Sometimes it seems like it is easy to be popular and do what others view as cool. It is harder to go out and figure out what it is you want and ever harder to make that happen. It might be cool to coast but it is always amazing to see what creativity offers.
More on the houses can be found on archdaily
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THE NOTORIOUS IBE 2011: These are a few of the highlights, check the full battles for more…
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Basically move up or move out. This is a strategy that appears to be common amongst a few large companies and beginning to run common in smaller companies, I assume based on the fact that they have read a few “leadership” books.
Quick quote from Wikipedia on the Vitality Curve:
“Rank-and-yank-like models are common amongst management consulting firms, including public accounting firms, often referred to as an ‘up or out’ approach to evaluations. Specifically, Accenture, as well as PricewaterhouseCoopers use an ‘up-or-out’ model with its staff: if employees do not get promoted after a certain length of time at their existing career level (usually no more than 4-5 years), they are ‘counseled out’ of the firm (shorthand for being fired – but on generous terms).”
This is not my style. But it is something you have to watch out for, for yourself. You don’t want to get caught sleeping or getting cozy when those around you expect you to either move up or out…
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Two quotes I heard that were a bit motivational this week:
“Don’t worry BMW’s are nice cars too”
“If you aren’t making 6 figures, just quit”
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So a quick update. I thought big, started small and grew fast. Unfortunately I didn’t scale well. Now I am trying to do some course correction. So I have been more than busy doing work that should have been scaled out.
I also did something that I will be learning from for a while… I sold my main method of transportation while deciding between a few new cars (well used cars that were at a good price point). As soon as mine sold, so did the others, hence I don’t have a car for a while. Which is almost cool, because I will be out of town about 2 out of the next three months.
Anyhow, I am going to be trying to hit up the site a bit more frequently to talk about how I got behind on work by not scaling properly… I went from doing cool things to managing 17 people. It was not and is still not a good look. Hopefully I can explain where I messed up and how I am looking to get out of the situation.
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What you wear is influential. Being able to wear what you want is a good goal, but not always your best look.
Below is from time.com
“The present data suggest that luxury consumption can be a profitable social strategy because conspicuous displays of luxury qualify as a costly signaling trait that elicits status-dependent favorable treatment in human social interactions,” the authors write. Wheeling around your Louis Vuitton suitcase doesn’t just make you look better. It makes people want to treat you better, too.
“Nelissen and Meijers showed volunteers one of two videos of the same man being interviewed for a job. In one video his shirt featured a logo and in the other it didn’t. Volunteers rated him more suitable for the position, and suggested he earn 9% more, when a conspicuous logo was present.”
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Think Big, Start Small, Scale Fast
I was in a few meetings this week that utilized this quote. It makes sense in a lot of ways…
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