Volgens Amy Rees Anderson heeft het geen enkele zin jezelf met anderen te vergelijken; 'de beste' heeft alleen te maken met jezelf; en de enige maatstaf is je eigen presteren te vergelijken met je prestaties uit het verleden en het potentieel voor de toekomst:
How do we stack up? It’s a question we seem to constantly ask ourselves. Our brains want to know how we are measuring up compared to everyone else. Do we matter more than other people matter? Is our position more valuable than another person’s position? People can spend their entire lives trying to determine where they stack on the proverbial totem pole of the human race, however, those who do will one day be sorely disappointed to find out that there was no ranking measurement against anyone else at all. There was only the assessment of how their life measured up to their own personal potential.
Don’t compare yourself with anyone in this world…if you do so, you are insulting yourself.
When we compare ourselves to someone else we will always have to rank ourselves as either superior or inferior to that other person, and neither of those assessments will ever be factually accurate. Admittedly, a person can be better than someone else at one particular task, but that doesn’t qualify them as superior. Attempting to gauge how we are doing in comparison to someone else will never lead to an accurate evaluation because no two people are ever exactly alike. We come from different backgrounds. We possess different talents. We have different strengths and weaknesses. So how then would it ever be a fair assessment to hold ourselves and any other person to the exact same measuring stick?
It is often said that “If you continuously compete with others, you become bitter, but if you continuously compete with yourself, you become better.” We have to remind ourselves daily that our goal isn’t to be better than anyone else. Our ultimate goal is to be better today than we were yesterday, and have a plan in place to help us become even better tomorrow.
In life there is no “superior” or “inferior” and there is no measuring stick that ranks us in order of importance. Everyone is exactly equal in importance to this world and it isn’t possible for any one person to become more or less important than any other person. So then what do we aim for? How do determine excellence? How do we become “the best”?
We start by redefining what we believe “the best” is. We start by recognizing that being “the best” is something relating to you, and only you. It’s about achieving YOUR best, ranked solely against yourself and your own past performance and your own future potential.
Bron: The Ultimate Goal Is To Be Better Today Than Yesterday, With A Plan To Become Even Better Tomorrow, Amy Rees Anderson
In het boek Succesful change management beschrijven John Pendlebury, Benoît en Francis Meston 10 sleutes voor succesvolle verandering:
We consider these ten keys essential for accelerating change and maximising its chances for succes. (...) All the ten keys are necessary for change to progress efficiently and quickly. Each fulfils a different function but each is essential to business transformation. Omitting any one of them would create additional problems and reduce the chance of change being succesful, while omittin several of them would, in case of major change, cause the whole progress to fail. (...) The ten keys form a coherent whole. They are highly interdependent because each supports the others. Taken in isolation, each key has little effect; it is the combined action of all ten keys which makes it work. .....
Defining the vision: it is the initial vision that both prompts and justifies change. This vision will therefore continue to guide and act as a reference point throughout the change process.
Mobilising: initiates the actual process of change, once the vision has been defined, by making the business mobile; in other words by creating a dynamic for change.
Catalysing: the process of setting up an organisation which will stimulate and manage change.
Steering: guidance system which keeps the [complex process of change] on the right track.
Delivering: carrying out the process of change; effecting the transition between the current situation and the situation aspired to, i.e. the implementation of the vision.
Obtaining participation: concerned with the participation of the entire workforce and how to obtain it.
Handling the emotional dimension: individuals react to change in many different ways .... [These reactions] must be carefully handled because they can seriously interfere with the process of change and in extreme cases even obstruct it completely.
Handling the power issues: change often alters the balance of power within a business; succesful change requires that the balance of power within a business evolves in line with the ultimate objectives.
Training and coaching: change means acquiring and assimilating new skills, as well as new ways of thinking and behaving. Training and coaching are needed to help everyone to change effectively and improve continuously. .
Communicate actively: informing people about the progress of change, thereby reassuring and motivating them, but also generating an explosion of ideas which enhance and accelerate the process.
Bron: Succesful change management, John Pendlebury, Benoît en Francis Meston
Remote work insinuates that we’re away from something, a physical location where work should be done. [...] Words to remove from your vocabulary if you’re serious about moving into the twenty - first century include the following: flex worker, teleworker, remote worker, virtual worker, mobile worker, telecommuter [...] The insinuation that comes with the labeling is that they are doing something different from what they’re supposed to be doing.
Jody Thompson & Cali Ressler
Communities of practice are groups of people whose interdependent practice binds them into a collective of shared knowledge and common identity. [...] When people work this way, barriers and boundaries between people and what they do are often insubstantial or irrelevant, since a collective endeavor holds people together.
Het belang van echt vakmanschap
Léon de Caluwé, Elsbeth Reitsma
Bij Bol.com | Managementboek
Guilds [were] social networks that generated beneficial social capital by sustaining shared norms, punishing violators of these norms, effectively transmitting information, and successfully undertaking collective action.
Boeiend historisch materiaal over waar en waarom V&D de bootje miste.
Inspirerende aflevering van VPRO's tegenlicht over hoe de eerste golf van dwarsdenkers, frisdoeners, kantelaars, verbinders en koplopers druk bezig zijn Nederland te (laten) kantelen.