Feel Like a Wallflower? Maybe It’s Your Facebook Wall; New York Times, 4/9/11

Jenna Wortham, New York Times; Feel Like a Wallflower? Maybe It’s Your Facebook Wall:

"My problem is emblematic of the digital era. It’s known as FOMO, or “fear of missing out,” and refers to the blend of anxiety, inadequacy and irritation that can flare up while skimming social media like Facebook, Twitter, Foursquare and Instagram...

SHERRY TURKLE, a professor at the Massachusetts Institute of Technology and author of “Alone Together,” says that as technology becomes ever more pervasive, our relationship to it becomes more intimate, granting it the power to influence decisions, moods and emotions...

We are struggling with the always-on feeling of connection that the Internet can provide, she said, and we still need to figure out how to limit its influence on our lives. I asked Professor Turkle what people could do to deal with this stress-inducing quandary. She said she would tell herself to “get a grip and separate myself from my iPhone.”"

Erasing the Digital Past; New York Times, 4/1/11

Nick Bilton, New York Times; Erasing the Digital Past:

"The company he used, Reputation.com, is among a growing corps of online reputation managers that promise to make clients look better online. In an age when a person’s reputation is increasingly defined by Google, Facebook and Twitter, these services offer what is essentially an online makeover, improving how someone appears on the Internet, usually by spotlighting flattering features and concealing negative ones.

“The Internet has become the go-to resources to destroy someone’s life online, which in turn means their offline life gets turned upside, too,” said Michael Fertik, the chief executive of Reputation.com, which is in Redwood City, Calif., and is among the largest in this field. “We’ve reached a point where the Internet has become so complicated, vast and fast-paced, that people can’t control it by themselves anymore. They now need an army of technologists to back them up online.”"

A Simple Communication Mistake to Avoid; Harvard Business Review, 4/8/11

Peter Bregman, Harvard Business Review; A Simple Communication Mistake to Avoid:

"The solution is simple: When you have a strong reaction to something, take a deep breath and ask yourself a single question: what's going on for the other person?

Then, based on your answer, ask yourself one more question: What can I do or say that will help them?"

[Podcast] Life 'In The Plex': The Future Of Google; NPR's Morning Edition, 2011

[Podcast] NPR's Morning Edition; Life 'In The Plex': The Future Of Google:

""We'll expect more of what they call 'moon shots' from Google. These are things that most outsiders would say is beyond what Google should be doing,"
he says. "The idea of 'sticking to your knitting,' which is a big cliche in the corporate world, is something that is very alien to Larry. So whether its scanning all the books in the world or, more recently, developing cars that drive themselves ... these are the kind of things that interest Larry. And in another sense, we will see things like applying novel ways to controlling a multibillion-dollar company. For instance, just since he's been announced to be the CEO, he's really taken over in that role already, and has had innovations ? the key managers, the different divisions of Google all get together a few afternoons a week and work together as if in a war room situation.""

Facebook comments and the NLRB; Pittsburgh Post-Gazette, 4/4/11

Antoinette Oliver, Pittsburgh Post-Gazette; Facebook comments and the NLRB:

"Employers must take care that newly developed social media policies give due consideration to employees' protected National Labor Relations Act rights.

At the same time, employees should remember that neither the National Labor Relations Act nor any other law permits them to defame their employers. There are limits to their social media posting just as there are to other more traditional avenues of expression."

Corner Office, What’s the Mission? Your Troops Want to Hear It From You; New York Times, 3/26/11

Adam Bryant, Corner Office, New York Times; Interview with Doreen Lorenzo, president of Frog Design, an innovation firm in San FranciscoWhat’s the Mission? Your Troops Want to Hear It From You:

"Q. So how do you hire?

A. There’s a certain type of personality you look for, because the business changes so rapidly and it moves so fast. As I always say, “Jump on the train, it doesn’t stop.” So you’re looking for people who are, obviously, very talented, very smart, who like process but understand that process has to change, and who are very eclectic in their thoughts and are passionate. I look for people who have that sensibility. They come from diverse industries. They have conquered something.

They have to be very articulate, because, in our business, you have to explain complicated ideas that have never been done before."

Using Stories to Persuade; Harvard Business Review, 3/24/11

John Baldoni, Harvard Business Review; Using Stories to Persuade:

"Effective storytelling can serve anyone in leadership who seeks to persuade others to his or her point of view. Opinion-based rhetoric is often more polarizing than persuasive, while statistics are often go in one ear and out the other. But a careful blending of rhetoric and facts, woven into the right story, can change minds.

Shaping an effective story with a point of view is a learned skill. Here are some suggestions..."

Former Marine Corps Leader to Head Financially Troubled Birmingham-Southern College; Chronicle of Higher Education, 3/21/11

Jack Stripling, Chronicle of Higher Education; Former Marine Corps Leader to Head Financially Troubled Birmingham-Southern College:

"Mr. Law, who has studied military leaders for his scholarship on the history of terrorism, said he saw a lot of benefits in General Krulak's background.

"You have to be political" as a military leader, Mr. Law said. "You have to be diplomatic, and you have to be a good manager of an organization. You have to be able to articulate that organization's mission very well.""

Don't Be Nice; Be Helpful; Harvard Business Review, 3/16/11

Peter Bregman, Harvard Business Review; Don't Be Nice; Be Helpful:

"Giving people feedback is an act of trust and confidence. It shows that you believe in their ability to change. That you believe they will use the information to become better. And that you have faith in their potential. It's also a sign of commitment to the team and to the larger purpose and goals of the organization. Because, ultimately, we're all responsible for our collective success."

Sleep is More Important than Food; Harvard Business Review, 3/3/11

Tony Schwartz, Harvard Business Review; Sleep is More Important than Food:

"In Anders Ericcson's famous study of violinists, the top performers slept an average of 8 ½ hours out of every 24, including a 20 to 30 minute midafternoon nap some 2 hours a day more than the average American.

The top violinists also reported that except for practice itself, sleep was second most important factor in improving as violinists."

A Changed Starbucks. A Changed C.E.O.; New York Times, 3/12/11

Claire Cain Miller, New York Times; A Changed Starbucks. A Changed C.E.O. :

"“There’s been more arguing, challenging and debate in the last two to three years than there’s ever been,” says Mr. Alstead, the chief financial officer.

Mr. Schultz’s take: “What leadership means is the courage it takes to talk about things that, in the past, perhaps we wouldn’t have, because I’m not right all the time.”

Born entrepreneurs are not necessarily born managers. You need creativity and drive to start a company, discipline and delegation to run one. In the last year, people who work closely with Mr. Schultz say, he has shown he can make the leap."

Google’s Quest to Build a Better Boss; New York Times, 3/12/11

Adam Bryant, New York Times; Google’s Quest to Build a Better Boss:

"...Mr. Bock’s group found that technical expertise — the ability, say, to write computer code in your sleep — ranked dead last among Google’s big eight. What employees valued most were even-keeled bosses who made time for one-on-one meetings, who helped people puzzle through problems by asking questions, not dictating answers, and who took an interest in employees’ lives and careers."

Why Your Boss Is Wrong About You; New York Times, 3/1/11

Samuel A. Culbert, New York Times; Why Your Boss Is Wrong About You:

"As anybody who has ever worked in any institution — private or public — knows, one of the primary ways employee effectiveness is judged is the performance review. And nothing could be less fair than that.

In my years studying such reviews, I’ve learned that they are subjective evaluations that measure how “comfortable” a boss is with an employee, not how much an employee contributes to overall results. They are an intimidating tool that makes employees too scared to speak their minds, lest their criticism come back to haunt them in their annual evaluations. They almost guarantee that the owners — whether they be taxpayers or shareholders — will get less bang for their buck."

The Words Many Managers Are Afraid To Say; Harvard Business Review, 2/11

Linda Hill & Kent Lineback, Harvard Business Review; The Words Many Managers Are Afraid To Say:

"When is the last time you said words like these to the people who work for you?

"I don't know."
"I was wrong."
"I'm sorry."
"Would you help me?"
"What do you think?"
"What would you do?"
"Could you explain this to me? I'm not sure I get it."

No one, boss or not, likes to admit error or ignorance. But an inability to recognize and admit openly when you lack knowledge or make a mistake will make you less effective as a manager in two ways."

Whitehall library has space for just senior citizens; Pittsburgh Post-Gazette, 2/17/11

Kaitlynn Riely, Pittsburgh Post-Gazette; Whitehall library has space for just senior citizens:

"In Whitehall, where nearly half the population is over age 45, the library is using the grant money to create a space, dubbed the Second Chapter Cafe, for library patrons to read, watch movies, socialize and learn how to use new technologies, such as Facebook and e-readers, said Paula Kelly, library director."

The Essence of a Great Presentation; Harvard Business Review, 2/17/11

Whitney Johnson, Harvard Business Review; The Essence of a Great Presentation:

"In setting aside the script and focusing on the client's bottom line, instead of our own, we lay the groundwork for a long-lasting rapport. Of course, it is essential that we are well prepared and know our material cold; however, knowledge alone is insufficient. Moving away from a scripted, pundit-style, one-size-fits-all message, we will certainly make mistakes. But, the only real mistake is thinking that these slip-ups equal failure. If we focus on the audience, not ourselves, whether in a one-on-one meeting or a packed auditorium, we'll deliver a crowd-pleasing, even praiseworthy, performance every time: because success is ultimately about connection, not perfection."

Public Library serious about raising money; Pittsburgh Post-Gazette, 2/17/11

Kaitlynn Riely, Pittsburgh Post-Gazette; Mt. Lebanon Public Library serious about raising money:

"Faced with funding cuts in recent years and preparing for further cuts in the future, the Mt. Lebanon Public Library plans to hone its fundraising efforts to fill in the gaps.

The library has contracted with a fundraising consultant, who made several suggestions library director Cynthia Richey said she hoped would propel the library toward its goal of collecting $300,000 to $400,000 in donations over the next three years.

"I think more libraries will be doing this as the traditional government funding streams are reduced, because it's a matter of survival," Ms. Richey said."

Free love's antidote: On the Pitt campus, it should have been free speech; Pittsburgh Post-Gazette, 2/12/11

Pittsburgh Post-Gazette; Free love's antidote: On the Pitt campus, it should have been free speech:

"University of Pittsburgh student Joseph Petrich wanted to advocate for chastity now, only to be told by university officialdom that he and his group had to leave...

The group was finally asked to leave because it was not an official Pitt-approved club. The official clubs giving out advice on condoms and such could stay.

Now there's a public relations disaster that should have been anticipated at once."

Staff cuts detrimental to library's vision; Almanac (South Hills of Pittsburgh), 2/9/11

Robyn Hammer-Clarey, Almanac (South Hills of Pittsburgh); Staff cuts detrimental to library's vision:

"On Jan. 13th and 14th of this year four full-time employees in the Mt. Lebanon Public Library were terminated. One was a clerk at the service desk and the other three were librarians with a masters degree. They supported adult services including reference and the collection doing purchasing and cataloging."

Library cuts staff; Almanac (South Hills of Pittsburgh), 2/9/11

Terri T. Johnson, Almanac (South Hills of Pittsburgh); Library cuts staff:

"The problems of funding began in 2004, Richey said, when then Gov. Ed Rendell cut state funding in half for libraries across the state. The money was "gradually brought up, but he cut it again in 2009 and again in 2010 and again in 2011," Richey said.

Also, Richey said the Mt. Lebanon library lost funding through the Allegheny County Library Association, known as ACLA. Additional money was diverted from the library due to formula changes through the county's Regional Asset District, known as RAD. She said the lost revenue streams total almost $250,000 with the result being her annual budget dipped from $1.61 million to $1.5 million."

The Dirty Little Secret of Successful Companies; New York Times, 2/8/11

Jay Goltz, New York Times; The Dirty Little Secret of Successful Companies:

"If you want to run a great company — a company they gives great customer service and delivers a great product and has happy employees and a good bottom line, you occasionally have to fire people. Who? The people who after exhaustive training and coaching and counseling cannot do the job. The people who would probably be rated a six on a scale of one to 10. You’ve probably already parted company with the people who rate worse than a six – but it’s the sixes who can be tricky. They’re not that bad, but they’re just not good."

Hospitals Shift Smoking Bans to Smoker Ban; New York Times, 2/11/11

A. G. Sulzberger, New York Times; Hospitals Shift Smoking Bans to Smoker Ban:

"More hospitals and medical businesses in many states are adopting strict policies that make smoking a reason to turn away job applicants, saying they want to increase worker productivity, reduce health care costs and encourage healthier living...

Applications now explicitly warn of “tobacco-free hiring,” job seekers must submit to urine tests for nicotine and new employees caught smoking face termination.

This shift — from smoke-free to smoker-free workplaces — has prompted sharp debate, even among anti-tobacco groups, over whether the policies establish a troubling precedent of employers intruding into private lives to ban a habit that is legal."

The Worst Interview Question (and How to Answer It); Harvard Business Review, 1/31/11

Priscilla Claman, Harvard Business Review; The Worst Interview Question (and How to Answer It) :

"[W]hat do you consider your greatest weakness?"...

For my part, I don't believe in the abstract idea of individual "weaknesses," only weaknesses in the context of particular corporate cultures. For example, someone who might seem weak or indecisive in an execution-oriented culture might fit right into a highly collaborative culture. What looks like weakness in one culture may be strength in another. It's much more useful for an interviewer to know what strengths are needed to do the job and to determine if the candidate has those strengths...

Loathed as it is, you will have to be prepared for this question — because sooner or later some stickler will ask. Rather than hemming and hawing for an answer on the spot, follow these recommendations..."

Corner Office, Interview with Julie Greenwald; New York Times, 2/6/11

Adam Bryant, Corner Office, New York Times; Interview with Julie Greenwald, chairwoman and chief operating officer of the Atlantic Records Group: Meeting Space? In Her Eyes, Less Is More:

"Q. Talk more about your leadership style now.

A. I spend a lot of time in small meetings. I make sure, as we’re working on projects, that we constantly talk about culture and what we need and why something is not just one person’s responsibility. I’ll talk through an issue, and really make sure everybody understands that we all have to have ownership over the artist and over the project and over this company. We’re all in it together. We’re all going to win together and we’re all going to lose together. So what do we need to learn about each other’s departments? How do we make sure everybody’s working together better?""

Pitt library holds a black-gold party; Pittsburgh Post-Gazette, 2/5/11

Katie Park, Pittsburgh Post-Gazette; Pitt library holds a black-gold party:

"The University of Pittsburgh's colors may be blue and gold, but its library Friday was decked out in black and gold instead.

The University Library System hosted a Black and Gold Party and Steelers rally at the Cup and Chaucer cafe in Hillman Library on Friday afternoon. The event, which ran from 1 to 3:30 p.m., provided free food, including pierogies and haluski, and discounts on cafe drinks for customers dressed in black and gold.

The library had never hosted an event like this before, said Crystal McCormick Ware, the library's coordinator for communications and diversity...

Events such as the Black and Gold party help make the library a "very friendly place," Ms. McCormick Ware said."