30 ready to answer any question from employees. There’s a sign-up sheet on the door and couches and laptop-power for the people waiting to see her.

Bill Gross of Pimco leaves the office every day at 8:30AM for a 90-minute work-out and yoga session.

That’s great stuff and we need more of that, but the school of “work your butt off, everything else comes second” is bad for business and bad for people. Can we please retire this tired idea once and for all?

Visit Click to Open Web Page to read more.


ALEXANDER KJERULF
Chief Happiness Officer

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Wednesday, December 19, 2007. 08:47PM by Bret Carpenter
Learning Objective: To learn how to build, participate in, and lead teams more effectively; how teams can improve the way that they make collective decisions; how cognitive biases impair decision-making; how teams can solve problems and make decisions more effectively in situations when members have different information and opposing interests; how different leadership approaches can affect team performance in situations with time and competitive pressures; and how teams and their leaders deal with tradeoffs between short-term task completion and longer-term team effectiveness. Subjects Covered: Decision making, Group decision making, Leadership, Simulation, Strategy, Team building.
Wednesday, December 19, 2007. 08:37AM by Bret Carpenter
thanks
Wednesday, December 19, 2007. 07:39AM by michael Iva
FYI--Bret, your comment was clipped, you might want to finish it in another comment block.
Tuesday, December 18, 2007. 10:48AM by Bret Carpenter
What I NEED to get to the very top Course Description: This web-based simulation uses the dramatic context of a Mount Everest expedition to reinforce student learning in group dynamics and leadership. Players are assigned one of 5 roles on a team attempting to summit the mountain. The simulation lasts 8 rounds totaling about 1.5 hours of seat time. In each round, team members analyze information on weather, health conditions, supplies, goals, or hiking speed, and determine how much of that information to communicate to their teammates. They then collectively discuss whether to attempt to reach the next camp en route to the summit. The team must decide how to effectively distribute supplies and oxygen bottles needed for the ascent--decisions which affect hiking speed, health, and ultimately the team's success in summiting the mountain. Failure to accurately communicate and analyze information as a team has negative consequences on team performance. The simulation is designed to be used with teams of students. A Facilitator's Guide contains an overview of simulation screens, elements, and a comprehensive Teaching Note. Computer with minimum 1024x768 screen resolution, High speed internet connection (DSL / cable modem quality), Windows 2000, XP, or Vista / Macintosh operating systems, Internet Explorer 6+ / Firefox 1.5+ web browser with javascript and cookies enabled, Flash Player 9+ browser plug-in (Users with earlier versions of Flash will be notified automatically and given the option to upgrade. This is a free browser plug-in.), Microsoft Excel (optional). Learning Objective: To learn how to build, participate in, and lead teams more effectively; how teams can improve the way that they make collective decisions; how cognitive biases impair decision-making; how teams can solve problems and make decisions more effectively in situations when members have different information and opposing interests; how different leadership approaches can affe