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Category: Company Success

4 Dirty Little Secrets You Need To Know About Successful People

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There is no shortage of disappointment and pain in the world. No shortage of helplessness. No shortage of regret. No shortage of failure.

If you’re feeling down because you got fired yesterday. So what? You didn’t get the promotion. So what? You hate your boss, and your business failed. So what? You never got to graduate from high school. Maybe you didn’t graduate college. So what? You graduated college but aren’t happy in your career? You made it all the way to the C-suite but don’t feel fulfilled. So what? If this is your reality, what are you going to do about it?

You can fall into despair and complain about how miserable life is. I have been there and done that. You can go to work every day and whine about your job, your colleagues or your boss. You can settle for a life and career of mediocrity and spend 40+ hours a week on a job you hate. Lots of people do this.

You can continue to gripe about Mondays and wish your life away rushing to Friday, or you can put in the work – and make the sacrifice – that success demands. That’s the rub though – sacrifice. People don’t just wake up successful. They work for it. They trade for it. They sacrifice for it. Are you willing to do the work and go through the pain necessary to achieve and sustain success?

Here are the four dirty little secrets that you need to know about successful people if you want to become one.

1. Successful people trade one pain for another.

“We must all suffer one of two things in life: the pain of discipline or the pain of regret.”

Years ago I read this quote by Jim Rohn, and it hit me. I realized that I’d have to struggle and go through some hard stuff in my life and to build my career. I realized that there was no such thing as a pain-free life. Since there would be no way to avoid struggles, I decided to buckle down and stop looking for one. I decided I’d rather suffer the pain of discipline and began my success journey. I suggest you do too.

Contrary to popular belief, successful people don’t get to escape life’s pains. They just trade one pain for another whenever and wherever possible. Successful people trade the pain of regret with the pain of discipline. They trade the pain of stopping with the pain of starting. They trade the pain of failure for the pain of consistency, and they trade the pain of saying yes too often with the pain of saying no in an effort to protect and focus the most limited resource they have – time.

Successful people fear failure just like everyone else, but they don’t let it stop them because they know that regret causes more pain than failure ever will. If you want to be successful, you really can be afraid to fail, but you can‘t be afraid to try.

2. Successful people take risks and lose.

“I’ve missed more than 9,000 shots in my career. I’ve lost almost 300 games. 26 times I’ve been trusted to take the game-winning shot and missed. I’ve failed over and over and over again in my life. And that is why I succeed.”

This quote by Michael Jordan revealed a lot to me about risk and losing. When you run from failure, you inevitably run from success. Successful people put it all on the line. They risk humiliation and embarrassment. They risk disappointing others. They risk it all – including their careers – to achieve their goals.

If you want your career to soar, you must be willing to see it plummet. And though this may cause extreme discomfort and anxiety, success goes hand-in-hand with risk so you need to get more comfortable being uncomfortable. Successful people lean into ambiguity and uncertainty because they know that in order to achieve the greatest heights of success they have to be willing to experience despair.

If you want to be successful, realize that nothing ventured really does mean nothing gained. Successful people have to take risks – financial and career risks and personal and professional ones as well.

3. Successful people want to give up.

“You have to fight for what you want because what you want won’t fight for you!”

Demarjay Smith, Ellen DeGeneres’ favorite kid trainer, hit it on the nose with this quote. It may seem like it will never happen for you. You may feel like you are sinking when you aren’t. The difference between losing and being a loser is giving up. Successful people want to give up sometimes just like everyone else, but they don’t, and you shouldn’t either.

Take it from 12-year-old Demarjay, and fight for what you want. While his goal is to get an education and develop physical strength, that is not the point. Your goal is your goal. Maybe you want to start a business, get a promotion, change careers, become a manager, be a teacher, make it to the C-suite, write a book, become a famous singer, actor, director, etc. What are your goals? What do you want to accomplish? The message is the same regardless. Successful people get up each and every day and fight for what they want.

If you want to be successful, learn to reach deep for the power that’s within you so you don’t give up. Successful people have breakdowns sometimes, but they muster up everything they have within themselves to ultimately reach a breakthrough. And the breakthrough is amazing! I know from personal experience.

When you get back up after falling, when you fail but still push to succeed, when you cry, but still find a reason to laugh and when you thought you had nothing else to give but you still manage to get up and put one foot in front of the other. That is you showing that you have the power within yourself to make it across the line and not give up.

4. Successful people get rejected.

“Most fears of rejection rest on the desire for approval from other people. Don’t base your self-esteem on their opinions.” – Harvey Mackay

The first thing I think about when I hear the word rejection is that every single syllable hurts. I hate it. I’ve been rejected for so many things that I now just consider it a normal part of the success journey. Still, I hate it. But if the choice is between being rejected or never going for what we want; never asking for what we want; never reaching for our dreams, then rejection it is.

Successful people get rejected, but they don’t let it stop them. They take steps to limit the power that rejection has over them by doing these three things.

  1. expect to be rejected
  2. stay true to yourself and
  3. get away from small-minded people

If you want to be successful, you need to expect rejection. Sometimes people can’t see your value. Sometimes they can’t appreciate your brilliance. They can’t understand your goals. They don’t dream like you do, and this is okay. Surround yourself with people who will support you. Instead of trying to persuade small-minded people, I recommend you build a different support system and connect with new friends who will believe in you and cheer you on.

Get up and own your power.

Are you willing to do the dirty work required to achieve and sustain success?

If you want a different job, a different boss or a different career, what are you going to do about it? If you want to change your life, you have to get up. Get up and put one foot in front of the other. Get up and believe in yourself. Get up and do something to create the life you want. And don’t ever let anyone – including yourself – cause you to be defeated. You have the power to create a better life, a better career, a better you. You have what it takes to achieve success.

Never forget this. There is pain in everything. To get different, you will have to be different; to accomplish more, you will have to do more. And the dirty little secret is that successful people don’t get to escape life’s pains, risks, failures and rejections. Quite the contrary. Successful people actually embrace them, and this is how they achieve success in the first place.

Follow me on Twitter or LinkedIn. Check out my website or some of my other work here.

Terina Allen

I am a strategist, management consultant, executive coach and international speaker and have delivered meaningful results for executives and leaders in 43 states and 6 countries across 3 continents. I serve as CEO for ARVis Institute, a strategy, change, performance and human capital consulting firm. I have committed my research, education and professional talents to transforming governments, corporations, nonprofits and educational institutions and develop leaders and managers who have the capacity to create high-performing organizations and the competence to affect positive change.

Source: 4 Dirty Little Secrets You Need To Know About Successful People

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The Upward Spiral Of Doing The Right Thing

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Have you ever noticed that you eat less junk during the weeks when you hit your target of working out four times? And when you are eating better, you pause before ordering that next drink? And then as you’re working out a bit more, eating better, and drinking less, you get to bed a bit earlier and wake up more readily?

This is the upward spiral of good habits. The same effect can be observed for work habits, financial practices, or any other element of our lives. And it also happens in organizations. Let’s consider the example of Ellevate, a community of professional women committed to helping each other succeed, and a certified B Corp.

First, a word on B Corps: these are for-profit companies that have been certified (and re-certified every three years) by the not-for-profit organization B Lab, which created the B Corp certification. B Lab’s B Impact Assessment (BIA), on which the certification is based, is a rigorous set of standards for how a company operates, with about 200 indicators in five areas (customers, community, workers, environment, and governance).

Companies must earn at least 80 points on these questions, which range from the training and benefits they offer employees to ratio of the lowest and highest salaries, ethics policies and procedures, and whether you’re working with the landlord to improve your facility’s environmental performance.

Ellevate was established as a strongly mission-driven for-profit company in 1997, by women who worked at Goldman Sachs and called the group 85 Broads, in reference to their employer’s corporate address. As other women expressed an interest in the peer support offered by the group, it expanded to include others beyond the GS network. In 2013, Sallie Krawcheck acquired the company and rebranded as Ellevate to capitalize on the business opportunity of helping women advance in leadership, which has been shown to have great economic benefit to employers and the communities around them.

The mission of Ellevate, then, has been the same for over 20 years. It may have become more newsworthy in today’s #MeToo era, but it’s no more or less important now than then. What has changed is the way that Ellevate executes on that mission. The group certified as a B Corp in 2016, earning a score of 88 on the 200-point BIA.

Perhaps Ellevate’s identity as a mission-driven company made this transition to B Corp more likely, but many of the other 3,000 certified B Corps are very standard businesses, selling cleaning products, ice cream, branding advice, or even electricity. Whether or not a company’s ‘what’ is inherently good for the world, in an increasingly transparent world, Ellevate isn’t the only company thinking more about not just what they do, but how they do it.

And this is where B Corp certification comes in, as Samantha Giannangeli, Ellevate’s Operations Lead, said: “It’s worth it for the introspective take on your business – not just what you hope to achieve, but how.“

Regardless of what they sell, all companies have myriad opportunities to create less harm and ultimately generate benefit to the people and planet around them. The BIA offers 200 very specific such opportunities, such as including social and environmental performance in job descriptions and performance reviews; managing customer data privacy; and sharing resources about best environmental practices for virtual employees. CEOs are generally assigned the most direct responsibility – and credit – for how a company operates. Indeed, Giannangeli said that Wallace, “is a driving force behind our work with B Corp. She leads by example every day, and we’re lucky to work with her.”

But the upward spiral that you’ve felt during those healthy eating weeks kicks in quickly once a CEO states or signals that they support operating the business in a way that’s good for the world. After all, CEOs do very little of any company’s day-to-day operations. Decisions about fair hiring practices, good environmental practices, and customer support and protection are made by middle management and executed (or not) by frontline employees.

Giannangeli described how Wallace’s commitment to improving Ellevate’s operating principles engages and reflects employees, saying that Wallace “listens to us, and takes the time to understand the challenges we bring to the workforce – and the challenges we want to solve.”

The vast majority of us want to make a positive contribution to the world through our work, whether by improving a single person’s day or making a system more equitable. So getting permission from leadership and learning best practices for doing business that’s good for the world (from the BIA for example) is enough to activate a team to improve the pieces of a company’s operations that they’re responsible for.

Ellevate’s team “drastically increased our energy efficiency, launched a series of trainings on cultural awareness and anti-discrimination and harassment, and developed an internship program focused on first generation college students.” These initiatives have nothing to do with the company’s core business of supporting women at work – they would fit equally well in a cleaning products or ice cream company.

As a result of these efforts, Ellevate’s BIA score rose from 88 to 115 when they were re-certified in 2019. They became a Best for the World honoree, indicating that their score in the Workers category falls in the top 10% of all B Corps. Giannangeli pointed out that the practices that earned this recognition “were employee-driven, and employee-led.”

What’s more, during recent testimony to the House Committee on Small Business, Ellevate CEO Kristy Wallace said: “I’d also like to note that our business revenues doubled during that time period illustrating that being good for society is also good for business.” This understanding that doing well by doing good is not only possible for businesses to attain, but increasingly a mandate from customers, investor, and employees. And there’s nothing like revenue growth to drive an upward spiral of being good for society.

So regardless of your position, industry, and function, check out the BIA. Find one or two indicators that you or your team participate in or influence. And think about what small step you could take to improve your company’s performance on that one small factor. You could stop buying individually packaged snacks in favor of bulk purchases that go into reusable containers to reduce your waste.

Or institute a team-wide afternoon stretch break to improve employee well-being. Or start a Slack channel for online articles, podcasts, videos, and courses to offer low-cost, self-scheduling professional development that helps colleagues stay on the cutting edge of your industry.

These are all small and very low-cost initiatives, but they’re much more likely to get your colleagues and leadership thinking about other ways your company could be better for the people and planet around you than doing nothing. And these and similar small actions can also be taken in your home, informal communities, or even just your personal habits, like the gym and healthy eating we started with. So what will you do in 2020 to kickstart an upward spiral?

Follow me on Twitter or LinkedIn. Check out my website.

Nell Derick Debevoise

I am the founder and CEO of Inspiring Capital, a certified B Corp. We help employees connect their work to its impact in the world, increasing engagement, innovation, an…

Source: The Upward Spiral Of Doing The  Right Thing

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** Please Like the Video and Subscribe, Thanks ** We’re just going to talk about what is employee engagement, what is the definition of employee engagement? Let’s start with what it’s not. See, a lot of people think employee engagement is the same as employee satisfaction, but satisfaction doesn’t raise the bar high enough. See, I can be satisfied as I clock into work at nine and satisfied as I take my breaks and lunch and clock out at five o’clock. I’m satisfied and I do what is asked of me. More importantly, I’m satisfied but I’ll take that executive recruiter phone call that says, “Kevin, are you interested in that job opening from the competitor across the street?” “Ah, I’m pretty satisfied here, actually.” “I can get you a ten percent raise.” “Oh, well, okay, I’ll take that job interview.” Satisfaction just doesn’t set the bar high enough. Others will say, oh, what it’s really about is happiness. We’re trying to create happy workers, a happy workplace. I’m not against happiness. I hope everybody is happy, but just because you’re happy doesn’t mean you’re working on behalf of the organization. I’ve got two teenage daughters who I had to take to the mall to go clothes shopping recently, every parent’s worst nightmare. We went into one of these trendy teen clothing stores with the cool-looking young people working everywhere and the music blasting through the speakers. I noticed, we walked in, the workers seemed pretty happy, looking down at their smartphones, but nobody greeted me as we came in the door. They were laughing at one point in the corner, all talking with each other. Not once did they come over and ask me if we were finding everything we needed. When we were checking out, the young woman behind the cash register, she was happily bopping her head to the beats blasting through the speakers, but she didn’t try to up-sell me. She didn’t offer me the company credit card. The workers there, I really noticed it right away. They sure seemed happy at work. They seemed like they were having a fun, good time, but they weren’t necessarily doing the behaviors or performing the way their company leadership probably wanted them to. If engagement isn’t satisfaction and it isn’t happy, what is it? Basically, employee engagement is the emotional commitment that we have to our organization and the organization’s goals. When we’re engaged, when we’re emotionally committed, it means we’re going to give discretionary effort. We’re going to go the extra mile. That’s the secret sauce. That’s why engagement is so important and so powerful. When we are engaged, we give discretionary effort. That means if you have an engaged salesperson, she’s going to sell just as hard on a Friday afternoon as she does on a Monday afternoon. If you have an engaged customer service professional, he’s going to be just as patient with that irate customer at 4:59 at the end of the shift as he would be at 9:30 in the morning. If you have engaged factory workers, they’re productivity is going to be higher, the quality is going to be higher, fewer defects and mistakes, and most importantly, they’re going to get hurt less often. Your safety record is going to improve as people are more mindful and aware. Discretionary effort leads to better business results no matter what your job role or responsibility in an organization. Now this is a shame, because the C-level executives, they would care more about engagement if they understood the differences. What they care about, the C-level executives, they really care about investor returns. They care about their stock price. Employee engagement is the lever that can move that needle. I call it the engagement profit chain. Engaged employees give discretionary effort. They’re going to sell harder. The service is going to be better. Productivity is going to be higher. That means customers are going to be happier. The more satisfied your customers are, the more they’re going to buy and the more they’re going to refer you. As sales go up, as profits go up, inevitably your stock price is going to go up Shareholder returns are going to go up. Employee engagement, so-called soft stuff leads to a hard ROI. Several years ago, the Kenexa Research Institute did a study and they found that companies with engaged employees, their stock price was five times higher than companies with disengaged employees, over a five-year time period. I hope that you will help me to spread the gospel of engagement, and it starts with making sure that everybody is on the same page with what engagement really is. I invite you to just forward this video to friends and colleagues, get us all on the same page. -~-~~-~~~-~~-~- Most Recent Video: “How To Talk ANYONE Into ANYTHING | Negotiation Tips From Former FBI Negotiator Chris Voss ” https://www.youtube.com/watch?v=7jqj3…

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How To Incorporate Mindfulness Into Company Culture

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Nowhere do first impressions count more than with work culture. When candidates come by for that crucial in-person interview, the culture they experience dictates whether or not they look elsewhere. When workers hang up their coat each morning, the environment they step into influences their productivity. Especially on young teams, culture is meaningfully tied to turnover, absenteeism, productivity, morale, and even company growth.

The good news is that a tight-knit culture comes naturally during the startup phase. Employees who get in on the ground floor are often happy to work long hours toward goals they’re passionate about.

As startups grow, their sense of unity and closeness tends to decay. But the solution isn’t to strangle growth; it’s to scale that culture along with the company.

Scaling Culture Through Collaboration

As teams grow and are siloed into departments, employees’ sense of connectedness blurs. As management layers are added, workers may feel further removed from the company’s original mission. Communication and collaboration suffer.

As with most initiatives, the answer to a thinning culture is teamwork. To keep your culture healthy and thriving, consider these four collaboration strategies:

1. Hire for complementary character.

To improve engagement and retention, hire people who fit with the culture you’re trying to maintain. The trick isn’t to hire people who are exactly like you and your teammates; it’s to bring in cooperative people whose character complements the bases you’ve already covered.

If you’ve got a bubbly, extroverted salesperson, perhaps a contemplative marketer is a good match. Collaborative teams need multiple perspectives to draw from.

As with culture itself, first impressions are key. Jot down notes from that first interaction with the person so you can share it with the wider team: Did a candidate come across as a go-getter with a sharp sense of humor? Did she seem honest and helpful?

If the candidate gets the green light from you, bring in a few trusted team members for the final interview. Make sure their first impression matches yours. To encourage genuine responses, tell each person to write down his or her take before sharing it with the wider group.

2. Balance formality and fun. 

Even if you hire well, everyone has a different idea of how formal work should be. To salespeople, going to happy hour may feel like part of the job. But if marketing is filling out forms and logging every task, friction between the two teams is bound to develop.

People in different roles operate in different worlds, each with their own goals and discipline-specific jargon. Start with what you share: your purpose and values. Remind everyone why they do the work, even when working together is challenging.

With that sense of unity, start to dig into the processes that get you there: Is swapping memes important to team morale? Perhaps it should be codified as part of your culture. Does logging each project accurately in a spreadsheet keep stress levels low? Do that, too.

Your team has to be both happy and productive. Decide what processes you need to get there, and put them in writing for everyone to follow.

3. Create opportunities for employee connection.

If high-profile projects are the only reasons your workers interact with others outside their team, they’re likely to associate those people with stress and frustration. To avoid this, create opportunities for cross-department engagement.

As much of a buzzword as it’s become, team building still has an important role in your company’s culture. To bridge the gap between departments, CRM provider Ontraport puts together employee peer groups that meet on a regular basis. Regularly exposing employees to others’ perspectives and challenges fosters empathy, making it easier to work through obstacles together when they arise.

Plan extracurricular activities — like lunch-and-learns, volunteering, or even laser tag — involving two or more departments. Give employees the opportunity to get to know each other outside of their roles at work.

4. Celebrate wins together.

When a whole-company project draws to a close, it’s easy to breathe a sigh of relief and move on to the next. Build a sense of camaraderie by taking the time to celebrate those accomplishments, big or small.

A company celebration doesn’t have to be an all-day event or an expensive bonus. Think outside the box. Some of the best ones are free and collaborative. To people nominated by their peers, Stoneridge Software gives “Stoney Awards,” including “Most Likely to Leave a Whiteboard Dirty,” and provides periodic bonus holidays.

Encourage employees to congratulate each other. Distribute company-branded thank-you cards to everyone, not just managers, and challenge everyone to give them all out by a certain date. Tell people to focus not just on outcomes, but also on effort and intention. A sense of appreciation is contagious.

As you grow, you can’t save everything that’s great about being a startup. But no matter how big your company becomes, you can always be a place where people want to work together. And when a candidate or employee walks in and sees that on a Monday morning, it makes all the difference.

Check out my website.

Serenity Gibbons

Serenity Gibbons is a former assistant editor at The Wall Street Journal. The local unit lead for the NAACP in Northern California and a consultant helping to build diverse workforces, Serenity enjoys gathering insights from people who are creating better workplaces and making a difference in the business world.

Source: How To Incorporate Mindfulness Into Company Culture

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Parham Vasaiely and Matt Champion will share practical experience of why mindfulness in the workplace is bringing about a new state of consciousness within their respective organisations. The session will explore why we need mindfulness? How to establish mindfulness in the workplace? And the benefits mindfulness enables at both human and organisational levels. You will also learn how Jaguar Land Rover’s Mindfulness programme is helping them to establish a foundation for an Agile culture and approach.

How Your Definition Of Entrepreneur Can Limit Your Success

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The word entrepreneur is used so often in so many different contexts these days that pinning it down is virtually impossible.  Everyone has their own definition, and the one you adopt—or unconsciously accept—can determine your aspirations, dictate your behavior, and in some instances cause you to underperform or fail outright. It’s a classic self-fulfilling prophecy—you’re likely to get what you expect to get.

Among the many definitions of entrepreneur, six currently dominate the popular press, the how-to literature and business education—and loom large in the popular imagination. Each definition, in its own way, can be both empowering and pernicious. Here’s what to look out for:

The Noble Founder.  This would appear to be the simplest definition of all: if you start a business, you’re an entrepreneur, regardless of whether it succeeds. Today, there are over 16 million people attempting to start over nine million businesses in the U.S. But even this apparently simple definition brings with it some significant psychological baggage.  People who associate themselves with this definition often feel a deep sense of pride in their willingness to even try to start a business.  But that understandable pride in taking on the struggle can also mean a too easy acceptance of poor results. Inside the noble founder lurks the noble failure.

The Self-Made Success. Some definitions bestow the title of entrepreneur only upon people who have started a successful business, or at least one from which they earn a decent living. People who see themselves this way can feel a bit proprietary about the definition. To them, everyone who is struggling to make a living is merely an “aspiring” entrepreneur.

Only 30 to 40 percent of startups ever achieve profitability. In the world of Silicon Valley high-risk startups, the chances of reaching profitability plummet to less than one in a hundred. The self-identity of people who feel success is an essential part of what it means to be an entrepreneur are proud of the self-sufficiency they achieve or at least seek. They are more likely than noble founders to keep their eye on the bottom line, but they also can be overly fearful of risk and can underperform in terms of innovation.

The Entrepreneur by Temperament.  In this view, entrepreneurship is a state of mind. It can apply equally to people starting a business or people working in corporate settings. It’s all about mindset: such people “make things happen,” “push the envelope,” or refuse to stop until they get what they want. It is the broadest of definitions. In fact, Ludwig Von Mises, a member of the Austrian school of economics, theorized that since we all subconsciously assess the risks of our actions relative to the rewards we expect to receive, we are all entrepreneurs. Because this definition applies to everyone, anyone can delude themselves into believing they are an entrepreneur. You don’t even have to start a business. You just have to behave a certain way, let the chips fall where they may.

The Opportunist Par Excellence. For at least a century, entrepreneurs have described themselves as having the ability (a skill, not a state of mind) to “smell the money.” There are indeed many entrepreneurs who proudly identify their ability to spot money-making opportunities. But it wasn’t until the economist Israel Kirzner, in the mid-1970s, described the core of entrepreneurship as opportunity identification that academics began to study it as a process and a skill. Entrepreneurial education today is often targeted at teaching opportunity identification skills.

What is interesting is that there is no strong evidence, after several different studies, that entrepreneurial education actually results in students or attendees having a significantly higher chance of reaching profitability. Perhaps opportunity-spotters can overextend themselves by doing multiple startups or product launches simultaneously, a problem that can be compounded by a lack of synergy among these disparate efforts.

The Risk-taker: Frank Knight, one of the founders of the highly influential Chicago school of economics, drew an illuminating distinction between risk and uncertainty. With risk you can predict the probability of various unknown outcomes of business decisions. With uncertainty you not only don’t know the outcomes but also you don’t know the probability of any particular outcome occurring. In other words, risk can be managed, but uncertainty is uncontrollable. Knight argued that opportunities for profit come only from situations of uncertainty.

To succeed as an entrepreneur, you must therefore seek out uncertainty. Today, few entrepreneurs know of Knight’s thesis, but many nonetheless proudly describe themselves as “risk-takers.” This identity can lead to taking on more risk than necessary, especially when you see all risk as good and see yourself as an adventurer into the unknown. You would be better advised to think of your adventures as a series of small calculated experiments that turn the greatest uncertainties into knowable risks.

The Innovator: Joseph Schumpeter’s description of entrepreneurs as innovators who participate in the creative destruction that constantly destroys old economic arrangements and replaces them with new ones has appealed to many observers, including economists. That concept is often naively married to Clay Christensen’s notion of disruptive innovation of industries and markets.

See, for example, Zero to One by PayPal cofounder Peter Thiel. This fetishizing of disruption has led many entrepreneurs to invoke the concept of innovation in support of whatever they want to do, no matter the effects it might have on society like creating a “gig economy” of low-paid workers. Seeing yourself as an innovator and regarding innovation as an unquestioned good is arguably one of the most dangerous definitions of all because it simultaneously encourages great boldness and justifies equally great moral blindness. It also results in passing over opportunities to create valuable and socially beneficial businesses that were less than truly disruptive.

All of these definitions of entrepreneur are self-limiting. How you define yourself as an entrepreneur also defines what actions you’ll take to view yourself as deserving of the title. But the only two things academics have ever been able to show conclusively correlate to entrepreneurial success (measured generally) are years of schooling and implicit, core motivations that align with feeling good about getting things done (known as “need for accomplishment”). Pinning your identity to any of the current definitions of entrepreneur will only set you back.

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Derek Lidow

I am a successful entrepreneur who researches and teaches entrepreneurship, creativity and innovation, at Princeton University. My two bestselling books on entrepreneurship, “Building on Bedrock: What Sam Walton, Walt Disney, and Other Great Self-Made Entrepreneurs Can Teach Us About Building Valuable Companies” (2018) and “Startup Leadership” (2014) focus on what it really takes to succeed as an entrepreneur and the leadership skills required to grow a company. Prior to joining the Princeton faculty, I was founder and CEO of iSuppli, which sold to IHS in 2010 for more than $100 million. Previously, I was CEO of global semiconductor company International Rectifier. I have developed patents and value chain applications that have improved companies as diverse as Sony, Samsung, Philips, Goldman Sachs and IBM, and my perspective is frequently sought by the media, including the New York Times, Wall Street Journal, Economist, Bloomberg BusinessWeek, Nikkei, Reuters and Taipei Times.

Source: How Your Definition Of Entrepreneur Can Limit Your Success

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When we help youth to develop an entrepreneurial mindset, we empower them to be successful in our rapidly changing world. Whether they own a business or work for someone else, young adults need the skills and confidence to identify opportunities, solve problems and sell their ideas. This skillset can be encouraged and developed in elementary schools, with the immediate benefit of increased success in school. In this talk, Bill Roche shares stories of students that have created their own real business ventures with PowerPlay Young Entrepreneurs. He illustrates the power of enabling students to take charge of their learning with freedom to make mistakes, and challenging them to actively develop entrepreneurial skills. Bill also showcases the achievements of specific students and shares how a transformative experience for one student has been a source of inspiration for him over the years. Bill Roche specializes in designing curriculum-based resource packages related to entrepreneurship, financial literacy and social responsibility. Bill worked directly in Langley classrooms for over ten years and now supports teachers throughout the country in creating real-world learning experiences for their students. Over 40,000 students have participated in his PowerPlay Young Entrepreneurs program. The program’s impact has been captured in a documentary scheduled for release early in 2018. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx

Investing In Your Team: Driving Professional Development

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Professional development is one of those things that we all say we want from an employer, but few companies seem to actually deliver. For marketers, in particular, staying ahead of the curve by honing your professional skill set is critical, as the media and cultural landscapes are constantly evolving, and “best practices” are never static.

But even for the best managers, making the time for professional development can feel like a daunting challenge. At best, it feels amorphous and uncertain. And at worst, it can feel like you’re in over your head and forced to make promises you might not be able to keep.

Professional development shouldn’t just be about money and titles. Great professional development is all about understanding an employee’s ambitions and crafting a plan together that helps them work toward that goal. It’s also an essential step in ensuring wider success across the business and establishing a team that will succeed in the long term, as employees with professional development opportunities are 34% more likely to stay at their jobs than those without.

So how can you structure these conversations to be mutually beneficial for both you and your team?

Plan ahead, and get out of the office.

Trying to tackle professional development topics during a regularly scheduled one-to-one meeting seldom works because it’s all too easy to get sucked into day-to-day tasks instead of talking about the real meat of the conversation. That’s why it’s helpful to schedule separate times for professional development apart from your regular meetings. This dedicated time provides an opportunity for you and your employee to develop an open-door relationship around career-path conversations. I recommend doing this about once per quarter, depending on the size of your team.

It’s also useful to get out of the office for these discussions. If it’s a nice day out, take a walk outside or grab a seat in a nearby park. Or even grab a coffee somewhere in the neighborhood. It seems like a small thing, but conversation flows so much more openly when you’re not in a conference room in the office. The change of scenery can inspire candor and openness that’s not always easy to achieve elsewhere in order to continue to build trust in the working relationship.

Ask questions, and then really listen to the answers.

A good professional development conversation should involve managers listening more than speaking. This should really be the employee’s time to share with you what’s on their mind. Not all employees will immediately open up, so here are some questions you can use to get the ball rolling:

• What do you like most about your current role?

• What are some skills that you’d like to improve on?

• What do you see as the next career step for yourself?

• What’s most frustrating about your current role?

• What would make you better at your job?

Aim to deliver actionable feedback.

It’s only natural in these conversations for employees to ask about what it will take to move up to the next level and when they’ll get there. After all, everyone wants to know what the path forward looks like. Instead of driving toward specific dates, which tend to be arbitrary, it’s more effective to focus the conversation around the skills, competencies or behaviors that the employee needs to demonstrate in order to advance their position.

It’s best if you can come to the conversation prepared with some thoughts on this topic, but if you’re not prepared for that, just be honest about the fact that you need to give it more thought. It’s much better to follow up with specifics a week later than to make something up off the top of your head that the employee takes as gospel. Just remember: It’s OK if you don’t have answers on the spot, but you must follow up, or else you’ll risk seriously demotivating the employee.

Don’t miss the opportunity to ask for feedback, too.

While the bulk of the conversation should be focused on helping the employee achieve their goals, these candid conversations are also a great opportunity to ask for direct feedback about how you’re performing as a manager.

A good way to jump-start this conversation is by asking about what you should keep doing, what you should stop doing and what you should start doing. Be open, and listen — don’t be defensive — and you’re likely to uncover some important nuggets that can help you retain and motivate your team.

Practice makes the professional.

Professional development conversations may seem daunting at first, but they do get easier in time. And if you’re ever not sure how to proceed, just think about the conversations you wish your manager would have with you. After all, being recognized and knowing there is a path forward is something we all strive for.

Forbes Communications Council is an invitation-only community for executives in successful public relations, media strategy, creative and advertising agencies. Do I qualify?
Amanda Bohne Amanda Bohne

Vice President of Marketing at AppNeta, and writes about leadership, marketing, and creating high-performing teams. Read Amanda Bohne’s full executive profile here

Source: Investing In Your Team: Driving Professional Development

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Get a free coaching session with Stephen Goldberg for leaders and managers https://mailchi.mp/4966f7407de6/freec… Sgn up to receive my bi-monthly newsletter http://eepurl.com/gChMb Download free worksheets, forms and templates from https://www.eloquens.com/channel/step… Get access to forms worksheets and templates from my website http://eepurl.com/ccGNlX Read articles on my blog http://www.optimusperformance.ca/blog/ Support the making of these videos by becoming a Patreon https://www.patreon.com/StephenGoldberg The old expression, “failing to plan is planning to fail” also applies to employee development. In my recent article (http://www.optimusperformance.ca/mana…) about a leaders’ struggle to deal with employees being resistant to change, I wrote that strategic planning for employee development is a practice that a leader must undertake to avoid this dilemma. Developing a human resource or employee development plan is often the responsibility of the human resource department if there is one. From my perspective, it’s the leader’s responsibility because the leader is accountable for the performance of the department and each employee. Here is my list of things for the leader or manager to do to develop a strategic plan for employee development….. Read full article here: A Leadership Job Description :http://www.forbes.com/sites/mikemyatt… How to set and achieve any goal using a goal planning worksheet: http://www.optimusperformance.ca/how-… Learn How to Write a Job Description including a downloadable template https://curious.com/stephengoldberg/j… Learn How to Set & Achieve Goals including Goal Setting Form for download https://curious.com/stephengoldberg/g… Take my lessons +20,000 more @Curious on anything from tennis, to test prep, to tango. As my student, get 20% OFF! http://curious.com?coupon=curiousteac…

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Education

The Long-Term Argument for Buying Uber and Lyft Can be Summed Up in One Word

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The long-term potential of Uber (UBER) – Get Report and Lyft (LYFT) – Get Report — and one main reason to buy their stocks — can be encapsulated in just one word.

“It is all about liquidity for Uber and Lyft,” analyst Pierre Ferragu told TheStreet. Ferragu follows Uber for New Street Research and rates its shares a Buy with a $50 price target; he does not formally cover Lyft. Both stocks are currently in the doldrums since they first went public this past spring, with Uber shares down 31% at a recent price of $28.65, and Lyft is down 43% at $44.87.

But Ferragu sees Uber reaching profitability in a couple of years’ time, while continuing to grow revenue at double-digit rates, as it settles into a comfortable duopoly with Lyft that proves difficult for other companies to break into.

Uber’s ability to efficiently make more rides available in the markets it enters is a “game changer,” according to Ferragu. The crux of his argument is the difference between fixed capacity and flexibility capacity in a market.

In 2012, the year Uber started operating, there were 1.5 billion rides annually in the U.S. by taxi services, Ferragu noted. That total had only risen about 3% each year over a decade. The reason there wasn’t much growth in taxi rides was because of fixed capacity. As a city added more cabbies to serve more customers, fares for rides had to rise in order to make sure each cabbie still earned enough, since each cabbie was now splitting the market with more competitors.

Rising fares discouraged passengers, so the system reached a kind of equilibrium at some point, with little growth in ridership.

Rather than managing a fixed number of drivers, however, Uber and Lyft can automatically adjust the number of drivers based on demand – i.e., they can manage liquidity. “Liquidity means that at any point in time, at any place in the city, they can influence the number of cars available and riders available,” Ferragu said. By optimizing supply in that way, Uber and Lyft can keep fares competitive and thereby encourage more and more ridership.

The number of paid rides has now risen to 5 billion annually in the U.S, with ride sharing taking over 85% of the market, according to Ferragu. “When you have a new technology that increases the market three-fold in six years, that is technology that is creating a lot of value,” Ferragu said.

That value will endure, Ferragu believes, because new entrants will find it difficult to compete with the Uber-Lyft duopoly. “If you arrive after the number one and number two are established in a market, you cannot achieve the same liquidity as them,” said Ferragu. In other words, the economics of Uber and Lyft become so efficient, given their scale, that any new entrant is at a disadvantage, and so they won’t get startup capital to compete.

The remaining question, however, is whether Uber can make a profit. It is projected to lose $2.85 billion this year on an Ebitda basis (earnings before interest, taxes, depreciation and amortization), on revenue of $14 billion. The company has told Wall Street that it will be profitable for the full year 2021.

“We just still struggle to get comfortable with visibility of the financials,” Tom White of D.A. Davidson, who has a Neutral rating on Uber stock, told TheStreet. The average estimate for Ebitda in 2021 is still negative, he noted, evidence that “the market doesn’t entirely believe” the company’s promise to become profitable at that time.

As for valuation, Uber trades at a multiple of just three times its sales, based on its enterprise value, notes White. “A lot of people would look at that and say, that’s pretty compelling already,” he said. “The only thing that’s different is, the magnitude of the losses they are incurring is so large, in absolute dollar terms, that [it] gives pause.”

Another concern is that to reach profit more quickly, Uber will have to spend less money on investments in its “Uber Eats” initiative for meal delivery, as well as on its development of autonomous vehicle technology and expansion into new global markets.

“To get profitable faster they are going to invest in fewer markets,” said Ferragu. “They are going to exit the markets where they are the less-well-positioned.”

And no one knows exactly what that trade-off of growth for profit will look like. “That accelerated time frame [to get to profitability] raises questions,” White said. “What does it mean for the size of the core business, or the likelihood that some of their longer term bets, like autonomous freight, and such might be starved of capital they could otherwise have used?”

Uber trades at about 0.4 times its projected “bookings” this year of $65 billion, which is the total dollar value of rides it enables. With improving profitability, the stock can see that multiple expand much the way Amazon’s multiple expanded in the 2000s as it became profitable, Ferragu argued.

“If [Uber is] growing revenue, say, 20% per year, and they are becoming profitable, you could see that multiple expand to 0.9,” said Ferragu. “That could double the stock.”

Tiernan RayTiernan RayBy:

Source: The Long-Term Argument for Buying Uber and Lyft Can be Summed Up in One Word

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Education

The Most Underrated Skill That You Need To Be Successful

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This skill is so underrated that you can get pretty far in your career without anyone really noticing that you don’t have it or can’t apply it well. I’m talking about effective decision making. All sorts of people get through years of working; they even make it all the way to the C-suite without anyone ever even discussing this. But lose half a million in a quarter, cause a $50 million disaster, create a major service quality deficit or hire the wrong people for the wrong jobs too many times and people surely start to take notice.

The powers that be will surely notice that decision making – a skill you were likely never evaluated for – is suddenly getting in the way of your success and causing the organization to suffer.

Education Can’t Outrun Poor Decisions.

No amount of education or experience can outrun or outweigh poor decision making in the long run. The costs of bad decisions always surface and find a way to make you and the entire organization look bad. Observe the top ranks in any organization, and you will likely find highly qualified, educated and experienced executives and directors, but you’d be well advised not to assume that they can or will apply effective decision making when the moment requires it or the situation demands it. By the time leaders are exposed as deficient in this area, the organization has already taken huge hits and the culture and employees surely feel it.

Let’s look at what effective decision making is and what it isn’t as well as why it’s a necessary component of career and organizational success.

Effective decision making is a necessary but most underrated skill.

The higher up the career ladder you go, the more responsible you are for decision making. You become responsible for your own ability to make good decisions and accountable for the decision making – or lack thereof – of others on your team. If you find your career progression has struggled or stalled or that you are not getting the respect you seek, consider whether or not your decision-making methods could be hindering your success and how.

Decision making is underrated because people tend to credit others as competent in it without making any meaningful observations or assessments. Yet, a skill deficit in this area can create disastrous results for employees and organizations. Its importance is most appreciated after organizational leaders try to reactively remedy a catastrophe rather than when they should have been proactively trying to prevent one in the first place.

Today In: Leadership

Very smart people can (and do) make very bad decisions.

Some of the smartest – and most accomplished – people in the world have been in rooms when some of the worst decisions have been made (think Enron, the 2008 financial crisis, the 2010 BP Deepwater Horizon disaster and the 2019 Boeing 737 Max FAA disasters). Then there are the decisions that organizational leaders make every day which lead to staggering operational inefficiencies, unnecessary redundancies, poor quality output, ineffective and contradictory policies, bad customer service and flawed hiring. How can this be?

There are myriad reasons for bad, unethical or grossly negligent decisions including poor leadership, the lack of decision-making processes, ego, peer pressure, etc. But the top reasons would be resistance to critical thinking and analysis as well as the lack of an established decision-making process that accounts for human biases and ethical gaps.

Effective decision making is not synonymous with decisiveness.

Organizations go to great pains to recruit and reward decisive leaders when they should, instead, be working harder to secure effective ones. Certainly, decisive leadership has a proper time and place, but decisiveness is not synonymous with effectiveness. Further, when applied improperly or excessively, it can be a detriment to effective leadership and an impediment to effective decision making.

Sometimes being decisive can work against you.

These four perils to decisive leadership can create long-lasting harm to organizational and career success. You’ll want to avoid this kind of decision making whenever possible.

  1. Ready-shoot-aim. A decisive leader could have a shoot-first mentality whereby he will make a decision and ask questions later (if ever) with little regard for short or long-term consequences.
  2. Acting is more important than thinking. A decisive leader could believe that he’ll be rewarded for quick decisions even if those decisions may do greater harm in the long run. The goal becomes to just do something, and do it as fast as possible.
  3. Decisions aren’t connected to data. A decisive leader can become driven to achieve some predefined outcome regardless of whether the data supports the outcome or not. What is best for the outcome overrides what is best for the organization or the internal or external stakeholders.
  4. The ego can get bigger than the organization. A decisive leader may not tolerate or encourage dissent. In the worst cases, people are punished for disagreeing and rewarded for perpetual agreement. Hence, the decider creates – rather than reduces – higher levels of organizational risk.

Effective decision making requires analysis.

The best decision makers understand that regardless of which decision-making model they use, they must be strategic about it. Effective decisions are well-thought decisions with the results or consequences being weighed and considered beforehand.

Effective decision makers are often better strategic thinkers too because their processes start with better questions like these:

  1. Why do I/we need to care about this issue? Or, what prompted the need for this decision to be made?
  2. What happens if I/we don’t decide on this issue? Is the status quo acceptable? Why or why not?
  3. What outcomes are we trying to achieve? Who cares about them and why?
  4. What are my/our biases, prejudices, interests or values? Are they congruent with the defined decision options?
  5. Whom will this decision mostly affect? How?
  6. What are the positive and negative consequences of this decision? What is this based on?
  7. Who are the short-term and long-term beneficiaries? Who gets to define them?
  8. What is the worst result this decision can bring? Can I/we live with that?
  9. What are forces for or against this decision? Do I/we care? Why or why not?
  10. What is the second choice/option or fallback position? Is it viable, and how do I/we know?

Effective decision making is necessary for professional and career success.

Decision making is indeed a skill, and it is critical for personal, professional and career success. It applies to all areas of the business including hiring, operations, marketing, finance, etc. And it is most helpful when contemplating and deciding on your next career moves.

Those who are able and willing to apply effective decision making to their career will better understand which job opportunities to accept and which ones to decline and which career risks to take and which ones to pass. They are better able to gauge which extracurricular projects to accept and which ones to turn down.

Ultimately, by making better decisions, you will take more calculated risks to advance your career, and you will know where to focus your time and efforts for career building and networking so you can realize the greatest benefits over time.

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Terina Allen

I am a strategist, management consultant, executive coach and international speaker and have delivered meaningful results for executives and leaders in 42 states and 6 countries across 3 continents. I serve as CEO for ARVis Institute, a strategy, change, performance and human capital consulting firm. I have committed my research, education and professional talents to transforming governments, corporations, nonprofits and educational institutions and develop leaders and managers who have the capacity to create high-performing organizations and the competence to affect positive change.

Source: The Most Underrated Skill That You Need To Be Successful

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Paula Golden philanthropist — amalgamator Broadcom Foundation, Executive Director “Successful philanthropy unites good people with the right cause and insures that the relationships are long-term, productive and gratifying.” As executive director of the Broadcom Foundation and director of Broadcom Corporation Community Affairs, Paula Golden is responsible for all aspects of the Broadcom Foundation, which includes funding education and research initiatives in science, technology, engineering and mathematics (STEM) worldwide. She also oversees the volunteer activities of 13,000 employees at Broadcom, a global Fortune 500 company and leading innovator in semiconductor solutions for wired and wireless communications. Paula earned her undergraduate degree in English and education from Wellesley College and was assistant dean and instructor of law at New England School of Law where she earned her Juris Doctor, cum laude. She also served as executive director of the Engineering Center and Engineering Center Education Trust, director of development for University of California, Los Angeles Neurosciences, and vice president of the Saint John’s Health Center Foundation. She partners with progressive nonprofits, government entities, formal and informal learning programs, and Broadcom employee-volunteers throughout the world to develop STEM learning processes and teacher training that will assist young people from all strata of society to become scientists, engineers and innovators of the future. This work includes developing the Broadcom MASTERS® and the Broadcom MASTERS International, signature programs of Society for Science and the Public. The Broadcom MASTERS® is the premier international middle school science and engineering competition designed to engage students between the ages of 11 and 14 in project-based learning and inspire them to continue studies in math and science through high school in order to achieve college and career goals. Paula also oversees Broadcom Foundation’s university research funding that reaches more than 64 renowned universities worldwide and directs the prestigious Broadcom Foundation University Research Competition. – – – – – – – – – – In the spirit of ideas worth spreading, TEDx is a program of local, self-organized events that bring people together to share a TED-like experience. At a TEDx event, TEDTalks video and live speakers combine to spark deep discussion and connection in a small group. These local, self-organized events are branded TEDx, where x = independently organized TED event. The TED Conference provides general guidance for the TEDx program, but individual TEDx events are self-organized.* (*Subject to certain rules and regulations)

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Education

Bill Gates: High Schoolers Should Cultivate 1 Skill to Thrive in 2030 and Beyond

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No one can predict the future. Not even Bill Gates. But the billionaire founder of Microsoft and philanthropist can tell you which skills he thinks will give you a competitive edge in the future.

Gates recently touched on this topic when he delivered a lecture at his high school alma mater, Lakeside School in Seattle. Fun fact: Another famous alumni is Microsoft co-founder Paul Allen. The two met when they were students there.

The first question the school’s head Bernie Noe posed to Bill Gates was this: “What do today’s students need to know to thrive in 2030 and 2040?”

You’re never too old to keep learning.

Gates encouraged the high school students to cultivate their curiosity. The more knowledge they seek out, the better they’ll be prepared for what’s ahead.

“For the curious learner, these are the best of times because your ability to constantly refresh your knowledge with either podcasts or lectures that are online is better than ever,” Gates said.

To do that, Gates said students must build your sense of curiosity and basic framework of knowledge. History, science, and economics are the subject areas he sees as being particularly useful to be successful in the future.

What Bill Gates predicts for the decades ahead.

During the decades ahead, the digital revolution will surprise us,” Gates said.

This is where that foundational knowledge and drive to keep learning will come into play. He thinks having the self confidence and willingness to keep learning will help prepare students for that revolution.

For example, he says changes that will take place in healthcare and climate change will require an understanding of the sciences.

He also believes teeangers must be more informed than ever on current affairs and past events. “Democracy is going to more and more require participants,” he said. He says understanding history — both of the United States and the entire world — will prepare students to understand why the world is in the situation it’s in.

Bill Gates is his own case study.

When Gates graduated from Lakeside in 1973, he didn’t know what the future would hold. There was one thing he took with him though that prepared him for his future success: “I had the ability to learn.”

He never expected that he would drop out of Harvard. In fact, Gates was so hungry for knowledge that he took extra classes in college just because they sounded fun and interesting. He admits that he wasn’t very sociable because his heavy course load was all-consuming. “I managed to get two and a half years there, and I loved every minute of it,” he said.

Gates dropped out of Harvard and started Microsoft with his former Lakeside buddy Paul Allen in 1975. The rest is history.

Betsy MikelOwner, Aveck

@BetsyM

Source: Bill Gates: High Schoolers Should Cultivate 1 Skill to Thrive in 2030 and Beyond

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Check out these books by and about Bill Gates: * Business @ the Speed of Thought: https://amzn.to/2PAw27v * The Road Ahead: https://amzn.to/2QfWPDh * Gates: How Microsoft’s Mogul Reinvented an Industry: https://amzn.to/2PGLvmu * Who Is Bill Gates?: https://amzn.to/2PF7bzu * Bill Gates and the Making of the Microsoft Empire: https://amzn.to/2qrh5Xc He consistently ranks in the Forbes list of the world’s wealthiest people. He’s one of the best-known entrepreneurs of the personal computer revolution. He is also the second-most generous philanthropist in America, having given over $28 billion to charity. He’s Bill Gates and here are his Top 10 Rules for Success. * Join my BELIEVE newsletter: http://www.evancarmichael.com/newslet… 1. Have energy 2. Have a BAD influence 3. Work hard 4. Create the future 5. Enjoy what you do 6. Play bridge 7. Ask for advice 8. Pick good people 9. Don’t procrastinate 10. Have a sense of humor Sources: https://www.youtube.com/watch?v=ldPh0… https://www.youtube.com/watch?v=zGZb9… https://www.youtube.com/watch?v=pyg-D… https://www.youtube.com/watch?v=nJcFs… https://www.youtube.com/watch?v=EBdIe… https://www.youtube.com/watch?v=XS6ys… https://www.youtube.com/watch?v=ynQ5Z… https://www.youtube.com/watch?v=KxaCO… https://www.youtube.com/watch?v=IY2j_… https://www.youtube.com/watch?v=fI_xu… ENGAGE * Subscribe to my channel: http://www.youtube.com/subscription_c… * Leave a comment, thumbs up the video (please!) * Suppport me: http://www.evancarmichael.com/support/ CONNECT * Twitter: https://twitter.com/evancarmichael * Facebook: https://www.facebook.com/EvanCarmicha… * Google+: https://plus.google.com/1084697716903… * Website: http://www.evancarmichael.com EVAN * About: http://www.evancarmichael.com/about/ * Guides: http://www.evancarmichael.com/zhuge/ * Coaching: http://www.evancarmichael.com/movement/ * Speaking: http://www.evancarmichael.com/speaking/ * Gear: http://evancarmichael.com/gear SCHEDULE * Videos every day at 7am and 5pm EST * Weekends – Top 10 Videos: https://www.youtube.com/playlist?list… * #Entspresso – Weekday mornings: https://www.youtube.com/playlist?list…

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Education

The World’s Best Employers 2019: Alphabet Takes Top Spot, Followed By Microsoft And Red Hat

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For the third year in a row, Alphabet is ranked first on Forbes’ Global 2000 list of the World’s Best Employers. The tech juggernaut and Google parent company is followed by Microsoft, which is ranked second, and open-source software producer Red Hat, ranked third. Apple and SAP round out the top five.

To create the 500-company ranking, Statista analyzed 1.4 million recommendations sourced from a global poll and several regional surveys. Among other questions, respondents around the world were asked to rate their own employer and the likelihood that they would recommend this employer to a friend or family member. They also rated other employers they admired.

Though this methodology put Alphabet at the top of the list, it doesn’t account for what in many ways was a tumultuous year for the company. Google employees made headlines last November after they organized a series of high-profile walkouts in response to the company’s handing of sexual harassment claims. Thousands of employees participated. In a letter published by New York magazine, the organizers of the walkouts said they demanded “an end to the sexual harassment, discrimination, and the systemic racism that fuel [Google’s] destructive culture.” Google vowed to improve its policies in the wake of the massive protests.

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Google’s treatment of its temporary and contract workers has also drawn scrutiny this year. In April, the company announced that it will require that these types of workers receive a $15 minimum hourly wage and comprehensive healthcare benefits.

As of October 18, 2019, Alphabet had a market cap of roughly $870 billion. More than 100,000 employees work under Alphabet’s umbrella, and according to a recent SEC filing, the majority of the company’s new hires last quarter were engineers and product managers. The company reported revenues of $38.9 billion last quarter—an increase of 19% versus the same period last year.

Open-source and cloud software provider Red Hat, a newcomer to the list, was acquired by IBM this summer for a whopping $34 billion. After the deal closed, IBM chief vinancial officer James Kavanaugh said that the company had hired 1,000 new employees to cope with growing demand.

While the top spots on this year’s Best Employers list are dominated by tech companies (including Cisco at No. 8, Amazon at No. 10 and IBM at No. 11), the finance and banking industry was the best-represented on the list as a whole. Fifty-two regional banks made the top 500, including Switzerland’s Banque Cantonale Vaudoise at No. 30 and India’s HDFC Bank at No. 119. Thirty-two investment services companies also made the cut, including Berkshire Hathaway at No. 26 and the Japan Exchange Group at No. 38.

Just like last year, companies from the United States accounted for nearly two fifths of the list, including seven of the top ten. Seventy-one companies from China and Hong Kong were featured on the list, though just one company from that category broke the top ten (China’s Contemporary Amperex Technology, at No. 7). Employers from India accounted for the third-largest category, with 33 companies represented, including construction services firm Larsen & Toubro (No. 29).

This list is based on the 2019 Forbes Global 2000 list, which tracks the world’s largest public companies. Last year, companies on the list accounted for more than $40 trillion in annual revenue and upwards of $186 trillion in global assets.

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Sarah Hansen

I’m an assistant editor on Forbes’ Money team, covering markets, fintech, and blockchain. I recently completed my master’s degree in business and economic reporting at New York University. Before becoming a journalist, I worked as a paralegal specializing in corporate compliance and the Foreign Corrupt Practices Act.

Source: The World’s Best Employers 2019: Alphabet Takes Top Spot, Followed By Microsoft And Red Hat

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