Here are Google, Amazon and Facebook’s Secrets to Hiring the Best People – The Cooper Review
The Cooper Review

The Cooper Review

Here are Google, Amazon and Facebook’s Secrets to Hiring the Best People



Hiring secrets
Google, Facebook, Apple, Amazon, Google, Amazon. These top tech companies each receive over a quadrillion resumes per year (source needed). So it’s safe to say they have a good process for choosing the best job candidates. But what is it?
No, it’s not that list of popular Google interview questions you Googled on Google. In fact, their finely tuned hiring process goes way beyond rudimentary queries on algorithms and quantum physics.
If you, too, want to hire the world’s best top tech talent, try one of these secret hiring strategies.


Begin phone screens 15 minutes early, 15 minutes late, or not at all
Hiring Secrets 1


To find people who are always ready for the job
Anyone can answer a series of probing questions when you call them at the expected time. But what happens if you call them when they’re still sleeping, in Zumba class, or on the toilet? This is how the top tech companies find people who are ready for the job at any moment.

Make the interview schedule as confusing and unpredictable as possible

Hiring Secrets 2


To find people who don’t need instructions
Make sure that neither the interviewers or interviewees have any idea what’s going to happen during the interview. This is a great indicator of who will perform best when no one has any clue what’s going on.


Make sure something goes wrong during the presentation

Hiring Secrets 3


To see how the candidate adjusts to less-than-ideal circumstances
Purposely set up the candidate’s presentation in a room where the equipment doesn’t work, which is probably any room. If the candidate is able to roll with it and doesn’t mind adjusting, then that’s a good sign she’d be easy to work with. Bonus points are given for candidates who have a Plan B, Plan C and Plan D, which comes in very handy in the tech world.


During the interview, make a ton of incorrect assumptions
Hiring Secrets 4


To weed out candidates who are easily annoyed
If the candidate’s last job was at Twitter, say, “How long were you at Yahoo!?” Take note of the candidate’s tone when he corrects you. Is he a jerk about it or does he stay cool? This is how tech companies find out what a candidate would be like to work with when the shit inevitably hits the fan.

Ask the candidate to solve your own, specific problems
Hiring Secrets 5


Because you really need help with this problem
Tech companies often have candidates solve real problems they are currently facing. This is a good way to get some free help with those problems.


Have the interview frequently move between different rooms

Hiring Secrets 6WHY?

To find people who are still excited, even when they’re uncomfortable
Never let your job applicants get comfortable during the interview. This is how you find people who are uncomfortably excited and also get around the fact that no conference rooms were available for the entire day.


Ask the same questions over and over and over again
Hiring Secrets 7


To test consistency
In the tech world, predictability is a good thing. During the interview, don’t worry about asking the same question over and over again because you keep blanking out. This is a great tool for testing the candidate’s consistency. Candidates should only be wildly inconsistent with their answers when interviewing for senior roles.


Conduct dual interviews with a good cop / bad cop vibe
Hiring Secrets 8


To find people who can multi-task under pressure
Put the candidate in the middle of a conference room with interviewers at both ends of the table. Is the candidate able to simultaneously direct her attention to both interviewers while sufficiently answering each question at the same time? Or is she clearly exhausted and wondering why she even agreed to this interview? This is a great indicator of how the candidate will perform during a crunch.


Ask a question, then start typing very loudly

Hiring Secrets 9WHY?

To find people who remain focused despite distractions
Ask the candidate a question. Then, as soon as he starts to answer, start typing loudly. Apologize and say you’re “listening, just taking notes.” You could be taking notes, or you could be writing an email to your estranged father, doesn’t matter. See if the candidate can remain focused on the question or if he gets lost. This will help you find candidates who don’t let tiny distractions get in the way of finishing the job.


3 months later, call and offer the candidate a job she didn’t apply for
Hiring Secrets 10


To find people who are determined
This is a great way to weed out people who obviously didn’t really want the job in the first place. Does the candidate fight for the job he wanted? Does he take the offer because he thinks it’s the best he can get? Or does he turn it down because he already found another job months ago? This tactic is a good way to suss that out.
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The 3 Qualities All Successful People Have In Common – The Mission – Medium


Benjamin P. Hardy
Husband & foster father. 

Get my 2 free eBooks (on productivity & blogging) @ min read

The 3 Qualities All Successful People Have In Common
It doesn’t matter how close or far you feel from your dreams.
The truth is, your dreams are completely available to you. A few shifts may need to take place in your inner and outer worlds. However, the fundamental shift needed — the “cause” — takes only an instant.
The problem is, most people seeking success focus on the effects of success. Things like confidence, motivation, wealth, etc. are all effects. Most psychological research focuses on effects as well.
A far more powerful approach is to examine the cause behind those effects. Said Dr. David Hawkins, “There are no external ‘causes.’”
Cause is simple.
Effects are infinitely complex and unique.
Said Confucius, “Life is really simple, but we insist on making it complicated.” Similarly, Amelia Barr has said, “It is always the simple that produces the marvelous.”
What’s happening within you is being mirrored outside of you.
In his book, Awaken the Giant Within, Tony Robbins tells the story of “his moment of decision” — when he decided to change his life. At the time, he was working as a janitor, heavily overweight, and living in a small apartment.
The feeling inside of him was this: I am so much more than I am demonstrating!
The simplest way to change your life, interestingly, is not to focus on or be upset about what’s wrong with your life. That only magnifies the problem. As Dr. Wayne Dyer explains in his book, The Power of Intention, “You cannot remedy anything by condemning it. You only add to the destructive energy that’s already permeating the atmosphere of your life.
Instead of focusing on what’s wrong in your life, focus on what you want. If you are unsure what you truly want, you’ll need to reconnect with the cause of everything happening in your life.
So how do you connect with yourself?
In the book, The Man Who Tapped the Secrets of the Universe, Walter Russell, famed American sculptor and philosopher, explains:
    “Many have asked if I could more specifically direct them how to kindle that spark of inner fire which illumines the way to one’s self. That I cannot do. I can merely point the way and tell you of its existence. You must then find it for yourself. The only way you can find it is through being alone with your thoughts at sufficiently long intervals to give that inner voice within you a chance to cry out in distinguishable language to you, ‘Here I am within you.’”
You are a unique individual. Your life will not exactly reflect the life of anyone else. Thus, examining other people’s approaches may not be relevant to your cause.
Here is what will happen when you make that connection:

1. You Will Produce a Prodigious Amount of Work

    “The thinking of creative and successful people is never exerted in any direction other than that intended. That is why they produce a prodigious amount of work, seemingly without effort and without fatigue.” — Walter Russell
A common characteristic of all “successful” people is that they produce a substantial body of work in their lifetime. And by the way, success is defined by each individual. Success is internal; it is not defined by external or societal standards.
Is the work of successful people always magnificent? Of course not. However, unlike most people, they are in a consistent state of creating — even and especially before they feel ready.
They are creating with a deep connection to themselves and their desire to serve the world. As St. Francis of Assisi has said,“For it is in giving that we receive.” Similarly, Joe Polish, founder of Genius Network, is known for saying, “The world gives to the givers and takes from the takers.”
When you are connected with yourself, you don’t fear other people “stealing” your work or ideas. The work is merely an effect of the cause within you. There is an infinite supply you can continuously tap to create more work. You are a creator. There is no lack or shortage.
Your goal then is to give away as much as you can. You don’t want to die “with your music still in you.” You want to completely empty yourself of all the creative power within you, so that when you die, your life will be a generous offering to the world. And because of that, you will produce a prodigious amount of work in your lifetime.

2. You Won’t Know Fatigue

In the book, The Power of Full Engagement, Jim Loehr and Tony Schwartz argue that how you use your energy, not your time, is the key living your highest potential.
According to empirical research, Engagement is defined as “a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption.”
    Having vigor means your energy levels and mental resilience are high while working and that you persist in the face of difficulties.

    Being dedicated means you have a sense of significance, enthusiasm, inspiration, pride, and challenge.

    Being absorbed means you are fully concentrated and happily engrossed in what you’re doing. This is the essence of being in a flow-state.

How you manage your energy determines everything in your life. If you come from a high energy level — such as love and appreciation — you can turn even menial tasks into art. 

However, if you bring distaste and frustration to the activities in your life, “that hatred for it develops into body-destructive toxins and you become fatigued very soon,” Walter Russell explains.

How you feel about something is more important than the thing itself.
You can learn to love and appreciate all things and people — even down to the minute and mundane. All of life can become art and poetry. 

As Dr. Wayne Dyer put it, “When you change the way you see things, the things you see change.” You can experience high engagement in anything from the paradigm of gratitude.
Thus, the energy level you bring to things in large measure determines whether they fatigue or invigorate you. 

This does not mean you shouldn’t be highly selective about how you spend your time.

Maintaining high energy levels throughout your life requires making decisions — in choosing the few best things for you over the endless supply of good and great things.
You can’t have or do it all.

You must make hard choices, and say “No” to brilliant opportunities which you might have gotten a great deal of satisfaction out of.
I’ve recently had to confront this reality. I was offered an opportunity that was so great it stopped me dead in my tracks. It took weeks to conclude that, although I’d love and enjoy my life if I went down that path, I’d rather stay on the path I’m currently on.
I can’t have both worlds. To even try would cause an extreme imbalance in my life. It would take me from simplicity. My priorities would undoubtedly be thrown out-of-whack. In such a case, I could see myself tempted to use unsustainable methods like stimulants to keep myself going.
In the end, I’d end up losing ground, even if in the moment it felt like I was making strides. Everything catches up.

 3. You mind will become More Brilliant as You Grow Older, Instead of Less Brilliant

A friend of mine, who is a spectacular chef, recently told me that for several years, her cooking lost its originality and zest. “The reason,” she explained, “is that I stopped searching.”
My friend never lost her passion for cooking. And she continued to cook and love what she did. But she stopped learning about new and unique ways to cook.
She lost the innocent wonderment of cooking. Thus, her work became a job and her creativity faltered. Yet, now that she’s recently gotten back into learning, reading, and studying — searching —s he’s told me “The ideas are coming back.”
Research has found that being in a state of awe alters your perception of time, allowing you to more fully experience the present moment. Moreover, being in a state of awe and wonderment improves your decision making and increases your overall satisfaction of life.

My grandfather recently died at the age of 93. During the last four years of his life, he wrote four books. His mind seemed to become sharper as he aged. Beyond doing hard mental and creative work, he built fences and mowed his own lawn until the day he died. I attribute this to his continual desire to “search,” and learn. His searching came from an endless state of gratitude and reverence. I’ve never met a man more blown-away by life itself.


“Happiness is now.”
 — Rumi
Most people have success backwards. They are focused on the effects of success, rather than its cause.
Most people believe they must first have something — like money, connections, or time — before they can do what they want to do. Then, once they’re able to finally do what they want to do, they can then be the person they want to be.
The reverse is more truthful. You must first be that person you intend to be — right now — believing fully that everything you desire is already available to you. When you are ready to receive it, it will be there. You are “ready” the moment you decide to be.

When you be that person you intend to be, you can then do what that person would do.
In a short time consistently acting from that higher state, you will have all that you want in your life.

Call To Action
If you liked this article, check out my free eBook, Slipstream Time Hacking.This book teaches you how to decide what you WANT and get it 10x FASTER than the average person.

(Click the link at the top of this article)
Have an amazing day!

The Ivy Lee Method: The Daily Routine Experts Recommend for Peak Productivity – The Mission – Medium



James Clear
I’m an entrepreneur, weightlifter, and travel photographer in 20+ countries. Good things happen to me for no apparent reason.

3 days ago5 min read

The Ivy Lee Method: The Daily Routine Experts Recommend for Peak Productivity
By 1918, Charles M. Schwab was one of the richest men in the world.
Schwab was the president of the Bethlehem Steel Corporation, the largest shipbuilder and the second-largest steel producer in America at the time. The famous inventor Thomas Edison once referred to Schwab as the “master hustler.” He was constantly seeking an edge over the competition. (1)
One day in 1918, in his quest to increase the efficiency of his team and discover better ways to get things done, Schwab arranged a meeting with a highly-respected productivity consultant named Ivy Lee.
Lee was a successful businessman in his own right and is widely remembered as a pioneer in the field of public relations. As the story goes, Schwab brought Lee into his office and said, “Show me a way to get more things done.”
“Give me 15 minutes with each of your executives,” Lee replied.
“How much will it cost me,” Schwab asked.
“Nothing,” Lee said. “Unless it works. After three months, you can send me a check for whatever you feel it’s worth to you.” (2)

The Ivy Lee Method
During his 15 minutes with each executive, Lee explained his simple method for achieving peak productivity:
    At the end of each work day, write down the six most important things you need to accomplish tomorrow. Do not write down more than six tasks.

    Prioritize those six items in order of their true importance.

    When you arrive tomorrow, concentrate only on the first task. Work until the first task is finished before moving on to the second task.

    Approach the rest of your list in the same fashion. At the end of the day, move any unfinished items to a new list of six tasks for the following day.

    Repeat this process every working day.
The strategy sounded simple, but Schwab and his executive team at Bethlehem Steel gave it a try. After three months, Schwab was so delighted with the progress his company had made that he called Lee into his office and wrote him a check for $25,000.
A $25,000 check written in 1918 is the equivalent of a $400,000 check in 2015. (3)
The Ivy Lee Method of prioritizing your to-do list seems stupidly simple. How could something this simple be worth so much?
What makes it so effective?

Portrait of Ivy Ledbetter Lee from the early 1900s. (Photographer: Unknown)

On Managing Priorities Well
Ivy Lee’s productivity method utilizes many of the concepts I have written about previously.
Here’s what makes it so effective:
It’s simple enough to actually work. The primary critique of methods like this one is that they are too basic. They don’t account for all of the complexities and nuances of life. What happens if an emergency pops up? What about using the latest technology to our fullest advantage? In my experience, complexity is often a weakness because it makes it harder to get back on track. Yes, emergencies and unexpected distractions will arise. Ignore them as much as possible, deal with them when you must, and get back to your prioritized to-do list as soon as possible. Use simple rules to guide complex behavior.
It forces you to make tough decisions. I don’t believe there is anything magical about Lee’s number of six important tasks per day. It could just as easily be five tasks per day. However, I do think there is something magical about imposing limits upon yourself. I find that the single best thing to do when you have too many ideas (or when you’re overwhelmed by everything you need to get done) is to prune your ideas and trim away everything that isn’t absolutely necessary. Constraints can make you better. Lee’s method is similar to Warren Buffet’s 25–5 Rule, which requires you to focus on just 5 critical tasks and ignore everything else. Basically, if you commit to nothing, you’ll be distracted by everything.
It removes the friction of starting. The biggest hurdle to finishing most tasks is starting them. (Getting off the couch can be tough, but once you actually start running it is much easier to finish your workout.) Lee’s method forces you to decide on your first task the night before you go to work. This strategy has been incredibly useful for me: as a writer, I can waste three or four hours debating what I should write about on a given day. If I decide the night before, however, I can wake up and start writing immediately. It’s simple, but it works. In the beginning, getting started is just as important as succeeding at all.
It requires you to single-task. Modern society loves multi-tasking. The myth of multi-tasking is that being busy is synonymous with being better. The exact opposite is true. Having fewer priorities leads to better work. Study world-class experts in nearly any field — athletes, artists, scientists, teachers, CEOs — and you’ll discover one characteristic runs through all of them: focus. The reason is simple. You can’t be great at one task if you’re constantly dividing your time ten different ways. Mastery requires focus and consistency.
The bottom line? Do the most important thing first each day. It’s the only productivity trick you need. (4)
James Clear writes at, where he shares self-improvement tips based on proven scientific research. You can read his best articles or join his free newsletter to learn how to build habits that stick.
This article was originally published on
    Charles M. Schwab, the president of Bethlehem Steel, is not related to the American banking and brokerage magnate, Charles R. Schwab, who is the founder of the Charles Schwab Corporation. What are the odds that two unrelated men named Charles Schwab each end up with a personal net worth over $500 million? Pretty good apparently.

    It is unbelievable how hard it is to track down an original source for this story. Most stories incorrectly list the year of Lee and Schwab’s meeting as 1905 or so, but 1918 seems to be the accurate year as listed in pages 118–119 of “The Unseen Power: Public Relations: A History” by Scott M. Cutlip. Among the many books that mention reference this story are The Time Trap by R. Alec Mackenzie and Mary Kay: You Can Have It All by Mary Kay. The earliest reference I have tracked down for the story is from the 1960s. If you are aware of any earlier sources, please let me know and I will update this article accordingly.

    When calculating the equivalent value of a $25,000 check from 1918 in 2015 terms, I came up with results between $390,000 and $428,000 depending on which methods and numbers are used to calculate inflation. Thus, $400,000 seems like a reasonable middle ground.

    Thanks to UJ Ramdas who originally told me about the story of Charles M. Schwab and Ivy Lee. And to Cameron Herold, who shared the story with UJ.
ProductivityFitnessShort StoryHistorySelf Improvement

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James Clear
I’m an entrepreneur, weightlifter, and travel photographer in 20+ countries. Good things happen to me for no apparent reason.

The Mission

The Economist | The superstar company: A giant problem

The Economist | The superstar company: A giant problem

The Economist

The superstar company
A giant problem

The rise of the corporate colossus threatens both competition and the legitimacy of business
Sep 17th 2016
DISRUPTION may be the buzzword in boardrooms, but the most striking feature of business today is not the overturning of the established order. It is the entrenchment of a group of superstar companies at the heart of the global economy. Some of these are old firms, like GE, that have reinvented themselves. Some are emerging-market champions, like Samsung, which have seized the opportunities provided by globalisation. The elite of the elite are high-tech wizards—Google, Apple, Facebook and the rest—that have conjured up corporate empires from bits and bytes.
As our special report this week makes clear, the superstars are admirable in many ways. They churn out products that improve consumers’ lives, from smarter smartphones to sharper televisions. They provide Americans and Europeans with an estimated $280 billion-worth of “free” services—such as search or directions—a year. But they have two big faults. They are squashing competition, and they are using the darker arts of management to stay ahead. Neither is easy to solve. But failing to do so risks a backlash which will be bad for everyone. 
More concentration, less focus
Bulking up is a global trend. The annual number of mergers and acquisitions is more than twice what it was in the 1990s. But concentration is at its most worrying in America. The share of GDP generated by America’s 100 biggest companies rose from about 33% in 1994 to 46% in 2013. The five largest banks account for 45% of banking assets, up from 25% in 2000. In the home of the entrepreneur, the number of startups is lower than it has been at any time since the 1970s. More firms are dying than being born. Founders dream of selling their firms to one of the giants rather than of building their own titans.
For many laissez-faire types this is only a temporary problem. Modern technology is lowering barriers to entry; flaccid incumbents will be destroyed by smaller, leaner ones. But the idea that market concentration is self-correcting is more questionable than it once was. Slower growth encourages companies to buy their rivals and squeeze out costs. High-tech companies grow more useful to customers when they attract more users and when they gather ever more data about those users.
The heft of the superstars also reflects their excellence at less productive activities. About 30% of global foreign direct investment (FDI) flows through tax havens; big companies routinely use “transfer pricing” to pretend that profits generated in one part of the world are in fact made in another. The giants also deploy huge armies of lobbyists, bringing the same techniques to Brussels, where 30,000 lobbyists now walk the corridors, that they perfected in Washington, DC. Laws such as Sarbanes-Oxley and Dodd-Frank, to say nothing of America’s tax code, penalise small firms more than large ones.
None of this helps the image of big business. Paying tax seems to be unavoidable for individuals but optional for firms. Rules are unbending for citizens, and up for negotiation when it comes to companies. Nor do profits translate into jobs as once they did. In 1990 the top three carmakers in Detroit had a market capitalisation of $36 billion and 1.2m employees. In 2014 the top three firms in Silicon Valley, with a market capitalisation of over $1 trillion, had only 137,000 employees.
Anger at all this is understandable, but an inchoate desire to bash business leaves everyone worse off. Disenchantment with pro-business policies, particularly liberal immigration rules, helped the “outs” to win the Brexit referendum in Britain and Donald Trump to seize the Republican nomination. Protectionism and nativism will only lower living standards. Reining in the giants requires the scalpel, not the soapbox.
That means a tough-but-considered approach to issues such as tax avoidance. The OECD countries have already made progress in drawing up common rules to prevent companies from parking money in tax havens, for example. They have more to do, not least to address the convenient fiction that different units of multinationals are really separate companies. But better the grind of multilateral negotiation than moves such as the European Commission’s recent attempt to impose retrospective taxes on Apple in Ireland.
Concentration is an even harder problem. America in particular has got into the habit of giving the benefit of the doubt to big business. This made some sense in the 1980s and 1990s when giant companies such as General Motors and IBM were being threatened by foreign rivals or domestic upstarts. It is less defensible now that superstar firms are gaining control of entire markets and finding new ways to entrench themselves.
Prudent policymakers must reinvent antitrust for the digital age. That means being more alert to the long-term consequences of large firms acquiring promising startups. It means making it easier for consumers to move their data from one company to another, and preventing tech firms from unfairly privileging their own services on platforms they control (an area where the commission, in its pursuit of Google, deserves credit). And it means making sure that people have a choice of ways of authenticating their identity online.
1917 and all that
The rise of the giants is a reversal of recent history. In the 1980s big companies were on the retreat, as Margaret Thatcher and Ronald Reagan took a wrecking ball to state-protected behemoths such as AT&T and British Leyland. But there are some worrying similarities to a much earlier era. In 1860-1917 the global economy was reshaped by the rise of giant new industries (steel and oil) and revolutionary new technologies (electricity and the combustion engine). These disruptions led to brief bursts of competition followed by prolonged periods of oligopoly. The business titans of that age reinforced their positions by driving their competitors out of business and cultivating close relations with politicians. The backlash that followed helped to destroy the liberal order in much of Europe.
So, by all means celebrate the astonishing achievements of today’s superstar companies. But also watch them. The world needs a healthy dose of competition to keep today’s giants on their toes and to give those in their shadow a chance to grow.

Telling Hillary Clinton To Smile More Is As Anti-Feminist As It Gets | Bustle

Many women will tell you that being told to smile is one of their biggest pet peeves, but somehow, some men remain clueless as to why this is so misogynist. It appears that the Republican Party chairman is a member of the ranks of men who think telling a woman to smile is an acceptable comment to make in 2016. Reince Priebus complained about Hillary Clinton not smiling in a tweet regarding her appearance at the Commander-in-Chief forum on Sept. 7. At this point in the game, when the presidential decision Americans are facing is between a well-qualified (albeit problematic) woman and someone I consider to be a fascist clown, it’s laughable that someone would complain about whether or not a candidate smiles, and it’s even worse when that complaint is couched in sexism.
There’s a million reasons why men telling women to smile is terrible, and the notion that this “suggestion” is wrong and sexist is so widely-known; there’s even a street art movement and documentary dedicated to this seemingly-innocuous request. When men tell us to smile, they are telling us to soften, to be pleasant, to make ourselves a little less threatening. Basically, they are telling us to give up our power to make them more comfortable — and at this point, no woman in the world is more powerful than Clinton. For Priebus to tell her to smile is for him to ask her to be less powerful which is, frankly, impossible.
Whether or not you support Clinton, it’s worth noting the exhaustingly high incidents of misogyny leveled at her during this election, and Priebus’ tweet is the icing on the disgusting cake that is the bigotry of this election. Priebus complained about Clinton not smiling and being “defensive” while his party’s candidate spewed complete nonsense and referred to a “Middle East policy” plan that made no sense. Though honestly, if I were the head of the party that allowed Trump to become their candidate, I’d probably be reaching for straws, too.
Unsurprisingly, social media users came out in droves to respond to (and make fun of) Priebus’ lack of filter, and their responses humorously highlighted the reasons why being told to smile is so frustrating — because even though it’s a “suggestion,” it’s often given as a quasi-threat meant to put women “back in their place.”
I’m no sociological researcher, but I’d say that women are told to smile hundreds of times a day, whether it’s on the street or from behind a screen. There’s plenty of stuff in the world to smile about — funny cat videos, the thought of Trump’s face when the election results come in, basically everything Aziz Ansari has ever said — but when discussing military affairs and foreign policy, I think the smiling should be kept to a minimum. But what do I know? I’m just another humorless woman who could benefit from lightening up a little, just like the only person running who’s actually qualified to be president.

The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal



From Publishers Weekly
The authors, founders of and executives at LGE Performance Systems, an executive training program based on athletic coaching programs, offer a program aimed at stressed individuals who want to find more purpose in their work and ways to better handle their overburdened relationships. Just as athletes train, play and then recover, people need to recognize their own energy levels. “Balancing stress and recovery is critical not just in competitive sports, but also in managing energy in all facets of our lives. Emotional depth and resilience depend on active engagement with others and with our own feelings.” Case studies demonstrate how some modest changes can have an immediate impact. Loehr (Mental Toughness Training for Sports) and Schwartz (Art of the Deal, writing with Donald Trump) also include a chart highlighting Action Steps, Targeted Muscle, Desired Outcome and Performance Barrier and apply these tenets to individual cases. A chart analyzing the benefits and costs to taking certain action shows the impact negative behavior can have on both physical and mental well-being. However, the actual “training program” whereby readers can learn how to institute certain rituals to change their behavior is less well-defined. Managers and other employees who have attended HR seminars may find this plan easy to use, but self-employed people and others less familiar with “training” may be unable to recognize their behavior patterns and change them.

Copyright 2002 Reed Business Information, Inc.

Product Description
This groundbreaking New York Times bestseller has helped hundreds of thousands of people at work and at home balance stress and recovery and sustain high performance despite crushing workloads and 24/7 demands on their time. “Combines the gritty toughmindedness of the best coaches with the gentle-but-insistent inspiration of the most effective spiritual advisers” ( Fast Company).
We live in digital time. Our pace is rushed, rapid-fire, and relentless. Facing crushing workloads, we try to cram as much as possible into every day. We’re wired up, but we’re melting down. Time management is no longer a viable solution. As bestselling authors Jim Loehr and Tony Schwartz demonstrate in this groundbreaking book, managing energy, not time, is the key to enduring high performance as well as to health, happiness, and life balance. The Power of Full Engagement is a highly practical, scientifically based approach to managing your energy more skillfully both on and off the job by laying out the key training principles and provides a powerful, step-by-step program that will help you to:
* Mobilize four key sources of energy

* Balance energy expenditure with intermittent energy renewal

* Expand capacity in the same systematic way that elite athletes do

* Create highly specific, positive energy management rituals to make lasting changes
Above all, this book provides a life-changing road map to becoming more fully engaged on and off the job, meaning physically energized, emotionally connected, mentally focused, and spiritually aligned.

From Booklist
For 25 years, Loehr and Schwartz have conducted intensive training with professional athletes to help them perform at peak levels under intense competitive pressures. They are not involved in the physical training process, however. Their intervention focuses on effective management of our most precious resource, our energy. They have found to their surprise that the performance demands most people face in their everyday work environments are often tougher than those professional athletes face. Because athletes train constantly, they are more prepared, whereas most people are in the work game 8 to 12 hours a day with little or no training at all. Most of us are constantly trying to manage time; here, the authors have instead set out a prescription for managing energy on every level: physical, emotional, mental, and spiritual. You are likely to find some of yourself in one of the many case studies they provide to illustrate their techniques. Some of what they say is reminiscent of Tony Robbins’ self-help material, but without all the hype it’s easier to digest. David Siegfried

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Fast Company Combines the gritty tough-mindedness of the best coaches with the gentle but insistent inspiration of the most effective spiritual advisers.
Stephen R. Covey, author of The 7 Habits of Highly Effective People A remarkable application of the athletic metaphor to high-performing people and organizations.

About the Author
Dr. Jim Loehr is Chairman, CEO, and Co-founder of the Human Performance Institute, a training company that has successfully utilized energy management technology to improve the productivity and engagement levels of elite performers from the world of business, sport, medicine, and law enforcement for over 30 years. A world-renowned performance psychologist, Dr. Loehr is the author of thirteen books including the national bestseller The Power of Full Engagement.
Dr. Loehr appeared on The Oprah Winfrey Show where an entire program was devoted to his ground-breaking Energy Management training system and concepts. He has also appeared on NBC’s Today Show, ABC’s Nightline with Ted Koppel, The CBS Evening News with Dan Rather and CBS Morning News. Dr. Loehr’s work has been chronicled in leading national publications including the Harvard Business Review, Fortune, Newsweek, Time, US News and World Report, Success, Fast Company and Omni.
Dr. Loehr has worked with hundreds of world-class performers from the arenas of sport, business, medicine and law enforcement including Fortune 100 executives, FBI, Hostage Rescue Teams and Army Special Forces. His elite clients from the world of sport include: golfer Mark O’Meara; tennis players, Jim Courier, Monica Seles, and Arantxa Sanchez-Vicario; boxer Ray Mancini; hockey players Eric Lindros and Mike Richter; and Olympic gold medal speed skater Dan Jansen.
Dr. Loehr possesses a masters and doctorate in psychology, serves on several prestigious scientific boards and is a full member of the American Psychological Association, the American College of Sports Medicine, the National Strength and Conditioning Association, and the Association for the Advancement of Applied Sport Psychology.
Tony Schwartz is the founder and president of The Energy Project, a consulting group that works with a number of Fortune 500 companies, including American Express, Credit Suisse, Ford, General Motors, Gillette, Master Card, and Sony.  He was a reporter for the New York Times, an associate editor at Newsweek, and a staff writer for New York Magazine and Esquire and a columnist for Fast Company.  He co-authored the #1 worldwide bestseller The Art of the Deal with Donald Trump, and after that wrote What Really Matters.  He co-authored the #1 New York Times bestseller The Power of Full Engagement with Jim Loehr.


Excerpt. © Reprinted by permission. All rights reserved.
Chapter One
Fully Engaged:
Energy, Not Time,
Is Our Most Precious Resource
We live in digital time. Our rhythms are rushed, rapid fire and relentless, our days carved up into bits and bytes. We celebrate breadth rather than depth, quick reaction more than considered reflection. We skim across the surface, alighting for brief moments at dozens of destinations but rarely remaining for long at any one. We race through our lives without pausing to consider who we really want to be or where we really want to go. We’re wired up but we’re melting down.
Most of us are just trying to do the best that we can. When demand exceeds our capacity, we begin to make expedient choices that get us through our days and nights, but take a toll over time. We survive on too little sleep, wolf down fast foods on the run, fuel up with coffee and cool down with alcohol and sleeping pills. Faced with relentless demands at work, we become short-tempered and easily distracted. We return home from long days at work feeling exhausted and often experience our families not as a source of joy and renewal, but as one more demand in an already overburdened life.
We walk around with day planners and to-do lists, Palm Pilots and BlackBerries, instant pagers and pop-up reminders on our computers — all designed to help us manage our time better. We take pride in our ability to multitask, and we wear our willingness to put in long hours as a badge of honor. The term 24/7 describes a world in which work never ends. We use words like obsessed, crazed and overwhelmed not to describe insanity, but instead to characterize our everyday lives. Feeling forever starved for time, we assume that we have no choice but to cram as much as possible into every day. But managing time efficiently is no guarantee that we will bring sufficient energy to whatever it is we are doing.
Consider these scenarios:
• You attend a four-hour meeting in which not a single second is wasted — but during the final two hours your energy level drops off precipitously and you struggle to stay focused.
• You race through a meticulously scheduled twelve-hour day but by midday your energy has turned negative — impatient, edgy and irritable.
• You set aside time to be with your children when you get home at the end of the day, but you are so distracted by thoughts about work that you never really give them your full attention.
• You remember your spouse’s birthday — your computer alerts you and so does your Palm Pilot — but by the evening, you are too tired to go out and celebrate.
Energy, not time,
is the fundamental currency
of high performance.
This insight has revolutionized our thinking about what drives enduring high performance. It has also prompted dramatic transformations in the way our clients manage their lives, personally and professionally. Everything they do — from interacting with colleagues and making important decisions to spending time with their families — requires energy. Obvious as this seems, we often fail to take into account the importance of energy at work and in our personal lives. Without the right quantity, quality, focus and force of energy, we are compromised in any activity we undertake.
Every one of our thoughts, emotions and behaviors has an energy consequence, for better or for worse. The ultimate measure of our lives is not how much time we spend on the planet, but rather how much energy we invest in the time that we have. The premise of this book — and of the training we do each year with thousands of clients — is simple enough:
Performance, health and happiness
are grounded in the
skillful management of energy.
There are undeniably bad bosses, toxic work environments, difficult relationships and real life crises. Nonetheless, we have far more control over our energy than we ordinarily realize. The number of hours in a day is fixed, but the quantity and quality of energy available to us is not. It is our most precious resource. The more we take responsibility for the energy we bring to the world, the more empowered and productive we become. The more we blame others or external circumstances, the more negative and compromised our energy is likely to be.
If you could wake up tomorrow with significantly more positive, focused energy to invest at work and with your family, how significantly would that change your life for the better? As a leader and a manager, how valuable would it be to bring more positive energy and passion to the workplace? If those you lead could call on more positive energy, how would it affect their relationships with one another, and the quality of service that they deliver to customers and clients?
Leaders are the stewards of organizational energy — in companies, organizations and even in families. They inspire or demoralize others first by how effectively they manage their own energy and next by how well they mobilize, focus, invest and renew the collective energy of those they lead. The skillful management of energy, individually and organizationally, makes possible something that we call full engagement.
To be fully engaged, we must be physically energized, emotionally connected, mentally focused and spiritually aligned with a purpose beyond our immediate self-interest. Full engagement begins with feeling eager to get to work in the morning, equally happy to return home in the evening and capable of setting clear boundaries between the two. It means being able to immerse yourself in the mission you are on, whether that is grappling with a creative challenge at work, managing a group of people on a project, spending time with loved ones or simply having fun. Full engagement implies a fundamental shift in the way we live our lives.
Less than 30 percent of American workers are fully engaged at work, according to data collected by the Gallup Organization in early 2001. Some 55 percent are “not engaged.” Another 19 percent are “actively disengaged,” meaning not just that they are unhappy at work, but that they regularly share those feelings with colleagues. The costs of a disengaged workforce run into the trillions of dollars. Worse yet, the longer employees stay with organizations, the less engaged they become. Gallup found that after six months on the job, only 38 percent of employees remain engaged. After three years, the figure drops to 22 percent. Think about your own life. How fully engaged are you at work? What about your colleagues or the people who work for you?
During the past decade, we have grown increasingly disturbed by the myriad ways in which our clients squander and misuse their energy. These include everything from poor eating habits and failure to seek regular recovery and renewal to negativity and poor focus. The lessons we seek to impart in this book have proved to be profoundly useful in managing our own lives and in leading our own organization. When we follow the energy management principles and the change process that we share on these pages, we find that we are far more effective, both personally and professionally, in our own actions and in our relationships. When we fall short, we see the costs immediately, in our performance and in our impact on others. The same is true of tens of thousands of clients with whom we have worked. Learning to manage energy more efficiently and intelligently has a unique transformative power, both individually and organizationally.
A Living Laboratory
We first learned about the importance of energy in the living laboratory of professional sports. For thirty years, our organization has worked with world-class athletes, defining precisely what it takes to perform consistently at the highest levels under intense competitive pressures. Our initial clients were tennis players. Over eighty of the world’s best players have been through our laboratory, among them Pete Sampras, Jim Courier, Arantxa Sanchez-Vicario, Tom and Tim Gullikson, Sergi Bruguera, Gabriela Sabatini and Monica Seles.
These players typically came to us when they were struggling, and our interventions have often produced dramatic turnarounds. After we worked with them, Sanchez-Vicario won the U.S. Open for the first time and became the top-ranked player in the world in both singles and doubles, and Sabatini won her first and only U.S. Open title. Bruguera went from number 79 in the world to the top ten and won two French Open titles. We went on to train a broad range of professional athletes, among them golfers Mark O’Meara and Ernie Els; hockey players Eric Lindros a…
From AudioFile
Using their impressive work with athletes and corporate executives, Loehr and Schwartz lay out the new rules for getting exceptional results in any performance context. Instead of managing time, manage energy between performance sessions to maximize emotional recovery for the next time you push your personal limits. Don’t rely on discipline alone; it takes too much effort to micromanage at every moment. What’s needed are routines–effective and even rigid practices that optimize recovery between performance sessions. Narrated by the authors with understated passion for their ideas, this is one of the most important performance audios of the past 10 years. T.W. © AudioFile 2003, Portland, Maine– Copyright © AudioFile, Portland, Maine

The way things work in Llewellyn’s world: What the Inca’s taught me about Sustainable Pace.

— reprinted below, please click the link above to attribute to author.


The way things work in Llewellyn’s world

Thursday, July 24, 2008

What the Inca’s taught me about Sustainable Pace.
I spent the last 2 weeks in Peru, during which I hiked the Inca trail to Machu Picchu. 26 miles of very steep up and down hiking between 10,000 and 14,000 feet: where the air has much less oxygen. Many of you who know me, might have guessed that I’m not quite ready for such activity…
The 2nd day we went straight up 4,000 feet, and by mid-day I was exhausted and found it very hard to breath. I wanted to continue, of course, so slept though lunch, drank a lot of electrolytes (not Gatorade, this stuff tasted awful) , took carbo-gel, everything they recommended. Still when we took off for the afternoon, I could barely go 40 feet without having to sit-down. Finally, the porters tried to lift me, but even that was too much. I asked for oxygen, but was told that every time they gave it people did better, then got worse. Finally my girlfriend and I decided to have me evacuated out.
However, as we looked around to tell the guides, they were 50 feet ahead, in their own conversation. Christina, my girlfriend, then had this suggestion, “try taking 4 steps, then stopping and catching your breath.” I tried it, four (small) steps then two breaths. It came to about a meter at a time, but I didn’t have to sit-down. When we reached our guides, they had the oxygen out, but we refused it, saying “this is working, let’s try it out”. I continued, without sitting down, like this for about 3 miles. Later, as it got steeper steps, I reduced my rate to 2 steps, then 2 breaths. Then remainder of the trip I used this method as we continued up and down between the mountain passes. Constantly monitoring my breathing, and varying my steps from as little as 2 steps, to as many as 20. My metrics became clear, If I had enough breath to talk, I was going too slow. If I couldn’t breathe through my nose (in other words, if I needed to breathe through my mouth) I was going too fast.
And in the end of the 4 days, I arrived at Machu Picchu, and the end of the line, but with the whole group.
Now, hiking 26 miles, 4 steps at a time gives you a lot of time to think, and I got to wondering about sustainable pace and agile programming. We give some lip service to sustainable pace, but mainly we define it as a 40 hour work week. Normal development methods end up in such trouble that they don’t normally come close to sustainable pace.
Also, on the trail, I knew exactly how much progress I was making. I knew if I was going forward. I could say, “look, I’m 3 feet closer to Machu Picchu than I was 30 seconds ago.” But most projects don’t have sufficient tests to realize if they are moving forward, backwards or in circles.
So I wanted to start a discussion about refining sustainable pace for agile programming. There are (I think) 3 areas of this discussion
1) Metrics of sustainable pace for the team and for individuals
2) Techniques for going faster, yet staying sustainable (like my hiking sticks)
3) Metrics for judging progress and speed of the pace
For now, I’d like to focus only on the 1st question, what metrics do you use to tell if you are going too slow, or going too fast?

Llewellyn Falco at 9:28 AM


1 comment:
    thehackerchickblog.comJuly 5, 2009 at 12:38 PM
    wow, congrats on making it the whole way! Sorry I found this post so late, sounds like an interesting discussion.
    I feel like time boxing ourselves into short sprints with a given velocity as our goal works pretty well as a metric for for determining if we’re going to fast or too slow (and particularly seeing if we can sustain that over time).
    But I think a maybe more interesting point you bring up here deals with the importance of recovery to going the long haul – to keeping up that sustainable pace.
    Have you ever read The Power Of Full Engagement? Has some very interesting ideas about how it’s more important to manage our energy (which includes the counter-productive feeling activity of recovery) then it is to manage our time (which if we’re at 100% efficiency going 100% all the time we’ll just burn out very quickly and so not get as much done over the long run).
    Okay, in writing that I’m realizing how close that is to what lean says. Neat concept though 🙂