Thursday, March 3, 2016

Geneva Public Votes Down Jean Nouvel’s $131 Million Museum Expansion

Geneva Public Votes Down Jean Nouvel’s $131 Million Museum Expansion

Cartoon opposing Geneva’s museum expansion plan
Six years after its details were first unveiled, Geneva’s plan to enlist architect Jean Nouvel to revamp and expand the regional Musée d’Art et d’Histoire has been narrowly outvoted by 54.3 percent of the public, according to the Art Newspaper’s Nathalie Eggs and Hannah McGivern. Approved by Geneva’s municipal council last year, the $131 million project was to be funded both with private money from French-Swiss patron Jean-Claude Gandur and with sixty-four million dollars in public funds, but it provoked criticism across the political spectrum.
A political coalition that included everything from nationalist conservatives to Communists campaigned against the project, calling it too opaque, reports Telerama. Questions were also raised about Gandur’s involvement, with critics referring to the museum as “a space to his glory.” Finally, some called it “already dated” while preservationists decried the “irreversible disfigurement” of a monument. No one was happy, meanwhile, with the fact that the project’s costs had ballooned from forty million dollars to its current figures.


This CEO Made His Company Successful By Firing His Entire Management Team

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This CEO Made His Company Successful By Firing His Entire Management Team

If you fired your management team today, would you be better off? Steve McKean did just that and was better off for it.

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When a company is struggling with success, it's hard to know exactly the right next move. Many leaders feel inclined to simply cut losses and move on to the next venture. Restructuring can be hard work, and even then there is no guarantee it will work.
Serial entrepreneur Steve McKean, CEO of BillShark, faced exactly such a dilemma with his previous lead generation company Acceller, Inc. During a recent episode of my podcast, 10 Minute Tips from the Top, McKean related how Acceller went into a tailspin that put it in a precarious situation. He was then forced to make the decision of letting the company die or finding a solution to keep it going.
McKean, a member of the Young Presidents' Organization (YPO), eventually opted for a full restructure of the company, making a number of difficult decisions that he never anticipated along the way. Eventually he got the company back on its feet and was able to secure a merger with a competitor, Bridgevine, which does customer acquisition and retention in the home services industry. The company has now exceeded expectations for all stakeholders.
Here are McKean's tips on the best way to get things back on track and moving towards success.
1. Seek advice from other leaders.
It's difficult to be objective about your company when in a fast decline. Looking for advice from outside experts helps gain fresh perspective. "I spoke to two dozen YPO members and Verne Harnish of Gazelles," said McKean about his first steps toward restructuring. Talking to Harnish allowed him to realize that he had a bigger problem than he suspected and needed to gain mental clarity to devise a real solution instead of just a band-aid.
2. Be transparent with your team.
Talking to your team members about such a difficult circumstance is a tricky situation for any leader. Remaining silent is unfair to employees who might otherwise get an opportunity to look for a safer landing, while opening up could push them away as well. For McKean, transparency was of utmost important. He laid out the scenarios to his team and let them know what was at stake. This way he could openly work with them to find solutions to the problem.
3. Re-evaluate the leaders in your company.
When the company is in trouble, leaders might be unable to focus on how the situation is affecting those around them. McKean, however, was quick to note that the adversity surfaced the shortcomings of his existing management team. "When my management team, essentially the top four guys of the company after me, when they are telling you, 'I don't want to take a pay cut and I don't care if you're bankrupt,' they're sending you a message. The message is we don't care about your company." McKean fired those very team members.
4. Build culture together.
When rebuilding his company, McKean worked with the next level down of management to ensure a smooth transition. The key to working with this new team was to create a strong culture. "I had worked with this team quite a bit... I didn't stay isolated as a leader. I was very engaged. We did a lot of education...And we focused on culture. We committed to win together or die together as a team.
Each week on his podcast, Kevin has conversations with members of the Young Presidents' Organization (YPO), the world's premiere peer-to-peer organization for chief executives, eligible at age 45 or younger.
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The opinions expressed here by Inc.com columnists are their own, not those of Inc.com.
Published on: Mar 2, 2016

... easy strategies to manage a difficult manager


Yes, Your Boss Is Crazy

In his research, Nassir Ghaemi, M.D., professor of psychiatry at Tufts Medical Center and author of A First-Rate Madness, has found a connection between mental illness and great leaders. In times of crisis, he says the most effective leaders have often suffered from mild depression and bipolar disorder. Well, that confirms it. Your boss is crazy. Here are some easy strategies to manage a difficult manager.


Identify The Boss's Management Style

Executive coach and author of Make Difficult People Disappear, Monica Wofford says managers usually fall into one of four categories: a commander, focused on results; an organizer, focused on accuracy and process; a relater, focused on getting along; and an entertainer, focused on being appreciated.

Understand The Boss's Needs

Once you've determined the boss's style and personality, you should be in a better position to understand what they want from you. Someone focused on results wants to see you get results or talk to you about how to get them. A people-person boss might want to connect on a more personal level.

Photo: None/None


Communicate In A Language They Will Understand

You have to meet the boss where they live. Don't offer a diatribe if your boss only wants the highlights. Similarly, if your boss gets defensive when you ask pointed questions, soften the way you ask and frame them.



Consider Timing

When broaching difficult issues, pick your timing carefully. Your boss may prickle by being challenged in front of others. Instead, pull them aside one-on-one at a time that is calm and not stressed by deadlines.



Set Boundaries

It's important to set boundaries to establish conditions that will help you be successful. If your boss interrupts you constantly by stopping by your desk, ask politely if you could finish the project and then meet at a specific time to speak. If you are being overburdened with assignments, remind the boss of what you're working on and ask which are priority.



Ask Questions

When dealing with a manager who doesn't give specific instructions or expectations or changes their mind frequently, ask questions that will make it easier for them to articulate what they want. For example: When would you like the proposal? About how many pages were you thinking? In the same format as the last one?



Don’t Take It Personally

For an emotionally explosive boss, it's critical not to take it personally. Usually they need to get something out of their systems and are over it in 20 minutes, says Wofford. However, if you do take it personally and react, it may only fuel the tantrum and escalate it further.



Point Out Mixed Messages

If you're dealing with a two-faced boss and don't know what you're going to get from moment-to-moment, Wofford suggests helping the person understand their behavior by, politely, pointing out contradictions.




Ask For Constructive Feedback

If you don't know where you stand with the boss or feel ignored, ask for feedback on a project-by-project basis. It could be framed as: How would you rate my performance on that project on a scale of one to 10? How could I get closer to 10 on the next one?

Five Things Weak Managers Do Instead Of Leading

Leadership
The Little Black Book of Billionaire Secrets

Five Things Weak Managers Do Instead Of Leading

I write about bringing life to work and bringing work to life.
I was a Fortune 500 HR SVP for ten million years, but I was an opera singer before I ever heard the term HR. The higher I got in the corporate world, the more operatic the action became. I started writing about the workplace for the Chicago Sun-Times in 1997, but it took me ages to find my own voice. Now I write for the Huffington Post, Business Week, LinkedIn, the Harvard Business Review, the Denver Post and Forbes.com and lead the worldwide Human Workplace movement to reinvent work for people. Stop by and join us: http://www.humanworkplace.com
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Just having the title “Manager” doesn’t make you a leader. Unfortunately, there are plenty of people in management positions who don’t know how to lead. They drag their teammates down by picking at them over tiny things instead of inspiring them to greater heights.
It’s a sad situation, and if you find yourself working for someone who can’t mentor you to keep learning, you may want to think about getting a different job.
The job market is heating up dramatically. Employers are fighting over talent. At the bottom of this column you’ll find links to articles about how to job-hunt effectively in this new-millennium workplace.
Here are five things lousy managers do when they should be leading and inspiring their teams:
They watch people do their work.


We have to feel some compassion for managers who don’t know what their job is. Lots of people get thrown into management jobs without training or support. They don’t know what to do, so they watch their team members do their jobs, and it’s oppressive.
I remember one boss standing over me while I composed a newsletter for our sales force. She stood behind me as I typed paragraphs onto the screen and she edited my work in real time. Talk about overbearing! Poor managers who don’t have anything more significant to do may decide their time is best spent watching and criticizing their teammates while they work.


They kiss up to bigger bosses.
One of the easiest ways to spot a manager who doesn’t understand leadership is to watch them with their own boss. Good managers tell the truth to their higher-ups because they assume they were hired for their brains and their opinions. Poor managers don’t tell the truth. They tell their boss whatever they think their boss wants to hear.


Continued from page 1
They make pronouncements, establish rules and hand down punishments to make sure everyone knows they’re in charge.
Poor managers boss people around. They spend time dreaming up  new rules and restrictions to make sure that their team members know who’s in charge. The problem is that the more rules and restrictions you put on people, the more you slow them down! The more you trust your capable staff, the better everyone will feel and thus perform in their jobs.
They make their subordinates listen as they pontificate.
I worked for a horrible manager who find new and creative ways to torture me and me co-workers every day. One of his favorite things to do was to come over to my cubicle and lecture me while I was working. He pontificated, railing on about his views on life and leadership for my benefit. I gritted my teeth and tried to get my work done while he literally breathed down my neck. Good managers give people room to breathe. They have their own work to keep them busy!
They micro-manage.
The last item on our list is one that lousy managers are famous for: micro-managing! You’ll know you’ve got a micro-manager to deal with when your supervisor tells you to copy him or her on every email message you sent out, or instructs you not to talk to a certain person without his or her permission. A micro-manager doesn’t trust himself or herself to let people do their jobs.
They have to watch their team members like a hawk, because they don’t believe that people can do their jobs capably without close supervision. Micro-managers are fearful. They can’t inspire their teammates because they are mired in fear.
If you have a micro-manager on your back, don’t get mad. He or she can’t help it! Take an extra minute to fill your manager in on your plans and update them on your progress every chance you get until your micro-manager begins to back off and relax. Most of them will get there eventually. You will grow new muscles in the process of getting your micro-manager out of your business, and your customers will benefit!
Liz Ryan is the CEO and founder of Human Workplace. Follow her on Twitter and read the rest of her Forbes.com columns here.



How I Taught Myself Product Design


03/01/2016 06:36 pm ET | Updated 1 day ago
When we think of autodidacts, our minds frequently race to the arts: people who discovered an aptitude for painting or music despite their lack of formal training. We often separate the innate impulse to create things from those who teach themselves practical tasks. We glorify the teens who put together their own computers or who tweak lines of code to run new software on out-of-date operating systems. This is a mistake, I think.
Since I didn't have a technical co-founder, I had to teach myself skills both creative and pragmatic, most importantly product-design. My platform now processes process $20 billion in transactions, and one of the things that creating it taught me was that most inventions strive to balance art with science. Here are the 4 things that helped me learn product design.
Balance art and science
My first education in what it would take to build JOOR came from selling product offline. As an apparel buyer you are constantly looking at your business and trying to understand why something sold or it didn't. What caused her to checkout? Was it the way the product fit, was it the color, was it the fabrication? Selling is equal parts art and science, and at a core-level, product design is no different.
The art is about offering the user something different in the experience -- something unexpected, something that was easier than they expected, something novel, or even something magical. However you also have to A/B test, you have to study the numbers, and you have to make metrics your friend. As a fashion buyer I knew that the success of my platform would involve balancing these two forces.
Think about what kind of thinker you are
Everyone learns things in a different way, and for me I'm a visual learner. I used Post-Its to get through AP Biology, and I also used them to create my first story-boards. There's something visceral about writing by hand and moving concepts around visually. I've long since been introduced to more sophisticated products like Omnigraffle and Visio, which are what we use today when we're designing new products. If you're going to teach yourself something, think about what kind of thinker you are first before you get caught up in shiny new tools.
Meet designers who have different approaches
It also goes without saying that learning starts by reading a lot. I started with the basics: websites and design blogs such as Ideo, Fast Company Design, studying the winners of the Webby's and, interviews with Steve Jobs. Even if you plan on outsourcing your product design you should be doing this, it's crucial to have shared vocabulary. Once you start to get confidence, seek out experts. Interview and meet with as many different designers as you can, especially ones with radical approaches or ideas that you don't quite understand at first. Then go home and research what they said and see how it pans out in the real world. The more you do this, the more you'll start to develop your own ethos for designing products.

Question "what everyone else is doing"

All the best products focus on the user's critical path, in our case it's getting the buyer to checkout. And to do that we had to make some unconventional decisions. One of the biggest head-scratchers (at least as far as conventional wisdom at the time was concerned) was our decision to build a native app as opposed to building one in HTML5, which was all the rage at the time. Most designers I'd met by that point thought it was crazy, but I knew from practical experience that buyers are offline for most of the day, hitting the trade-shows or getting stuck in long appointments. This turned out to be the right decision, our membership has tripled every year since launch due to the stability of our app.
When you're reading, researching, and reaching out to tons of people collecting information, it's easy to forget how to listen to your own gut. A lot of what goes into building good products is having good taste, something that's a part of you and something that you already have. Building apps and websites can be intimidating, but only because of the obscure vocabulary and high-premium placed on these professions.
By balancing creativity and metrics, empowering yourself with the right terminology, and measuring the advice of others with your gut-instincts, you can create products that solve pain points for your customers. Wireframes only get easier, but a passion for creating things that help people never goes away. If anything, it grows.