Kombis 2006

Wednesday, June 21, 2006

10 Tips for College Students
May 8th, 2006 by Steve Pavlina

After writing the time management article “Do It Now,” which was based on my experience of graduating college in three semesters with two degrees, I received many follow-up questions from students asking for more advice. Here are 10 tips to help you create a productive and memorable college experience… and most of all, to deeply enjoy this time in your life.

1. Answer the question, “Why am I going to college?”
Many college students really don’t have a clear reason for being there other than the fact that they don’t know what else to do yet. They inherit goals from family and peers which aren’t truly their own. That was how I started college. Is this you as well?
As I’ve stated previously on this blog, the three-semester deal wasn’t my first time at college. I had previously gone to college when I wasn’t in the right frame of mind to be there. In high school I was a straight-A honors student, President of the math club, and captain of the Academic Decathlon team. That momentum carried me forward, and without really ever deciding if it was what I wanted, I found myself with four more years of school ahead of me. It seemed like a good idea at the time, but my heart just wasn’t in it. Consequently, I sabotaged myself in a big way. I blew off my classes and got an education in parties and alcohol. Apparently some administrator was biased against students whose GPA starts with a decimal point, so I was soon expelled.

That experience sent me into a bit of a tailspin. I was in a funk for about six months, mostly just playing video games. Finally in an attempt to re-ground myself, I got a retail sales job and tried to stay under the radar while taking some time to “find myself.” That was the time I began developing an interest in personal development, and boy did it pay off. A year later I was ready to go back to college, and I started over as a freshman. But this time I knew why I was there. I wanted to be a programmer, and I wanted to earn my Computer Science degree (I later added the Math degree). But it was more than that. I knew I was capable of a lot more, and I wanted to push myself. I wanted to create the richest experience I could. For me that meant a really dense schedule.

Your goals for college will likely be different than mine. What are they? Why are you there? If you don’t know — and I mean really know it in your gut — then you have no focal point for your experience. You may as well not even be there. What is it about your experience that resonates as true for you? What are you there to learn? What do you want to experience?

2. Imagine your ideal college experience.

Once you know why you’re going to college, imagine your ideal outcome. Let it flow outward from the reason you’re there. Whether you’ve already started college or not, stop and simply write down some attributes of your ideal experience. Describe it in as much detail as you can.
Before I returned to school, I spent hours visualizing the kind of experience I wanted to have. I saw myself being challenged but managing it easily and without stress. I saw myself making new friends. I saw myself having a really great time. Most of all I imagined a very balanced experience — a blend of academics, activities, socialization, and fun. The keyword I used was “richness.”

This was a really important step. I didn’t understand the mechanism at the time, but I was pre-programming myself to succeed. Whenever I encountered obstacles, my ideal vision was so much more compelling that I was always able to find a way to get what I wanted. I became a co-creator of my experience instead of a passive victim of it.

Visualization allows you to make mistakes in advance. If you can’t get a clear visualization, your experience is likely to be just as fuzzy. Debug your visualization until it inspires you.
Real life will of course turn out differently than you visualize. The point of visualization isn’t to predict the future or to restrict your freedom to decide later. The point is to give you more clarity for making decisions right now. Your ideal scene serves as a map that can guide you through the quagmire of options.

3. Take at least one extra class each semester.
Students are taught that 12-15 semester units (3-5 classes) is a “full” schedule. But a schedule that light is hardly full. A person with a full-time job will put in a good 40+ hours per week, and students enjoy every possible vacation day plus spring break, winter break, and summer vacation. If you want to spend four or more years in college, add more degrees or get a job on the side. Don’t feel you have to go at a snail’s pace just because everyone else does.
Now you might be thinking that 12-15 units are supposed to equate to a 40-hour week with all the outside homework and studying, but that’s only going to happen if you do things very inefficiently (which sadly is what most people do). If you follow some of the time-saving tips later in this article, then 15 units should only require a few additional hours outside of class to complete assignments. Obviously I couldn’t have taken 31-39 units per semester if it meant doing double those hours in outside homework. I didn’t succeed by overworking myself.
If you’re an above average student, you can certainly handle an above average schedule. Sometimes we don’t know what we can handle until we push ourselves a little. If you think you can handle 15 units, take 18 or 21. You can easily shave a year off your schedule. Or you may be able to add a minor or a double major.

What about prerequisites? For the most part I simply ignored them, and fortunately at my school they weren’t enforced too well. I found that most of the time a prerequisite is listed, it’s geared towards below average students. Don’t let pointless bureaucracy slow you down if you want to graduate sooner. There’s always a way around it — it’s usually just a matter of getting some random form signed by someone who’s too bored to care either way. A smile and a compliment go a long way.

By the law of forced efficiency, if you put more things on your plate, you’ll find a way to get them done with the time you have available. So if you don’t challenge yourself a little, that extra time will slip through your fingers.

I think the real benefit to a dense schedule isn’t that you’ll graduate sooner. The real benefit is that you’ll enjoy a richer experience. Taking five classes instead of four means more learning, more achievement, and more friends. And what employer wouldn’t be attracted to a student who graduated more quickly than his/her peers? This sort of thing sure looks great on a resume.

4. Set clear goals for each class.

Decide what you want out of each specific class. Is this a subject you’re eager to learn? Do you want to target this teacher for a letter of recommendation? Is this a required class you must take but which doesn’t otherwise interest you?
My goals for each class determined how often I would show up, whether I’d sit in the front or the back, how actively I’d participate, and what kind of relationship I’d seek to establish with the teacher.

For some classes I wanted to master the material. For others I just wanted an A grade. And for others I wanted to set myself up for glowing letters of recommendations from enthusiastic teachers whose native language was English (so the letters would be highly readable and positive).

My mom has been a college math professor for decades. At home she’d comment about students she barely knew who’d ask her for letters of recommendation. Many times she had to turn them down because she just didn’t have anything positive to say in the letter. On the other hand, she was happy to support those students who put in a serious effort. Most teachers want to help you, but you have to let them see your strengths. Even if you don’t get an A in a particular class, you can still give a teacher plenty of material for a great letter of recommendation if you participate actively and show respect toward the teacher.

This is not about manipulating your professors into lying on your behalf. The simple truth is that the quality of a letter of recommendation ultimately comes down to how much a teacher respects you. Don’t put yourself in the desperate situation of having to request a letter of recommendation from a teacher who doesn’t even remember you — or worse, one who thinks poorly of you. Set yourself up for success in advance.

One of my professors learned about my packed academic schedule and expressed interest in
learning how I was managing it. We had a very nice conversation about time management techniques. I had several programming classes with this professor and aced them all. I happened to think he was an excellent teacher, I had great respect for him, and I quite enjoyed his classes. When it came time to ask him for a letter of recommendation, he wrote one of the most glowing letters imaginable (”best student I’ve encountered in my career,” etc.).
On the other hand, I had certain teachers who were downright lousy. I ditched their classes often and learned the material from the textbook. Obviously I didn’t seek out their assistance down the road.

Sometimes you’ll achieve your goals; sometimes you won’t. Even if you do your best, you may still fall short. You may encounter teachers that are unfair, lazy, sexist, racist, or otherwise incompetent. My wife had an overtly sexist professor who would never give a female student a grade higher than a B, no matter how well she did. He would say things like, “If you’re a male, you’ll have to work hard in this class. If you’re a female, just come by my office after hours.” Eventually sexual harrassment charges were filed against him. You’ll have to pick your battles. Some are worth fighting; others are best ignored. Having clear goals will help you decide which is which.

5. Triage ruthlessly.
You don’t need to put an equal amount of effort into every class. Inject extra effort when it’s important to you, but feel free to back off a little from classes that are a low priority based on your specific goals. For me this was an important way to conserve energy. I couldn’t play full out in every class, or I’d burn out, so I invested my energy where it mattered most.
In every student’s schedule, some classes are critical while others are almost trivial. In a typical week, I’d usually ditch around 40% of my classes because I just didn’t need to be there. For some classes attendance was necessary, but for others it didn’t make much difference. I could simply get the notes from another student if needed, or I could learn the material from the textbook. If it wasn’t necessary for me to attend a particular class (based on my goals for that class), I usually ditched it. That saved me a lot of time and kept me from having to sit in class all day long. Sometimes I’d just grab some food with friends to give myself an extra break.
I would also triage individual assignments. If I felt an assignment was lame, pointless, or unnecessarily tedious, and if it wouldn’t have too negative an impact on my grade, I would actually decline to do it. One time I was assigned a tedious paper that represented 10% of my grade. I really didn’t want to do it, and it required a lot more hours than I felt it was worth. I was headed for an A in the class, and if I didn’t do this assignment, I’d drop to an A-. So I respectfully told the professor I was declining the assignment and that I thought it was a fair trade to receive an A- in order to reinvest those hours elsewhere. He already knew me and understood my reasons. He gave me an A-, and I was fine with that. It was indeed a fair trade. In fact, looking back I wish I’d done this sort of thing more often.

Sometimes teachers get a little too homework happy and dole out assignments that really don’t justify the effort. You’re in charge of your academic experience though, not your teachers. Don’t feel you must do every assignment just because the teacher feels it’s a good idea. You be the judge in accordance with your own reasons for being there. Just be sure to consider the consequences of your decision.

By stealing time from low priority assignments, I was able to invest more time in the real gems. Some creative assignments taught me a great deal. I usually hated group projects with a passion, but there was one particular group project where the team really gelled. I enjoyed it tremendously and learned a lot from it.

A cool triage technique I used was timeboxing. I would decide how much time an assignment warranted, and then I’d do the best job I could within the allotted time. So if I had to write a 10-page research page on European history, I might devote 8 hours to it total. I’d slice up the 8 hours into topic selection, planning, library research, outlining, writing, and editing, and then I’d do my best to stay within those times. This was a great way to keep me from overengineering an assignment that didn’t need it.

In a way this was my own method of academic load balancing. Some of your assignments will be unbalanced in the sense that they seem to require an unreasonable amount of effort compared to how much of your grade they represent or how much you expect to benefit from completing them. Sometimes I would decide that the effort to write an A-paper just wasn’t warranted. Maybe I’d estimate it would take me 20 hours to do an A job but only 10 hours to do a B job. And if the assignment was only 10% of my grade, perhaps I could accept a B there. I often thought in this Machiavellian fashion back then, and often to my surprise I found that my B-quality papers would come back with As anyway.

6. Get an early start to each day.
I’ve written previously about the benefits of becoming an early riser. I wasn’t getting up at 5am when I was in college, but I’d usually get up around 6-7am. I found that getting an early start each day helped me get a lot more done, not just in the morning but throughout the day. I began each day with a 25-minute run followed by a shower and breakfast. This simple morning routine got me out the door feeling alert and energized.
I’d be lying if I said I got up early because I wanted to. It was really out of necessity. I had many morning classes, including 7:30am classes one semester. But I’m glad I did that because if I didn’t have those morning classes, I just would have slept more than I needed to. Even if you hate morning classes, you may find as I did that you’re a lot more productive if you schedule them anyway.

7. Reclaim wasted time during your classes.
Let’s face it. Not every class is going to require your utmost concentration. Sometimes teachers babble. Sometimes they reiterate what you already know. What percentage of class time requires your complete, focused attention? For some classes it’s 90%. For others it’s 20%. If you aren’t actively learning during class, you’re wasting time. If a class is really challenging, sit in the front and soak up every word. But if a class isn’t challenging you, then sit in the back, do homework for other classes, and pop your head up every once in a while to see if there’s anything worth jotting down. Always have a book open, so when your hippie professor goes off on yet another nostalgia trip about the 60s, you’ll have something productive to do.
This was a surprisingly great cure for boredom. If the professor was droning on and putting everyone to sleep, I’d be working on programming assignments. I used to write them out on paper and then go to the computer lab between classes and type them up. That way I didn’t have to spend much time outside class in the lab, sometimes just 10-15 minutes if my program worked the first time.

You’ll be amazed at how much time you can free up using this method. I was able to complete the bulk of my assignments in class (but usually not in the classes in which the tasks were assigned). If you’re in school right now, I challenge you to see how much extra homework you can complete during your normal class time today. Then estimate how many hours you’ll save every week from this practice. It really adds up.

You can’t concentrate at peak efficiency continuously, so be sure to take breaks. When you need
a break though, take a real break. I used to meditate or nap on the grass between classes in order to recharge myself. I’d use my wristwatch alarm to signal when it was time to get up and go again. Those breaks were very restorative, and I could go to the next class and work full out once again. I never worked flat out all day long. I worked in waves between total concentration
and total relaxation, cycling many times per day.

8. Learn material the very first time it’s presented.
One of the biggest time wasters in school is having to relearn something you didn’t learn properly the first time. When students say they’re studying, most of the time they’re making up for a previous failure to learn the material.
In software development it’s well known that bugs should be fixed as soon as possible after they’re introduced. Waiting to fix a bug near the end of a project can take 50x as much effort as it would take to fix the bug the first time it was noticed. Failing to learn what you’re supposedly taught each day is a serious bug. Don’t try to pile new material on top of an unstable foundation, since it will take even more time to rebuild it later.

If you don’t understand something you were taught in class today, treat it as a bug that must be fixed ASAP. Do not put it off. Do not pile new material on top of it. If you don’t understand a word, a concept, or a lesson, then drop everything and do whatever it takes to learn it before you continue on. Ask questions in class, get a fellow student to explain it to you, read and re-read the textbook, and/or visit the professor during office hours, but learn it no matter what.
I was normally an ace in math, perhaps because my mother is a college math professor who was taking calculus classes while I was in the womb. Plus my father was an aerospace engineer, so I’ve certainly got the genes for it. But there were a couple topics I found incomprehensible when they were first introduced: eigenvalues and eigenvectors. I’m a highly visual learner, which is normally a strength academically, but I found these abstract concepts difficult to visualize. Many of my classmates found them confusing too. I invested the extra effort required to grasp these concepts and earned an A in the class because I treated my confusion as a bug that had to be fixed immediately. Those students who allowed their confusion to linger found themselves becoming more and more lost as the course progressed, and cramming at the end couldn’t bestow complete comprehension. Just like programming bugs, confusion multiplies if left untreated, so stamp it out as early as possible. If you’re confused about anything you’re being taught, you’ve got a bug that needs fixing. Don’t move on until you can honestly say to yourself, “Yes, I understand that… what’s next?”

Ideally there should be no need to study outside of class, at least in the sense of relearning material you didn’t learn the first time. You can review old material to refresh your memory, but you shouldn’t have to devote a minute of your time to learning something that was taught a month or two earlier.

During finals I was probably the least-stressed student of all. I didn’t have to study because by the time the final exam came up, in my mind the course was already over. The test was just a formality. While everyone else was cramming, I’d be at the arcade playing video games. I’d already learned the material and completed all the assignments (at least the ones I was going to complete). At most I’d just spend some time reviewing my notes to refresh the material the night before the test. Isn’t this how academic learning is supposed to work? Otherwise what’s the point of showing up to class for an entire semester?

During each semester ask yourself this question: Am I ready to be tested right now on everything that has been taught up to this point? If your answer is ever “no,” then you know you’re falling behind, and you need to catch up immediately. Ideally you should be able to answer “yes” to this question at least once a week for every subject.
Falling behind even a little is an enormous stressor and time waster. First, you have to go back and re-learn the old material when the rest of the class has already moved on. Secondly, you may not learn the new material as well if it builds on the old material because you lack a solid foundation, so you just end up falling further and further behind. Then when you come to the end of the semester, you end up having to re-learn everything you were supposed to learn. But because you cram at the last minute, after finals you forget everything anyway. What’s the point of that silliness? It’s like overspending on a credit card that charges you 25% interest.

Eventually you’ll have to pay up, and it will cost you a lot more time in the long run.
Put in the effort to learn your material well enough to get As in all your classes. It will pay off. Much of the material you learn will build on earlier material. If you get As in your freshman courses, you’ll be well prepared to pile on new material in your sophomore year. But if you get Cs that first year, you’re already going into your second year with an unstable foundation, making it that much harder to bring your grades up and really master the material. Make straight As your goal every semester. In the long run, it’s much easier. I found that C students tended to work a lot harder than I did, especially in their junior and senior years, because they were always playing catch up. Despite my packed schedule, it wasn’t stressful for me because I kept on top of every subject. Consequently, I had plenty of time for fun while other students experienced lots of stress because they constantly felt unprepared.

9. Master advanced memory techniques.
One of the keys to learning material the first time it’s taught is to train yourself in advanced memory techniques. I used them often in classes that required rote memorization of certain facts, including names, dates, and mathematical formulas. If a teacher wrote something on the board that had to be memorized verbatim for an upcoming exam, I’d memorize it then and there. Then I wouldn’t have to go back and study it later.
I’m sure you’ve encountered simple mnemonic techniques such as using the phrase “Every good boy does fine” to memorize the musical notes E, G, B, D, and F. Those kinds of tricks work well in certain situations, but they’re so grammar school. There are far more efficient visual techniques. The two I relied on most in school were chaining and pegging.
It’s beyond the scope of this article to explain these techniques in detail, but you can simply visit this site to learn all about them. Or you can pick up a book on memory improvement, such as The Memory Book by Harry Lorayne. I recommend learning from a book because then you’ll build a solid foundation step by step.

These techniques will allow you to memorize information very rapidly. For example, with pegging I could usually memorize a list of 20 items in about 90 seconds with perfect recall even weeks later. Experts at this are faster. Anyone can do it — it’s just a matter of training yourself.

I still use these techniques today. Chaining allows me to memorize my speeches visually. When I give a speech, my imagination runs through the visual movie I’ve created while I select words on the fly to fit the images. It’s like narrating a movie. My speech isn’t memorized word for word, so it sounds natural and spontaneous and can be adapted on the fly to fit the situation. Memorizing visually is much faster and more robust than trying to memorize words. If you memorize a speech word for word and forget a line, it can really throw you off. But with a series of images, it’s easier to jump ahead to the next frame if make a mistake. Our brains are better suited to visualize memorization than phonetic memorization.

I don’t recommend memorizing by repetition because it’s way too slow. Pegging and chaining do not require repetition — they allow you to imbed strong memories on a single pass, usually in seconds. The downside is that pegging and chaining require a lot of up-front practice to master, but once you learn them, these are valuable skills you’ll have for life. I also found that learning these techniques seemed to improve my memory as a whole, even when I’m not actively trying to memorize. I think this practice trained my subconscious to store and recall information more effectively.

It’s a shame these techniques aren’t normally taught in school. They would save students an enormous amount of time. Do yourself a favor and learn them while you’re young. They have a lot of practical applications, including remembering people’s names.

10. Have some serious fun!
Challenge yourself academically, but give yourself plenty of time for fun as well. Don’t squander your leisure time hanging around doing nothing. Go out and do something active that will blow off steam and increase your energy.
One of my favorite college leisure activities was frisbee golf (also called disc golf). I used to play for hours at night with a couple friends, sometimes until my fingers became blistered… or until campus security gave us the boot for hitting one too many non-player students.
While playing frisbee golf, we would often have to scavenge through bushes, wade through fountains, and climb over various hazards trying to recover errant frisbees. It was always lots of fun, and we’d often “play through” these obstacles. Several hours of frisbee golf served as a delightful reward at the end of a challenging week. I still remember an incredible “hole in one” shot I made from a second-story balcony to hit a light post at the edge of the soccer field.
My biggest regret about college is that I didn’t have a girlfriend during that time. If I had it to do all over again, I probably would have added an extra semester to make time for that someone special. I had the opportunity, but I had to pass it up because my schedule was already packed. Girlfriends can be a lot of fun, but most aren’t very efficient.
This article’s advice centers on making your college experience as rich and memorable as possible. Get your school work done quickly and efficiently, so you have plenty of time for the variety of activities college can offer. Join clubs. Play frisbee golf. Get a boyfriend or girlfriend. The worst thing you can do is spend your time falling behind academically due to poor habits, feeling stressed and unprepared all the time, and then playing catch up. Squeeze as much juice out of college as you can, and let it serve as a springboard to a lifetime of fulfillment.
People often assume my aggressive schedule must have been stressful and exhausting, but the irony is that it was just the opposite. I seemed to have an easier, more enjoyable experience than my peers. Students with lighter schedules slacked off and fell behind because they convinced themselves they could make up for it later. But I couldn’t afford to do that because it would have been impossible for me to catch up on a dozen different classes… and way too stressful to even think about it. If I fell even a week behind, I’d be in serious trouble. So I was compelled to develop good habits that kept me perpetually relaxed, focused, and energized. Many of the habits discussed above were simply the result of setting the goal to graduate in three semesters. That goal dictated the process. I’m very grateful for the experience because it showed me just how much more effective we can be when we push ourselves beyond our comfort zones. It taught me to keep setting goals beyond what I feel certain I can accomplish. Many times what we assume to be impossible just isn’t. We only think it is.

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Need a Job? How about a Date? Networking Services Want to Help


Networking services – Internet companies that offer to bridge the six degrees of separation between the friend of a friend we might marry, or the colleague of a colleague who might hire us – are the hot e-businesses of the moment.

Friendster, Orkut, Tribe, Ryze and LinkedIn – along with nearly two dozen more online communities that have cropped up recently – are furiously recruiting members who, in turn, recruit their friends, relatives, co-workers and just about anyone seeking an introduction to, or reference from, someone who might matter. Some networks count up to 100,000 people as members while others are claiming between 500,000 and one million.

These services, also known as social networks, aren’t just attracting members. They are raking in money offered by venture capitalists from San Francisco to Boston. Sequoia Capital has invested $4.7 million in LinkedIn. Kleiner, Perkins, Caufield & Byers have put $13 million into Friendster. Mayfield and media giants Knight-Ridder and The Washington Post Company have invested $6.3 million in Tribe.net.

To some e-business experts, the explosion of social networking businesses is all too reminiscent of the dot-com boom-and-bust phenomenon: An interesting idea pops up on the horizon, companies with vague business models are formed to exploit it, and venture capitalists see profits in the businesses, even though revenues have yet to make an appearance. “We’ve created this little bubble again with high prices and high expectations,” Andrew L. Anker, a partner with August Capital, told the Boston Globe late last year.

Still, networking services trying to turn themselves into successful e-businesses shouldn’t be compared to the likes of Pets.com, the poster child for the burst Internet bubble, according to some observers. Many of the dot-coms that went belly up failed because they had to carry heavy inventories of real goods and maintain brick-and-mortar facilities in the non-virtual world. The only inventory that network services have to carry is a long list of names. And they don’t stock any products.

Furthermore, back in the 1990s, when the Internet was unfamiliar to the masses, the dot-coms had to spend a substantial part of their raised capital on advertising. Social networks don’t have to spend a penny on advertising because, through the very nature of networking, their subscribers bring in other subscribers. “What has been attractive to investors is the phenomenal viral growth these [networks] have experienced,” says Ross Mayfield, founder and chief executive of Socialtext, publisher of software that is used for social networking.

Konstantin Guericke, a cofounder of LinkedIn, is the vice president for marketing yet has “no budget and no staff. But of our 500,000 users, we can track the 95% who responded to invitations from other users.”

Almost all the nascent networks are still in their early stages, which means that they are, for the most part, concentrating more on building the networks and hooking participants than worrying about profits. Some, if not most, have yet to make hard and fast decisions on how they will pull in dollars. However, at least one network, Ryze, has publicly said that it is turning a profit, although it has not cited dollars and cents.

An Invitation to Dinner
According to Wharton marketing professor Peter Fader, networking services may succeed where a multitude of dot-coms have failed for a number of compelling reasons. One is that the Internet has become a part of just about everyone’s daily life, including in some cases their social lives. The second is that in an era in which the Internet has also become a tool for communications, the networking services indeed have something tangible to offer – the ability to connect with people who may be important to you. In fact, says Fader, he has personally experienced the value of networking services as a member of LinkedIn, one of the hotter networking services around.

When a student recently asked him to give her a reference to a person whose name he did not immediately recognize, Fader turned to LinkedIn. Within seconds he had found the person, remembered who he was, made the requested recommendation – and arranged to have dinner with him. “That sort of thing is happening every day,” Fader says. “These new platforms are being used to fulfill the genuine needs of users.”

Those platforms – and more specifically, the business models driving them – vary substantially. Some of the networking services are looking to advertising, subscription fees or a combination of the two to generate revenues in the future. Others, perhaps concerned that upfront subscription fees will turn off members, are likely to allow entry to all comers, but will charge if a participant wants to contact someone, say, three or more degrees away. Some hope to make money on ancillary services such as organizing teleconferences or trade shows for network members who share business interests. Ryze has found revenues in organizing networking events in the non-virtual world.

LinkedIn, says cofounder Guericke, is thinking about charging for “key value” transactions. About 10% of the people who are part of LinkedIn are looking for a former colleague, 10% for an industry expert who might be willing to give a talk, 30% are looking for business partners and about 50% are looking to hire someone. Searches that involve business partners and potential employees “should not be hard to monetize,” says Guericke, because “people are already spending money for that and we are not asking them to spend something new.”

But the beauty of networking services is not that they will be asking customers to spend new money, says David Flaschen, a managing partner at Flagship Ventures. Rather, their appeal is that they could substantially lower the cost of finding executive talent by helping cut out recruiters who now charge tens of thousands of dollars – and do so while expanding the pool of people from which to hire. Says Flaschen: “Monster.com can help you find people who are looking for a job, or people who are out of a job. But social networks can help you find people who are not looking for a job, but are a perfect match for what you have available. Social networking moves you beyond the obvious connections.”

While business models such as those based on subscriptions or advertising may well prove to be viable, even more imaginative approaches are likely to be tried, says Wharton operations and information management professor David Croson, currently a visiting professor of management science at MIT. A networking service, he says, could work out a deal under which a cellular phone company, in exchange for a fee, gets access to some of the network’s members. The networkers, in turn, would get preferential phone rates.Networking services have posted privacy policies attesting to their determination to protect the privacy of those who participate. Still, technology experts like Esther Dyson worry about potential invasions that joining networks may encourage. "There's a real danger that the whole field and its potential for supporting human connections could be irretrievably tarnished by privacy issues -- either as a result of policies that leave people feeling exposed by the aggregation of data, or by security breakdowns, resulting in some kind of informational oil spill," Dyson wrote in the New York Times last fall. "For now, no one online social network has enough heft to matter. But these issues will inevitably arise when the services approach critical mass."

3,500 Alpine Skiers
Very highly-targeted merchandising could also generate profits, Croson believes. In a networking service, for example, there might be a sub-group of 3,500 Alpine skiing enthusiasts. A manufacturer of skiing equipment could “effectively, fully and openly hit those skiers with detailed information” about available products, Croson points out.

Observers like Socialtext’s Ross Mayfield speculate that networking services can succeed because they are poised to cannibalize dating and employment web sites where a vast number of people are already spending hundreds of millions of dollars to look for mates, friends and the next, best job. The dating and employment web sites, Mayfield says, match people with potential dates or jobs by using arbitrary algorithms to determine who should date whom and what job seeker to pair with which employer. The network services, however, will be able to offer a time-trusted approach to love and labor: A set of people willing to vouch that someone is compatible with you and worth taking to dinner or putting on the payroll. Says Mayfield: “If I go out on a date and do something inappropriate, that information will go back into the network so any action I take will risk my social capital,” Mayfield notes. That informal, but effective, rule creates the sort of trust that a Match.com or Monster.com cannot duplicate.

Potential profits may await networking entrepreneurs – whether they are selling a full-fledged service or only the software for creating a network – in some highly specialized and potentially lucrative niches. Both Fader and Croson point out that social networking can be of immense value to universities, for example, not to mention specialized institutions such as business schools which, as Croson says, “have not been effective at making alumni connections. Using (networking software) to spice up an existing group could be powerful.” Network services, Fader adds, could help tie together different groups such as faculty, admissions and career management. Among other benefits, telling potential students of this powerful networking component could help attract top MBA candidates to your campus.

Large corporations with far-flung offices and sales forces are also a potentially lucrative market for networking services. In a typical corporation with hundreds of salespeople, information about contacts and relationships is hidden away in hundreds of individual Rolodexes or personal information management software. A vast store of valuable information is also locked away in the contact lists belonging to managers, executives and members of the board of directors.

Using social networking software to bind all those people and their contacts into a corporate network would yield immense results, says Stowe Boyd, an information technology expert. A salesman vying for a major contract from a business in Washington, D.C. could access the network and find that someone in Ohio has a connection there. “At the very least he could go to (his colleague) in Ohio and find out how to better get in, or get an introduction.” That sort of networking “adds up to real money,” Boyd notes.

Corporate networking services could even change hiring and firing decisions, Boyd adds. “If you decide to let Joe Jones go, it may not look like a big deal on the surface. But, whoops, if you look at it from a social networking point of view you may find that he is an incredibly connected guy who was a powerful influence and has been responsible for closing 25 deals.”

Boys calls corporate networking “the killer app,” and venture capitalists seem to agree. In addition to the deals mentioned earlier, Visible Path, a vendor of corporate networking service software, has received $3.7 million from Kleiner, Perkins, Caufield & Byers. Spoke Software, another entrant in the field, has pulled in $20 million in venture capital from investors including US Venture Partners, Sierra Ventures, Partech International and DCM - Doll Capital Management.

Subverting the System
For all the enthusiasm about social networking services and the disclaimers that this time it is different, their success is far from assured. Anker of August Capital is skeptical of networking services aimed at corporations, for example. The impact of collecting and analyzing networks within companies may not yield results for 18 months to 24 months, he points out, making behind-the-walls networking a tough sell to CEOs beset by impatient stockholders. Dan Keldsen, a senior analyst at the Delphi Group, sees a more profound reason enterprise-oriented networking services may flounder: “Sales people are not known for sharing leads or contacts. They’ll find ways of subverting the system,” he suggests.

The broader social networks may find that there are only so many people interested in networking; that many of those interested in joining social networks won’t pay fees of any sort; that, as the novelty of networking fades, members will drift away, especially as it becomes evident that networks deliver less than they promise.

As a result, some social networks will disappear. Others, the betting goes, will be subsumed by bigger fish interested in using them to provide ancillary benefits to existing customers. Zero Degrees, a Los Angeles-based social networking service, has already been devoured by Barry Diller's Interactive Corp. Conversely, experts also expect that existing web-based businesses will add social networking to their services, thus ratcheting up further the pressure on the startups. Monster.com – which might expect to see its business cannibalized by social networking aimed at helping people connect for jobs – recently added networking to its offerings, telling subscribers that it will help “introduce you to the right people.”
All in all, the betting is that only a handful will be left standing after another 18 to 24 months have passed. “I can’t imagine that there is room for more than one dominant social network, one dominant business network and one network for special interests,” says Croson.

Published: May 19, 2004

http://knowledge.wharton.upenn.edu/index.cfm?fa=viewArticle&id=979

Performance measurement
How do you measure up?

Standard metrics tell senior management little about a CPO's personal performance. Here's how to set yourself more stretching - and rewarding - goals.
By Andrew Likierman

How can a chief procurement officer move the purchasing function from an operational to a strategic resource? Answer: not easily. But it's certainly more difficult without proper performance measures. This isn't the only reason to measure CPO performance, of course; it's essential to make sure that personal and functional priorities are clear, and for the CPO to improve his or her personal performance. Without the right measures, however, it will be difficult to ensure that the CPO is recognised as a key member of the management team, rather than a purchasing officer in all but name.

This article sets out how performance measurement can support the authority of the CPO's position. It is based on larger organisations, on the assumption that smaller ones will generally only have a head of procurement, rather than a CPO. It provides a framework that will need to be tailored, since differences between organisations and the CPO's role within them have to be recognised in implementation.

The article also focuses on the private sector, though many of the principles will apply to public-sector bodies as well.

The CPO performs three roles in an organisation:
procurement expert;
head of the procurement function;
member of the senior management team.

Each role requires assessment. None is straightforward. This is not because the CPO post is a particularly difficult one to measure, but because of generic problems that apply to many aspects of performance measurement. For example, few senior colleagues will know how good the CPO is, any more than they can judge the quality of the chief financial officer, the marketing director or any other specialists.

It doesn't help that so much of the work is with external organisations and that CPOs are therefore less visible to other senior colleagues. But mainly it's because colleagues rarely have experience across a range of organisations and therefore of other CPOs. Alas, the first time many companies realise the calibre of a specialist head is when he or she leaves – not the right moment for either.

Another problem is the lag between action and result. Performance this year will be the result of actions taken in previous years. Much of the action taken this year will be reflected only in future years. Again, this is a common measurement problem for the whole senior management team, but is of special significance for a CPO seeking to move from performance based on short-term cost savings to a more strategic role.

And finally, with comparisons, there's the issue of how to treat cost savings or to measure the relationship with suppliers – as important for the CPO as it is for the procurement function. The key with costs is not how much more or less than we were paying last year, nor how much more or less it is than budget, but what might have been possible. This is more difficult to compare, but far more relevant. It also applies to suppliers – the key comparison is with what might be possible.

The measurements chosen need to recognise these problems. Some can be solved, but most can only be mitigated. The ways to do so, some of which are outlined in more detail below, include:

using the strategy, planning and budgeting processes to identify the objectives of a wider CPO role;
managing the expectations of senior colleagues in clarifying the CPO role;

using outsiders, such as the non-executive directors, to help identify good practice elsewhere;

improving feedback from inside the organisation to ensure that the CPO's own perceptions and those of colleagues are matched;

supplementing financial numbers with non-financial measures and a commentary to put all the measures into perspective.

Meaningful comparisons Let's get some traps out of the way first. “Adding value” is a great slogan – who isn't going to claim that they add value? – but difficult to pin down. A purchasing decision based on low cost this year may well prove disastrous in two years' time, giving lots of value today but then big-time value destruction. Adding value needs to be carefully defined.
Simple number measures on their own are also a trap. Cost savings, numbers of suppliers or cost of procurement as a percentage of company turnover are inadequate. Cost savings are easy as long as nobody worries about quality or security of supply. More or fewer suppliers are not a good thing in their own right. And the percentage of turnover in isolation certainly isn't helpful – presumably the ideal number is zero. What matters is what procurement does, not how much it costs.

To even start to be useful, any measures need one of the three comparisons given below. But even with comparisons, procurement needs to take into account key trade-offs, such as quality and long-term supplier relationships. Traditional simple number measurements represent a very narrow view of the function.

Measures also need to distinguish between the essentials of the job (knowledge of new e-procurement techniques, the impact for procurement of new international accounting standards, and so on) and performance. The former relates to a “licence to practice” based on professional competence; the latter to the quality with which the role is carried through, not only as a professional but also as function head and member of the management team.

Measures need to be devised for each of the three roles, using comparisons with plan or objective, with others and with what's possible. Figure 1 shows the framework and also gives an indication of how easy it will be to find measures. The colours can only be illustrative, of course, since organisations vary so much. It could also be that measures cannot be found for every box and that the measures and colours change over time. But the framework will apply to most circumstances and some generalisations are possible – for example, that it will be easier to measure against plan or objective than against what's possible.

Note that comparison with last year is missing from the chart. This is because any improvement or deterioration has to be seen in the context of objectives or what's happening elsewhere. A brilliant hedging strategy could mean that although the cost of oil is rising, it's rising a lot less fast than for competitors. A less brilliant one could mean that although costs are falling, competitor costs are falling faster.

How do the comparisons work? Let's take each of those in the chart.
Compared with plan/objective: The budget will set out the measures to be compared with objectives and the annual appraisal will normally be the basis of comparison. But budgets don't always include the full range of measures necessary and many appraisals place too much emphasis on activity and process, and not enough on outputs and outcomes.

Objectives set in the budget need to be explicit about the strategic nature of the procurement process. This means linking them to the objectives of the organisation as a whole and to other functions. The trade-off between price and security of supply demands close liaison with the objectives of those responsible for the supply chain. The development of commercial strategy needs links to marketing objectives. The CPO should also be involved in discussions about risk levels in relation to other functions, as well as taking part in overall risk assessment on behalf of procurement.

There is room for cost and activity measures but the latter, in particular, should be used only inside the function. Reporting on how busy everyone is or how quickly work is done does not carry clout. Everyone is busy. Objectives also need to include the CPO's role as head of the function and their broader role as a member of the management team. Omitting these elements runs the risk of downgrading the function, and the CPO should ensure that measures based on feedback from colleagues on this aspect are included in annual appraisals.

Compared with others: Performance measures for the CPO as function head should include internal and external comparisons. Internally, an example of a measure might be the level of commitment shown in staff feedback compared with other functions. Externally, comparisons should be possible, but they do not have to be for the function as a whole. Indeed, there may be no relevant comparisons for the whole function because no other organisation has the same structure, or is willing to swap information. So there may be only comparisons rather than more formal benchmarking.

In any case, it may be more useful to compare parts of the function with those in other organisations, as a basis for asking good questions rather than getting poor numerical answers. Comparing cost per transaction, software or the involvement of procurement in certain key decisions may all be useful, but the results need careful interpretation.

As a senior management team member, measurements should include information on the CPO compared with other senior managers. That must cover the CPO's ability to move outside the procurement area, and contributions should be possible not only in operations but also in the implications for commercial and financial policy. An international perspective is increasingly essential.

The CPO will also need to demonstrate, and be judged on, people and interpersonal and influencing skills. Being able to communicate with other members of the senior management team is just as important as for all the others. Together with knowledge of wider business needs, these will help to establish good relationships with other heads of functions and move the CPO outside the procurement boundary.

Compared with what's possible: This is by far the most difficult of the comparisons. But taking the trouble to look at what's possible is worthwhile as a means of developing the function and showing its worth. While comparing with others gives a context for the work of the CPO in relation to current practice, comparing with what's possible gives the basis for the even more demanding question of looking at the leading edge of practice.

This comparison is also relevant in specific cases. For example, in an acquisition when synergies need to be identified and then delivered, outside commentators will not look at savings (taken for granted), against target (generally assumed to have been conservatively set), or against others (rarely comparable), but against what is perceived to be the best that could be achieved.

Questions to be asked here might include:

What might have happened if procurement had not intervened?

How well trained are procurement staff compared with the best in the field?

How far has the CPO made other management team members aware of what procurement can offer?

Is the CPO linking the function to an emerging agenda for corporate social responsibility?

These are not always comfortable questions to ask, but they should be part of the way the best CPOs approach their job. They are also essential to maintain the substance of the claim to sit at the top management table.

To make sure any claims about comparisons of what might be possible are justified, the CPO needs to take the initiative in several ways. Regular contact with other heads of functions will ensure that the procurement function is tied into the mainstream of the business and can justify claims made about meeting the needs of the business as a whole; while contacts with leading procurement practitioners outside the organisation will help to establish whether practice is as good as it might be.

Best-practice benchmarking is available from a variety of sources and can help to establish criteria for measurement. The CPO's positioning, visibility and influence can be compared with best practice worldwide, giving ammunition to those ambitious to be involved strategically, as well as providing a basis for comparison. Awareness of management developments more generally will be needed to keep the CPO as a valued member of the top team.

Personal qualities are particularly important in all aspects of achieving what's possible, particularly as function head and as member of the senior management team. As one procurement leader puts it: “You have, in effect, a dual role as CPO. You are leading internally, but also steering and encouraging externally towards the corporate vision, underpinned by your vision as CPO. This visionary approach adds enormously to your credibility.”

The annual appraisal is not only the time to check that all this is understood by the CPO's line manager; it is also an important opportunity to discuss what might be possible for the function – for example, participation in new cross-functional teams.

A powerful weapon

Better measurement is also a powerful weapon in the battle to raise and maintain the status of the procurement function. It's up to the CPO to force the pace here. Leaving it to others to decide on performance measures runs the risk of a limited set of objectives that diminish the role.

Don't rely on questionnaires to get feedback. They will be useful to cover the more straightforward parts of procurement, but colleagues will not know enough to give the CPO information on the more subtle aspects. That will need face-to-face discussions – not only an opportunity for some real listening to pick up the signals about how procurement is perceived, but also a further chance to inform others.

The CPO title is an important signal about the status of head of procurement. But as many know only too well, membership at the top table is more difficult to earn than for some other functional specialists. The CPO has to work hard for a place, and performance measures are an essential ally.

That's why, looking at the framework set out above, it's a mistake to think it's all too difficult and to succumb to the temptation to stick to what is simple and known. Using measures that are based on a limited role for procurement, the CPO is confined to that role. By actively promoting a more comprehensive framework that covers the managerial as well as the technical aspects of the role, the CPO can shape the rules of the measurement game. By extending comparisons, colleagues can be better informed about its importance.

The upside is there for the taking. So is the downside for those who don't. As a CPO, the choice is yours.

Sir Andrew Likierman (alikierman@london.edu) is professor of management practice at the London Business School

30 Days to Success
April 14th, 2005 by Steve Pavlina

A powerful personal growth tool is the 30-day trial. This is a concept I borrowed from the shareware industry, where you can download a trial version of a piece of software and try it out risk-free for 30 days before you’re required to buy the full version. It’s also a great way to develop new habits, and best of all, it’s brain-dead simple.

Let’s say you want to start a new habit like an exercise program or quit a bad habit like sucking on cancer sticks. We all know that getting started and sticking with the new habit for a few weeks is the hard part. Once you’ve overcome inertia, it’s much easier to keep going.

Yet we often psyche ourselves out of getting started by mentally thinking about the change as something permanent — before we’ve even begun. It seems too overwhelming to think about making a big change and sticking with it every day for the rest of your life when you’re still habituated to doing the opposite. The more you think about the change as something permanent, the more you stay put.

But what if you thought about making the change only temporarily — say for 30 days — and then you’re free to go back to your old habits? That doesn’t seem so hard anymore. Exercise daily for just 30 days, then quit. Maintain a neatly organized desk for 30 days, then slack off.

Read for an hour a day for 30 days, then go back to watching TV.

Could you do it? It still requires a bit of discipline and commitment, but not nearly so much as making a permanent change. Any perceived deprivation is only temporary. You can count down the days to freedom. And for at least 30 days, you’ll gain some benefit. It’s not so bad. You can handle it. It’s only one month out of your life.

Now if you actually complete a 30-day trial, what’s going to happen? First, you’ll go far enough to establish it as a habit, and it will be easier to maintain than it was to begin it. Secondly, you’ll break the addiction of your old habit during this time. Thirdly, you’ll have 30 days of success behind you, which will give you greater confidence that you can continue. And fourthly, you’ll gain 30 days worth of results, which will give you practical feedback on what you can expect if you continue, putting you in a better place to make informed long-term decisions.

Therefore, once you hit the end of the 30-day trial, your ability to make the habit permanent is vastly increased. But even if you aren’t ready to make it permanent, you can opt to extend your trial period to 60 or 90 days. The longer you go with the trial period, the easier it will be to lock in the new habit for life.

Another benefit of this approach is that you can use it to test new habits where you really aren’t sure if you’d even want to continue for life. Maybe you’d like to try a new diet, but you don’t know if you’d find it too restrictive. In that case, do a 30-day trial and then re-evaluate. There’s no shame in stopping if you know the new habit doesn’t suit you. It’s like trying a piece of shareware for 30 days and then uninstalling it if it doesn’t suit your needs. No harm, no foul.
Here are some examples from my own life where I used 30-day trials to establish new habits:

1) In the Summer of 1993, I wanted to try being vegetarian. I had no interest in making this a lifelong change, but I’d read a lot about the health benefits of vegetarianism, so I committed to it for 30 days just for the experience. I was already exercising regularly, seemed in decent health, and was not overweight (6′0″, 155 lbs), but my typical college diet included a lot of In-N-Out burgers. Going lacto-ovo vegetarian for 30 days was a lot easier than I expected — I can’t say it was hard at all, and I never felt deprived. Within a week I noticed an increase in my energy and concentration, and I felt more clear-headed. At the end of the 30 days, it was a no-brainer to stick with it. This change looked a lot harder than it really was.

2) In January 1997, I decided to try going from vegetarian to vegan. While lacto-ovo vegetarians can eat eggs and dairy, vegans don’t eat anything that comes from an animal. I was developing an interest in going vegan for life, but I didn’t think I could do it. How could I give up veggie-cheese omelettes? The diet seemed too restrictive to me — even fanatically so. But I was intensely curious to know what it was actually like. So once again I did a 30-day trial. At the time I figured I’d make it through the trial, but I honestly didn’t expect to continue beyond that. Well, I lost seven pounds in the first week, mostly from going to the bathroom as all the accumulated dairy mucus was cleansed from my bowels (now I know why cows need four stomachs to properly digest this stuff). I felt lousy the first couple days but then my energy surged. I also felt more clear-headed than ever, as if a “fog of brain” had been lifted; it felt like my brain had gotten a CPU and a RAM upgrade. However, the biggest change I noticed was in my endurance. I was living in Marina del Rey at the time and used to run along the beach near the Santa Monica Pier, and I noticed I wasn’t as tired after my usual 3-mile runs, so I started increasing them to 5 miles, 10 miles, and then eventually a marathon a few years later. In Tae Kwon Do, the extra endurance really gave a boost to my sparring skills as well. The accumulated benefits were so great that the foods I was giving up just didn’t seem so appealing anymore. So once again it was a no-brainer to continue after the first 30 days, and I’m still vegan today. What I didn’t expect was that after so long on this diet, the old animal product foods I used to eat just don’t seem like food anymore, so there’s no feeling of deprivation.

3) Also in 1997, I decided I wanted to exercise every single day for a year. That was my 1997 New Year’s resolution. My criteria was that I would exercise aerobically at least 25 minutes every day, and I wouldn’t count Tae Kwon Do classes which I was taking 2-3 days per week. Coupled with my dietary changes, I wanted to push my fitness to a new level. I didn’t want to miss a single day, not even for sick days. But thinking about exercising 365 days in a row was daunting, so I mentally began with a 30-day trial. That wasn’t so bad. After a while every day that passed set a new record: 8 days in a row… 10 days… 15 days…. It became harder to quit. After 30 days in a row, how could I not do 31 and set a new personal record? And can you imagine giving up after 250 days? No way. After the initial month to establish the habit, the rest of the year took care of itself. I remember going to a seminar that year and getting home well after midnight. I had a cold and was really tired, yet I still went out running at 2am in the rain. Some people might call that foolish, but I was so determined to reach my goal that I wasn’t going to let fatigue or illness stop me. I succeeded and kept it up for the whole year without ever missing a day. In fact, I kept going for a few more weeks into 1998 before I finally opted to stop, which was a tough decision. I wanted to do this for one year, knowing it would become a powerful reference experience, and it certainly became such.

4) More diet stuff…. After being vegan for a number of years, I opted to try other variations of the vegan diet. I did 30-day trials both with the macrobiotic diet and with the raw foods diet. Those were interesting and gave me new insights, but I decided not to continue with either of them. I felt no different eating macrobiotically than I did otherwise. And in the case of the raw diet, while I did notice a significant energy boost, I found the diet too labor intensive — I was spending a lot of time preparing meals and shopping frequently. Sure you can just eat raw fruits and veggies, but to make interesting raw meals, there can be a lot of labor involved. If I had my own chef, I’d probably follow the raw diet though because I think the benefits would be worth it. I did a second trial of the raw diet for 45 days, but again my conclusion was the same. If I was ever diagnosed with a serious disease like cancer, I’d immediately switch to an all raw, living foods diet, since I believe it to be the absolute best diet for optimal health. I’ve never felt more energetic in my life than when I ate a raw diet. But I had a hard time making it practical for me. Even so, I managed to integrate some new macrobiotic foods and raw foods into my diet after these trials. There are two all-raw restaurants here in Vegas, and I’ve enjoyed eating at them because then someone else does all the labor. So these 30-day trials were still successful in that they produced new insights, although in both cases I intentionally declined to continue with the new habit. One of the reasons a full 30-day trial is so important with new diets is that the first week or two will often be spent detoxing and overcoming cravings, so it isn’t until the third or fourth week that you begin to get a clear picture. I feel that if you haven’t tried a diet for at least 30 days, you simply don’t understand it. Every diet feels different on the inside than it appears from the outside.

This 30-day method seems to work best for daily habits. I’ve had no luck using it when trying to start a habit that only occurs 3-4 days per week. However, it can work well if you apply it daily for the first 30 days and then cut back thereafter. This is what I’d do when starting a new exercise program, for example. Daily habits are much easier to establish.

Here are some other ideas for applying 30-day trials:

Give up TV. Tape all your favorite shows and save them until the end of the trial. My whole family did this once, and it was very enlightening.

Give up online forums, especially if you feel you’re becoming forum addicted. This will help break the addiction and give you a clearer sense of how participation actually benefits you (if at all). You can always catch up at the end of 30 days.
Shower/bathe/shave every day. I know YOU don’t need this one, so please pass it along to someone who does.

Meet someone new every day. Start up a conversation with a stranger.
Go out every evening. Go somewhere different each time, and do something fun — this will be a memorable month.

Spend 30 minutes cleaning up and organizing your home or office every day. That’s 15 hours total.

List something new to sell on ebay every day. Purge some of that clutter.

Ask someone new out on a date every day. Unless your success rate is below 3%, you’ll get at least one new date, maybe even meet your future spouse.

If you’re already in a relationship, give your partner a massage every day. Or offer to alternate who gives the massage each day, so that’s 15 massages each.

Give up cigarettes, soda, junk food, coffee, or other unhealthy addictions.
Become an early riser.
Write in your journal every day.

Call a different family member, friend, or business contact every day.

Make 25 sales calls every day to solicit new business. Professional speaker Mike Ferry did this five days a week for two years, even on days when he was giving seminars. He credits this habit with helping build his business to over $10 million in annual sales. If you make 1300 sales calls a year, you’re going to get some decent business no matter how bad your sales skills are. You can generalize this habit to any kind of marketing work, like building new links to your web site.
Write a new blog entry every day.

Read for an hour a day on a subject that interests you.
Meditate every day.
Learn a new vocabulary word every day.
Go for a long walk every day.
Again, don’t think that you need to continue any of these habits beyond 30 days. Think of the benefits you’ll gain from those 30 days alone. You can re-assess after the trial period. You’re certain to grow just from the experience, even if it’s temporary.

The power of this approach lies in its simplicity. Even though doing a certain activity every single day may be less efficient than following a more complicated schedule — weight training is a good example because adequate rest is a key component — you’ll often be more likely to stick with the daily habit. When you commit to doing something every single day without exception, you can’t rationalize or justify missing a day, nor can you promise to make it up later by reshuffling your schedule.

Give trials a try. If you’re ready to commit to one right now, please feel free to post a comment and share your goal for the next 30 days. If there’s enough interest, then perhaps we can do a group postmortem around May 20th to see how it went for everyone. I’ll even do it with you. Mine will be to go running or biking for at least 25 minutes or do a minimum 60-minute hike in the mountains every day for 30 days. The weather here in Vegas has been great lately, so it’s a nice time for me to get back to exercising outdoors.

Is Your Team Too Big? Too Small? What's the Right Number?

When it comes to athletics, sports teams have a specific number of team players: A basketball team needs five, baseball nine, and soccer 11. But when it comes to the workplace, where teamwork is increasingly widespread throughout complex and expanding organizations, there is no hard-and-fast rule to determine the optimal number to have on each team.

Should the most productive team have 4.6 team members, as suggested in a recent article on "How to Build a Great Team" in Fortune magazine?

What about naming five or six individuals to each team, which is the number of MBA students chosen each year by Wharton for its 144 separate learning teams?
Is it true that larger teams simply break down, reflecting a tendency towards "social loafing" and loss of coordination?

Or is there simply no magic team number, a recognition of the fact that the best number of people is driven by the team's task and by the roles each person plays?

"The size question has been asked since the dawn of social psychology," says Wharton management professor Jennifer S. Mueller, recalling the early work of Maximilian Ringelmann, a French agricultural engineer born in 1861 who discovered that the more people who pulled on a rope, the less effort each individual contributed. Today, "teams are prolific in organizations. From a managerial perspective, there is this rising recognition that teams can function to monitor individuals more effectively than managers can control them. The teams function as a social unit; you don't need to hand-hold as much. And I think tasks are becoming more complex and global, which contributes to the need for perspective that teams provide."

Each Person Counts
While the study of team size is one of her areas of concentration, Mueller and other Wharton management experts acknowledge that size is not necessarily the first consideration when putting together an effective team.

"First, it's important to ask what type of task the team will engage in," Mueller says. Answering that question "will define whom you want to hire, what type of skills you are looking for. A sub-category to this is the degree of coordination required. If it's a sales team, the only real coordination comes at the end. It's all individual, and people are not interdependent. The interdependence matters, because it is one of the mechanisms that you use to determine if people are getting along."

Second, she says, "what is the team composition? What are the skills of the people needed to be translated into action? That would include everything from work style to personal style to knowledge base and making sure that they are appropriate to the task."

And third, "you want to consider size." The study of optimal team size seems to fascinate a lot of businesses and academics, primarily due to the fact that "in the past decade, research on team effectiveness has burgeoned as teams have become increasingly common in organizations of all kinds," writes Wharton management professor Katherine J. Klein, in a paper titled, "Team
Mental Models and Team Performance." The paper, co-authored with Beng-Chong Lim, a professor at Nanyang Business School, Nanyang Technological University, Singapore, was published in January 2006 in the Journal of Organizational Behavior.

In an interview, Klein acknowledges that when it comes to team size, each person counts. "When you have two people, is that a team or a dyad? With three, you suddenly have the opportunity to have power battles, two to one. There is some notion that three is dramatically different from two, and there is some sense that even numbers may be different from odd numbers, for the same reason. My intuition is that by the time you are over eight or nine people, it is cumbersome and you will have a team that breaks down into sub-teams. Depending on the group's task, that could be a good thing or that could not be right. There is a sense that as a team gets larger, there is a tendency for social loafing, where someone gets to slide, to hide."

Ringelmann's famous study on pulling a rope -- often called the Ringelmann effect -- analyzed people alone and in groups as they pulled on a rope. Ringelmann then measured the pull force. As he added more and more people to the rope, Ringelmann discovered that the total force generated by the group rose, but the average force exerted by each group member declined, thereby discrediting the theory that a group team effort results in increased effort. Ringelmann attributed this to what was then called "social loafing" -- a condition where a group or team tends to "hide" the lack of individual effort.

"After about five people, there are diminishing returns on how much people will pull," says Mueller. "But people, unless they are not motivated or the task is arbitrary, will not want to show social loafing. If the task is boring and mundane, they are more likely to loaf. If you tell executives this, they say, 'One of the things I'm worried about is loafing and free riding.' Whereas social loafing is decreased effort in a group context relative to individual context, free riding is rational and self-interested. If a person is not going to be rewarded, they say, 'I'm going to free ride' and they don't participate as much. The two concepts are hard to distinguish, but they are just different ways to measure similar outcomes."

The Number Six
Evan Wittenberg, director of the Wharton Graduate Leadership Program, notes that team size is "not necessarily an issue people think about immediately, but it is important." According to Wittenberg, while the research on optimal team numbers is "not conclusive, it does tend to fall into the five to 12 range, though some say five to nine is best, and the number six has come up a few times."

But having a good team depends on more than optimal size, Wittenberg adds. For instance, when Wharton assigns five to six MBA students to individual teams, "we don't just assign those teams. We make sure they can be effective. We have a 'learning team retreat' where we take all 800 students out to a camp in the woods in upstate New York and spend two days doing team building and trust building exercises. I think this is what people forget to do when they create a team in a business -- spend a lot of time upfront to structure how they will work together. We get to know each other and share individual core values so we can come up with team values. But most importantly, we have the students work on their team goals, their team norms and their operating principles. Essentially, what are we going to do and how are we going to do it?"
In the work world, says Wittenberg, it has been "reinforced that five or six is the right number (on a team). At least for us, it gives everyone a real work out. But frankly, I think it depends on the task."

Recent research by Mueller would seem to support Wittenberg's notion that preparation for team success is vital. In a recent paper, "Why Individuals in Larger Teams Perform Worse," Mueller channeled Ringelmann's theories on large group efforts and tried to explain why the title of her paper is true. For decades, researchers have noted that mere changes in team size can change work-group processes and resulting performance. By studying 238 workers within 26 teams, ranging from three to 20 members in size, Mueller's research replicates the general assertion that individuals in larger teams do perform worse, but she also offers an explanation for this conclusion.

"Understanding the reasons why individuals in larger teams in real work settings perform worse may be one key to implementing successful team management tactics in organizations, since research shows that managers tend to bias their team size toward overstaffing," she writes. In addition, "individual performance losses are less about coordination activities and more about individuals on project teams developing quality relationships with one another as a means of increasing individual performance. Because research on teams in organizations has not examined team social support as an important intra-team process, future research should examine how team social support fits in with classic models of job design to buffer teams from negative influences and difficulties caused by larger team size."

But is there an optimal team size? Mueller has concluded, again, that it depends on the task. "If you have a group of janitors cleaning a stadium, there is no limit to that team; 30 will clean faster than five." But, says Mueller, if companies are dealing with coordination tasks and motivational issues, and you ask, 'What is your team size and what is optimal?' that correlates to a team of six. "Above and beyond five, and you begin to see diminishing motivation," says Mueller. "After the fifth person, you look for cliques. And the number of people who speak at any one time? That's harder to manage in a group of five or more."

Diversity: Bad for Cohesion?
Klein's recent research has looked at another confusing area when it comes to teams -- the value of diversity. Various theories suggest that diversity represented by gender, race and age leads to conflict and poor social integration -- while various other studies suggest just the opposite. "The general assumption is that people like people who are similar to themselves, so there is a theory to suggest that a lot of diversity is bad for cohesion," says Klein. "But there is also a theory that says diversity is great, that it creates more ideas, more perspectives and more creativity for better solutions."

In their own research, Klein and Lim find a distinct value in having some similarity between team members. The authors describe how "team mental models -- defined as team members' shared, organized understanding and mental representation of knowledge about key elements of the team's relevant environment -- may enhance coordination and effectiveness in performing tasks that are complex, unpredictable, urgent, and/or novel. Team members who share similar mental models can, theorists suggest, anticipate each other's responses and coordinate effectively when time is of the essence and opportunities for overt communication and debate are limited. Our findings suggest that team mental models do matter. Numerous questions remain, but the current findings advance understanding of shared cognition in teams, and suggest that continuing research on team mental models is likely to yield new theoretical insights as well as practical interventions to enhance team performance," the researchers write.
Wharton management professor Nancy P. Rothbard has a similar theory on what she calls "numerical minorities" -- including gender, race, age and ethnic groups. "Often times, a numerical minority can appear to be less threatening because it's not unexpected that someone who is different from you has different viewpoints. But if they are more similar to you and they disagree with you, some groups find that more upsetting. It can raise the level of conflict on a team. That's not necessarily a bad thing, if the conflict doesn't get in the way of being able to think through a problem and do what needs to be done."

Klein has also looked into what factors determine who becomes important to a team. The single most powerful predictor? Emotional stability. "And the flip side is neuroticism. If someone is neurotic, easily agitated, worries a lot, has a strong temper -- that is bad for the team."

Within a company, individual teams often begin to compete against each other, which
Wittenberg finds can be troublesome. "One of the problems is the in-group, out-group problem," he says. "Depending on how we identify ourselves, we can be part of a group or separate from a group. At many companies, the engineering group and the marketing group are very much at odds. But at the same time, if you talked about that company vs. another company, the teams are together, they are more alike than the people at the other company. Teams are sometimes more siloed within a company and they think they are competing with each other instead of being incentivized to work together."

When it comes to creating a successful team, "teams that rely solely on electronic communication are less successful than those that understand why communication in person is important," says Wittenberg. "Email is a terrible medium... . It doesn't relate sarcasm or emotion very well, and misunderstandings can arise. There is something very important and very different about talking to someone face-to-face."

While teams are hard to create, they are also hard to fix when they don't function properly. So how does one mend a broken team? "You go back to your basics," says Mueller. "Does the team have a clear goal? Are the right members assigned to the right task? Is the team task focused? We had a class on the 'no-no's of team building, and having vague, not clearly defined goals is a very, very clear no-no. Another no-no would be a leader who has difficulty taking the reins and structuring the process. Leadership in a group is very important. And third? The team goals cannot be arbitrary. The task has to be meaningful in order for people to feel good about doing it, to commit to the task."


Published: June 14, 2006

10 Ways to Optimize Your Normal Days

It is normal that most of the time in life will be consumed by normal days - And that’s why we have to find ways to improve our normal days to get the most out of our life. Steve Pavlina shows us his ways and habits of normal days optimization. Many of them has discussed throughout his blog - but this is a great summary:

Getting an early start.

Physical exercise.

Audio learning.

Meditation.

Relaxing workspace.

Self-employment.

Effective communication management.

Reading.

Deep conversation.

Journaling.

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Many years ago an old friend and I were discussing the meaning of life. He said, “I don’t think the point of life is to accomplish a certain level of external success. I believe we’re actually here to acquire and enjoy experiences.”


That conversation took place about 15 years ago, and this idea has remained with me ever since. It’s a Zen-like philosophy because experiences imply living in the present while accomplishments dwell in the past or future. Reading this particular article is an experience, but you probably wouldn’t consider it an accomplishment… although reading some of my longer articles might qualify.


We’ve been socially conditioned to value accomplishments and events more than everyday experiences. Graduation day is more important than some random Tuesday in the middle of the semester. The day you get hired or promoted is more important than an uneventful work day. Your wedding day is more important than the day you saw a forgettable movie.
Accomplishments and events are certainly experiences too, but most experiences don’t qualify as either. You’ll likely spend most of your life experiencing non-events. It would be amazing if your accomplishments amounted to even 1% of your experiences. Saturation tends to reduce the occurrence of salient events. The time you spoke your first intelligible word was a major accomplishment, but speaking that same word isn’t such a grand achievement today. Regardless of how much you accomplish in your lifetime, you’ll probably still perceive most of your days as typical, normal, or routine.


If you’re going to spend most of your time experiencing rather than accomplishing, then perhaps it makes sense to focus on the quality of your daily experiences and not merely on the heights of your accomplishments. It’s nice to have a truly fantastic day where you accomplish something wonderful, but what about your normal days?


When you realize most of your life will be consumed by normal days rather than extraordinary ones, you may feel motivated to raise the overall quality of these normal days.
In the pursuit of a better normal day, here are ten changes I made that yielded strong positive results. Hopefully this list will trigger some ideas you’ll be able to apply as well. The overall concept is far more important than my particular menu of habits.


1. Getting an early start. Last year I successfully conditioned the habit of getting up at 5:00am every morning. Later I experimented with polyphasic sleep but stopped after 5.5 months when I felt it wasn’t serving me well enough. Today I get up at 4:15am every morning, including weekends. I used to be a night owl, but I love the positive effect that rising early has had on my life. As you can imagine, the initial adaptation was very challenging, but like most ingrained habits, it’s trivially easy to maintain. Getting an early start to every day makes me feel energetic, alert, and productive. I have the time and energy to do things I couldn’t previously do. This has been one of the most empowering changes I’ve ever made because it yields tangible rewards every single day. If I could go back in time and install a new habit in my early 20s, this would be it. If this habit interests you, be sure to read How to Become an Early Riser and How to Get Up Right Away When Your Alarm Goes Off.


2. Physical exercise. I’ve gone through a variety of different workout patterns over the years. My current pattern is to hit the gym for 60-90 minutes first thing in the morning. I do three days of cardio workouts and four days of weight-training each week. If I feel burnt out or if my progress slows to a crawl (symptoms of overtraining), I might take a day or two off or substitute a long walk instead. This habit yields massive benefits. Perhaps the most noticeable is that my mental clarity is much greater, and I can concentrate deeply for hours at a time. I think the minimum recommendation of exercising 20 minutes 3x per week is way too little. For me the major benefits don’t really kick in until I do at least 150 minutes of aerobic/cardio exercise per week — below that level I tend to stagnate instead of seeing my fitness level improve. This habit combines nicely with being an early riser, since I return home from my workouts before most people are awake.


3. Audio learning. While exercising I normally listen to personal development audio programs and podcasts. Sometimes I also listen while doing routine physical tasks like cooking or driving. I started this habit during college, and it has served me well for the past decade and a half. It doesn’t consume any extra time to do this, and it makes physical tasks more enjoyable. I use an iPod Nano, a major improvement over the Walkman cassette player I used in college. I also bought a $30 FM transmitter last year, so I can play my iPod on my car radio too. By listening to inspirational and educational material every day, especially during my morning workout, I not only learn new ideas I can apply, but I also feel more positive throughout the day.


4. Meditation. After my morning workout and shower, I usually meditate for about 30 minutes. I prefer active visualization as opposed to trying to turn off all thought, although I sometimes enjoy the latter too. If the kids are already waking up when I get home, I delay the meditation until later in the morning, but I almost always do it before starting my workday. I get some of my best ideas while meditating, and I also use this time to visualize my goals and intentions. Plus I enjoy it. I don’t recall having any illnesses in the past year, so perhaps the combo of daily exercise and meditation keeps my immune system strong (both are known to be significant immune boosters). The rest of my family has gone through a few illnesses that haven’t touched me.


5. Relaxing workspace. Since I spend the bulk of each workday in my home office, I’ve fashioned it into a peaceful and enjoyable place to work. With its trickling fountain, bamboo plants, scented candles, and new age music, it serves as my private sanctuary. When I start work each day, I go through a 60-second ritual of turning on the fountain, lighting a few candles, and playing some music. I typically feel very relaxed and peaceful throughout the day, regardless of the type of work I’m doing. Transform your workspace into your favorite place to be, and watch the positive effect it has on your productivity. I’ve designed mine primarily for relaxation and focus, but you can design it around any state you wish. Use trial and error to see how various changes make you feel, and keep the ones that produce positive results. The basic idea is that when you feel good, you’ll be more productive. For details on how to improve your workspace, read Creating a Productive Workspace.


6. Self-employment. I have to credit self-employment as a major factor in the quality of my normal days. Being in control of my time is wonderful, and I can’t imagine ever wanting a regular job. If you think about it logically, isn’t it a bit silly that people think having a job is more secure than owning your own business? Maybe that’s true when you’re just launching the business, but once the business is stable and profitable, there’s no comparison. I can’t be fired or laid off, and I start out at the top, so there’s no need to worry about promotions. If I ever need money fast, there are plenty of short-term value-producing ideas I can implement in a weekend to generate extra cash. I can work on whatever interests me without having to request permission from some authority figure. Earning money based on your results is much more flexible and less risky than earning money based on your time. The biggest risk isn’t going broke; if you go broke, you’ll recover soon enough — that’s really no big deal. The far greater risk is that you’ll miss opportunities, and that’s what most employees do every single day; their ripest value-generating ideas die on the vine. No one benefits when that happens. Even if you’re an employee, I highly recommend starting your own small business. It’s important to have an outlet where you can fully express your greatest value and get paid fairly for it too. For specific advice on how to do that, listen to Podcast #006 - How to Make Money Without a Job and Podcast #009 - Kick-start Your Own Business. If you visit the audio section of the site, you can play them directly through your browser.


7. Effective communication management. Due to the popularity of this web site and the personal nature of its topic, the sheer volume of feedback I receive can be overwhelming at times. At first I diligently kept on top of it, believing that every query deserved a response, but soon I questioned the wisdom of that approach. My long-term goals started to fall by the wayside as the influx of communication became dominant. I had to decide where my primary loyalty should be: with the individual readers who request help or with my ultimate vision. It became clear that I couldn’t justify spending hours every day processing email. I know some people run their lives through their email inbox, but through trial and error I’ve learned that approach doesn’t work for me because excessive communication inhibits my ability to concentrate and knocks me off course too easily. Consequently, I severely limit the amount of time I spend on email. Helping someone via email is a good use of my time, but it’s definitely not the best. In order to write this article you’re reading now, dozens of emails I’ve received will go unanswered, but this article will be seen by thousands. But more importantly I’ve noticed that when I limit the influx of external communication, I’m better able to hear the subtle guidance of my inner voice. If you have a problem with focus and clarity in your life, could it be that you’re getting bounced around by an overload of communication?


8. Reading. The simple habit of reading every day keeps my self-education moving forward. It’s one of the reasons I’m able to churn out article after article without experiencing writer’s block. I favor books because the quality and organization is usually superior to what’s found online. 9 out of 10 books I read are non-fiction, but occasionally I enjoy a good fiction book too. I quite enjoyed Piers Anthony’s Incarnations of Immortality series.


9. Deep conversation. My wife and I have daily conversations about topics such as spirituality, the meaning of life, and the best ways for us to serve the greater good. Since we work from home on weekdays and often go out on weekends, we have no shortage of time together. I enjoy talking to my wife more than anyone else, and I feel fortunate to have found a woman who shares my passion for learning and exploration. While many people aren’t into questioning what lies beyond the physical world on a daily basis, I find this practice extremely worthwhile. It keeps me from getting sucked back into the socially conditioned patterns of fear and worry. It doesn’t have to be your spouse, but I highly recommend finding a partner with whom you can discuss your most important life issues in an intelligent and supportive manner. Many people crave this deep connection, but they allow fear to hold them back.


10. Journaling. I’ve written about this previously in Journaling as a Problem-Solving Tool. I keep two kinds of journals. First, I use a computer journal to do long-term planning, problem-solving, and asking and answering personal development questions. Sometimes my personal journal entries become seeds for future articles. Thanks to its search capabilities, I can quickly look up solutions to previous problems I’ve encountered. Secondly, I use a spiral notebook as my daily work journal. I write my daily to-do lists in that journal, and I make notes throughout the day as I work. About once I week I process the paper journal items back into my master to-do list. This ensures that ideas I get throughout the day are considered in light of my long-term goals, so I don’t let great ideas fall through the cracks, but nor do I get knocked off course by random thoughts throughout the day. Both forms of journaling allow me to see what real progress I’m making in my personal and business growth.
The pattern to these habits is that they serve to keep me conscious. They empower me with the energy, resources, and awareness to pursue my greatest aspirations without slipping into low-awareness living. This framework enables me to choose how I spend each day instead of having those decisions made by forces outside my control. None of these practices are particularly complicated, but most of them took a serious effort to install. However, once they’ve been conditioned, they run on autopilot. Now I just take them for granted as my current baseline.


Decide now to install just one new habit that will change your life for the better. Then immediately begin a 30-day trial to condition it, and do whatever it takes to make it to day 30. If your past efforts have fizzled, then use the strategy of Overwhelming Force to ensure that you succeed this time. The ultimate payoff for this temporary effort is enormous. Once you install several new habits, your normal days will become far more extraordinary.