Connaître ses drivers

Vos drivers sont une liste de critères qui définissent ce que vous recherchez au travail, ce sont vos critères de motivation permettant l’engagement.

Voici en exemple mes drivers à ce jour:

  • Help & serve others
  • Diversity in tasks
  • Challenges
  • Autonomy
  • Innovation
  • Set directions
  • Technical piece
  • Investigation and problem solving

Il existe de nombreuses methodes pour connaitre ses drivers. J’en ai essayé quelques unes:

  • un bon livre – dans son livre Fire your boss, l’auteur nous livre les multiples raisons pour lesquelles nous travaillons: for power, for respect, for security, to travel, to serve, to meet people, to express yourself, for money
  • un bilan de compétences – renseignez-vous auprès de votre RH
  • un test de personnalité – essayez celui de Ma Réussite qui s’améliore au fil des années

HeadHunter vs JobFishing

Nous sommes partis de deux constats:
1. Avoir une vision sur votre recherche d’emploi est une excellente source de motivation.
2. Apprendre des autres (astuces et erreurs) permet de gagner du temps.

Souhaitant mettre mes conseils et mon expertise technique au service de tous, je viens d’inaugurer le pilote sur quelques personnes du site de JobFishing.

Ce site met à votre disposition les outils pour être proactif et organisé  dans votre recherche de poste.

Trust but verify is wrong

By alpittampalli on Apr 16, 2012 05:00 am

On December 8, 1987, just before President Reagan signed the Intermediate Range Nuclear Forces Treaty, he uttered these famous words:

“Trust but verify.”

To say this phrase caught on would be a gross understatement. It was everywhere, from military platoons to corporate boardrooms to t-shirts and mugs. To this day, it remains embedded in American culture.

Not terribly surprising. It sounds like the ultimate deal: benefit from all the upside that comes with trust, while limiting the potential downside through verification.

But this is a fundamental misunderstanding. Trust and verify are two completely opposite strategies.

Trust is high variance. It comes with great potential for speed and innovation, but it also increases the chance that things won’t end up the way you want.

Example: Zappos trusts their call center reps with an unlimited budget for serving customers. Reps can act much quicker, with more spontaneity and humanity this way, but every now and then they make some costly mistakes.

On the other hand, verify is a low variance strategy. It’s more expensive, it’s slower, but you retain more control and there are less surprises.

Example: Many decisions at the BBC require six levels of approval. It’s hard to make mistakes when you have that much oversight, but getting even trivial issues resolved can take extraordinary amounts of time.

The INF treaty required both the United States and Soviet Union to inspect each other’s military installations extensively to ensure both parties were honoring their agreement.

It cost both countries tremendous time, money, energy, and focus. Don’t get me wrong, considering the immense risks involved, verify was the right strategy. But don’t get it twisted, it wasn’t trust.

The reason you trust is so that you don’t have to verify.


Conseils de développement d’un Leader

The best GE leaders I’ve been around are people who do two things all the time. No. 1, they do what they say they are going to do. Making commitments, and delivering on them, gives these leaders the personal “brand” and credibility that encourages others to support their next idea. No. 2, these leaders are who they say they are. Honest, genuine, transparent, and not trying to be something, or someone, they are not.

From John Rice