Lying on the test

by Fabrice Calando on September 25, 2014

A while a go I hired someone. Part of the interview process was to administer a personality test. Later, after he got the job, he admitted that he had lied on the test to get a favorable profile.

The thing is the results still accurately predicted his behavior.

There’s always a way to lie or cheat on the test, but who does that benefit? Why take the test if you fear the answer? Of course, a test doesn’t have to be a paper and pencil thing. It can be a personality test, but also a sales target or a marketing objective or anything else of the sort. The question remains, if you feel you need to disguise the results doesn’t it show fear on your behalf or that of the organization?

At best lying on the test indicates your discomfort with your shortfalls and fear of learning at worst it can bring down the whole team.

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What does the reward mean to you?

by Fabrice Calando on September 24, 2014

There are two ways to look at the reward, whatever that reward is – revenue, commissions, trophies, a piece of candy. The reward can be the goal or it can be the consequence.

When it’s the goal, everything becomes about the reward. Everything we do is geared towards the desired revenue or commission. Every action we take is about getting to what was promised. Nothing is forbidden as long as the goal is reached.

On the other hand, when the reward is a consequence what takes precedence is the the actions, the work, the craft. The reward is an afterthought because there’s no way of knowing it will actually happen and so the process of doing, creating and transforming is what matters. If the reward comes, it only comes as a way to move a little further.

There isn’t a right way or a wrong way, just two ways to look at rewards. I would argue looking at the work is much harder than looking at the reward. And, it does seem though that those who have achieved great things value the craft above all. But I can’t say for sure.

I guess what matters is joining others who see them the same way you do so I’ll leave you with one question: Do you value the work or the reward?

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Do as I say, do as I do

by Fabrice Calando on September 22, 2014

As a leader or manager there are two ways I direct and inspire. I can say what to do or I can do. I can choose to give instructions or I can come down from the hill and get my hands dirty.

Doing doesn’t mean doing everyone’s work, but it does mean getting involved, caring about the end result and holding myself accountable for the outcome. It doesn’t mean micromanaging, it means getting down in the arena and working from there.

Ultimately which of the two I choose depends on what I want, a team that listens or a team that does.

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The four horsemen of the organization

September 17, 2014

Silence. The inability or unwillingness to speak up, to voice your concerns or opinions. Silence has the power to break-up groups, departments and companies. It creates silos and resentment. Silence compounds: The less someone speaks up, the more resentment and frustration builds up, the bigger the silos get and the less gets done. Dismissal. Silence’s [...]

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The long road and green grass

September 16, 2014

It’s tempting to look over on the other side of the fence and long for life there. The grass on the other side is fresh, new and full of opportunities. We, on the other hand, are faced with the long difficult road of building something that matters. Sure, the the road ahead is filled with [...]

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Putting your job on the line

September 12, 2014

There’s a common misperception in corporations that once in a while you need to put your job on the line. It’s all or nothing, do or die, winner takes all. I’m not sure where it stems from. Maybe it’s all the sports analogies: the bottom of the ninth, game seven, a few seconds left in [...]

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Until it’s gone

September 10, 2014

The thing about abundance is that it’s precisely that – plentiful, always available, never done. It’s easy to take abundance for granted, assume it will always be there. We might even realize it’s there and think it doesn’t matter. But what happens when the abundance becomes scarce? What happens when the resources aren’t there, when [...]

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In the end, it’s really about the people

September 9, 2014

Ten or so years ago I worked at a manufacturing company in the east-end of Montreal. I took the job because I needed the money, not that it paid particularly well. I hated everything about the job and left after a year to work for a young dotcom. When I left, you would think I’d [...]

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Risk vs. Danger

September 4, 2014

The difference between risk and danger is that risk is perceived, danger is real. Risk is the perception that something unfavorable will happen. Truth is danger rarely, if ever, occurs – finding yourself between a beat and her cub pretty much never happens. Trouble is, we usually confuse the two. In fact, one of the [...]

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When the means become the end

September 3, 2014

The idea of the 40-hour work week started in the 18th century as a push back to working conditions at the time. Henry Ford popularized the concept much later. Simply put, the thinking was: giving workers more rest time would, in turn, increase productivity. A theory that at the time proved to be true. At [...]

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