The basic income is very close to the idea Thomas Paine put forward in the 1790s. (Paine’s proposal, by the way, is on the website of the U.S. Social Security Administration). That proposal is something that I and many others think is really interesting, which is that everyone, on reaching the age of 18 or so, should receive a capital payment. It would be like a negative capital tax. That idea was also proposed years ago in America by Bruce Ackerman, a professor of law at Yale.
A capital payment, or capital grant, would contribute to solving the problem of the intergenerational distribution of income, which is something I stress in the book. That is a serious problem, which I found, for example, in discussions with Korean journalists and economists. They are very worried about generational divide — concerned that the older people have benefitted from growth and the younger people are struggling to find jobs and so on. Some of the measures I propose are designed to take money away from my generation and give it to younger generations. The capital grant certainly would do that.
(Accenture) will disband rankings and the once-a-year evaluation process starting in fiscal year 2016, which for Accenture begins this September. It will implement a more fluid system, in which employees receive timely feedback from their managers on an ongoing basis following assignments.
Accenture is joining a small but prominent list of major corporations that have had enough with the forced rankings, the time-consuming paperwork and the frustration engendered among managers and employees alike.”
It is now safe to go into the water.
“I imagine this happens a lot, managers with a day full of high-leverage activities don’t get around to the less-important reminder type messages until later at night. They send an email so they don’t forget, and subordinates scramble to respond. Employees burn energy that should be recharging for the next day. Then they give themselves a big dose of self-fulfillment for doing something that — in reality — does’t help the company.This is totally the opposite of how work used to happen. Before email, if the boss contacted you after-hours it was most definitely a high-priority. It was probably even an emergency. They maybe even had to dig through your HR file to find your home phone number. There was a lot of friction involved in contacting people after hours. And that friction filtered out the low-priority messages.That friction no longer exists. Low-hanging fruit is just a forward button away from zapping into your inbox at 11 p.m., killing your down time and causing nervous sweats.”
As leaders, we need to recognize the ubiquity of communications channels, and resist the temptation to use them off hours unless they’re absolutely critical. If the building is burning down, by all means call the people you need to call. If it’s not important enough for that call, then don’t send an email. Queue it up if you must, but don’t send it until the morning.
“Holacracy, itself, is too complex, dogmatic and rigid,” says Bud Caddell, a well-known US management consultant. “It feels like playing a game of Management Dungeons and Dragons. Everything you already understand about working in teams is reinvented with confusing language (such as circles, tensions and IDM) and a confusing process. Teams should operate in ways that feel natural for their culture.”
I recently moved from Boise, Idaho in the western U.S., to Bangkok, Thailand. (Of all the well-worn paths used by traders and immigrants throughout history, this was not one.) I’ve been to Thailand several times before as much of my wife’s family lives here, but this time things are very different. Instead of a time-bound vacation filled sightseeing and amazing meals, I’m engaging in an open-ended adventure seeking to help businesses cut their impacts on the planet. (Okay. If I’m being honest, the meals are still amazing.)
When I landed in Bangkok a few weeks ago, I needed to find a few friendly faces in the crowd of close to ten million people. I started looking for opportunities to connect with “my people” and I found a workshop, “Partnering for Sustainability,” that was bringing together people from NGOs, academia, and the business sector to wrestle with the region’s issues. The only problem, the event was two days away, and the registration deadline had passed over a week before. I frantically emailed the workshop contact and essentially begged for permission to attend. Continue reading The L2C Interview: Anthony Watanabe of Asia Clean Innovations (ACI) on ASEAN Cleantech
If changing the world for the better was easy, we’d all be doing it. But it isn’t. It’s incredibly hard. But thinking that you can make a difference is audacious. It takes a sort of beneficent arrogance to set out to push humanity in a positive direction. To believe you will succeed is madness, but to believe otherwise is to surrender. I think of giving up as a form of death, so I’ll gladly side with the crazy ones who are trying to make things better.
The world needs change as we’re headed toward multiple planetary boundaries, so someone needs to take the wheel and point us in a better direction.
I was invited to an intriguing event last Friday where I learned about the plans for something audacious. Something crazy.
I’m doing a Q&A session on 6/27, with Simon Terry as my host, as part of the Rebel Jam 2015. I’ve included links to my slides, as well as a couple of related posts on the idea of radical intrapreneurship. I hope to see you there.