1. WSJ's "Money's No Object for His Stereo Types" .
This article profiles the Manhattan-based uber luxe business "catering to sound system/stereo aficionados for whom "money is no object", according to the business owner and former corporate litigator-turned-Crazy Eddie-to-the-ridiculously wealthy.
Apparently, one (presumably senior) Goldman Sachs employee didn't read what any half-wit would think was an existing internal memo that eschews employees from being profiled by the media whenever the topic of conspicuous consumption is being reported. This fellow not only spoke with the WSJ reporter who wrote the article, but acknowledged having just spent more than $200k to outfit his home with a state-of-art sound system. Although he did request that his name not be used for the article, the fact that he avowed being a Goldman Sachs employee would seemingly be in bad taste, particularly on the eve of a fiscal cliff agreement that imposes significant hits to the average Joe's take home pay.
On a more proactive point, WSJ's "How to Be a Better Boss in 2013" came equipped with elementary reminders for corporate execs and entrepreneurs.. The take-aways included the following:
The "reply to all" button is among the most misused—and reviled—pieces of office technology. At best, an accidental click can lead to an inbox-clogging chain of messages. At worst, it can cause a personal embarrassment before the entire company
Set clear goals slightly beyond your current abilities and list specific actions that advance you toward that goal. Those hoping to move beyond the plateau should also seek feedback. Without frank, even harsh, feedback, progress will likely stall.
You need to get out of your comfort zone.
A successful manager needs to convince people to do things. Frame a choice as leading to a potential loss rather than a gain. This can create a sense of stress—and help managers get things done. Example: A study in which a group of executives were presented a proposal for an IT project. Twice as many in the group approved the proposal if the company was predicted to lose $500,000 if the proposal weren't accepted, compared with a scenario that predicted that the project would lead to profits of $500,000.
Favorable outcomes almost double when we identify common ground with the other party in a negotiation. Find similarities between you and your customer—such as the car you drive or the age of your kids—and express them before you start negotiating with them over a contract or a price.
Achieving any goal means grabbing hold of these opportunities before they slip through your fingers. One solution: If-then planning. Not only decide what you need to do, but also decide when and where you will do it, in advance. The general format of an if-then plan looks like this: If — occurs, then I will —. For example: When it's 3 p.m. today, then I'll stop whatever I'm doing and work on that project; If it's Monday, Wednesday, or Friday, then I'll go to the gym before work; If it's Tuesday morning, then I'll check in with all my direct reports.
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