"Hmm," said a small voice in his ear. "Difficult. Very difficult. Plenty of courage, I see. Not a bad mind either. There's talent, my goodness, yes - and a nice thirst to prove yourself, now that's interesting.... So where shall I put you?" Harry gripped the edges of the stool and thought, not Slytherin, not Slytherin. "Not Slytherin, eh?" said the small voice. "Are you sure? You could be great, you know, it's all here in your head, and Slytherin will help you on the way to g
https://www.forbes.com/sites/forbescoachescouncil/2018/08/27/dont-let-fear-be-a-reason-for-failure/#20e948ef1986 Here is the full article: According to data from the Bureau of Labor Statistics, only 50% of small businesses are likely to survive their fifth year. If you do a search, you'll find many valid reasons as to why companies fail, such as not enough funding, bad timing, bad partners, bad hires, etc. But for the most part, all of these reasons can be mitigated upfront.
I'm a Judger, a.k.a a freakishly neat, compulsively organized, stressed out, OCD bore. Ditto my ENTJ husband. So will someone please explain how we managed to produce an INTP teenager, emphasis on the "P"? I get that teenagers can be irresponsible, unpredictable, moody, absent-minded, deeply protective of their personal space and relaxed about personal hygiene. But there's a big difference between dealing with the usual adolescent weirdness and dealing with the kind of adoles
The transition to management requires a transformation of thought. The transition from individual contributor to manager is not an easy one. In many cases, the skills that got you the promotion will not be the same ones that make you effective as a manager. Luckily, we have organizations like Google that have spent years researching this transition, to help us demystify the secrets to new managers' success. Using Project Oxygen, an internal study that analyzed more than 10,00
Over the years, Google has embarked on countless quests, collected endless amounts of data, and spent millions trying to better understand its people. One of the company's most interesting initiatives, Project Aristotle, gathered several of Google's best and brightest to help the organization codify the secrets to team effectiveness. Specifically, Google wanted to know why some teams excelled while others fell behind. Before this study, like many other organizations, Google e