I read, “a study by Del Jones of USA Today saying that flirtatious women get fewer raises, promotions”

A study by Del Jones of USA Today says flirtatious women get fewer raises and promotions.  This is a hard study for me to believe.  I question the sampled audience and the accuracy of the study.  If the study is accurate my assumptions are that managers are tip toeing around more flirtatious employees or that preconceived notions that flirty equals cheerleader equals stupid is in effect.  Three of the most impressive people I’ve ever worked with have been women between 24 and 34 years old, and they happen to be very attractive as well.  All this, in my opinion, is in an industry (utility) and field (electrical engineering) dominated by males.


I read, “In Today’s Workplace, Women Feel More Free to Be Women”

Ellen Joan Pollock of The Wall Street Journal points out that women in the workplace are much more relaxed these days and I agree.  I believe that most young professionals are more relaxed in the workplace.  I also believe, that whether you’re male or female, you use what advantages you have to get done what you need to get done.  There will be disadvantages and misguided fortunes but that’s life and it’s not always fair.  I’ve seen it at work and I’ve seen the jealousy and animosity it can cause, but if the leaders are more attractive and they’re the face of the company, is it really a bad thing?

I read, “MBNQA Winner 2004”

I just finished reading about Monfort College of Business (MCB) for the first time.  They have an interesting approach for their undergrad business students.  On the other hand, I like the idea of having a technical undergraduate degree and then having the opportunity to come back for a broad approach to business at the graduate level.  Choices are good though.

I read, “Wall Street Journal Article on How to Get Hired”

How to Get Hired by Ronald Alsop is a great article.  The article points out that you don’t need to become a beer drinker, Nascar fan or deer hunter to interact on the shop floor, but I do believe you should have something in common with blue collar workers.  Fantasy football, softball, and promotion parties are a good way to do it.  Don’t be cheap, eat lunch where everyone else does, and get involved time to time on technical problems.   It’s okay to swear and SportsCenter every night for 15 minutes gives you something to talk about.  I’d like to see M.B.A.s that can interact and aren’t socially awkward.  Ronald notes that recruiters are interested in students who can relate with lower-level employees.  I completely agree that it’s worthwhile to have these connections, even if it’s not just for the idea that it creates a friendlier atmosphere.

I read, “Wall Street Journal Article on MBA Skills”

I agree with Ronald Alsop when the article points out that leadership and communications skill come to the fore in distinguishing the managers whose careers really take off.  I’ve seen it at the NV Energy.  Hard skills get you into the job and into the business, but soft skills propel you up the ladder.  It’s interdepartmental politicking, and the people who have the combination of soft and hard skills stand out.  Hard skills get you respect from the people you work with and soft skills get you involved.  This was a great article.

I read ‘Teaching Smart People How to Learn’ by Chris Argyris

First I want to start off by saying that the comment on Page 9 by the CEO, referring to the consulting company with turmoil over some employee dismissals, that “It’s just not fair to keep poorly performing individuals in the company.  They earn an unfair share of the financial reward.” is excellent.  What a good way to word the response. 

Secondly, the case pushes the double looped theory which I suspect most company leaders understand, but have a harder time practicing.  I was once told by Dr. Donovan of Data Integration Manager at Convio, Inc., that in any relationship you must be willing to accept the idea that you are not doing enough to accept responsibilities and that you should give a little more and admit wrong doing on your part to the extent that, once you feel you are doing your fair share, you should give and accept another 10 percent.  Likewise, ‘Teaching Smart People How to Learn’ makes an excellent point when referring to accepting responsibility and learning from your own dynamics.  This was a great article.

How to Tell When Your Boss Is Lying

I read the post, “How to Tell When Your Boss Is Lying: Cool New Study from Bob Sutton” and I liked what he had to say, especially when he mentioned Enron’s Jeff Skilling.  Athough, according to “The Smartest Guys in the Room” Jeff was naturally hot headed and I don’t know how well he applied.