“It isn’t Camila Harmony. It’s Fifth Harmony with four other beautiful, talented, and intelligent women.” - when you done with Taylor ignoring the other girls. - P.S. this is not a hate statement just wishing and hoping that Camila wasn’t constantly seen as the lead from other celebs and fetus fans

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15 Tips: How to Build and Manage a Great Team

Read the latest research and insights on managing team dynamics, from Stanford GSB faculty, alumni, and guest speakers:

On building or forming your team:

  • “You should have a higher calling, a triple bottom line. Build your team around things that transcend making money.”
     –Kenneth “Hap” Klopp (MBA ’66) stanford.io/1tSKyTh

  • Understand that “each personality on a small team can make a huge difference in swaying the dynamic of the entire team.”
    –Caroline Hu Flexer (MBA ’01) stanford.io/1tS2L7b
  • Build a team with complementary skills, the same value system, and compatible personalities.
    –Marcelo Manjon (MSx ‘13) stanford.io/1CcAolk

  • Build a team of people who you look up to and who are better than you at their functions.
    –Lecturer Rob Siegel (MBA ‘94) stanford.io/1Gq05Eg

  • Beware of ill-defined or overlapping roles within your cofounding team.
    –Alan Chiu (MSx ‘11) stanford.io/1wIwMXM

  • “Formalizing the team’s vision, roles, norms, work processes, and strategies can help keep a team on track.”
    –Professor Lindred Greer stanford.io/1uHSHP5

  • Organize retreats and team-building exercises to encourage trust, communication, and interdependence among coworkers.
    –Professor Daniel McFarland stanford.io/1nYgySK
  • What makes a team great? Trust and purpose: Faith in your colleagues and alignment behind a common goal and organization.
    –General Stanley McChrystal stanford.io/1vJv7vO

On leading and managing your team:

  • "Leaders must embody the spirit they want the team to adopt. People pick up on phoniness. They trust authenticity.”
    –Professor Joel Peterson stanford.io/1wGLUER

  • Stimulate innovation at work by giving all team members an equal shot at pitching new ideas
    –Professor Baba Shiv stanford.io/1tXU8nY

  • If a manager detects a conflict in a team, he or she should identify what is being discussed, who is involved and why.
    –Professor Lindred Greer stanford.io/1pcnimc

  • Be willing to rotate expertise and team roles at work so that people can engage in fresh experiences.
    –Professor Daniel McFarland stanford.io/1nYgySK

  • Leaders, recognize when your team members are facing a power struggle and help them resolve it quickly and respectfully
    –Professor Lindred Greer stanford.io/1sVoYfY

  • “When team members succeed, the best leaders step aside and allow them to take credit.”
    –Professor Joel Peterson stanford.io/1CmZ0W6

  • Delegating can make your team more innovative.
    –Professor Nicholas Bloom stanford.io/1m43e3H

Struggle is your training partner, not your enemy

Struggle is an important part of personal growth. Some people are so afraid of struggle and obstacles that they’ll do anything they can to find a straight, unimpeded path to contentment. They’ll settle for less, avoid challenges and take the easy way out, just because they don’t have to struggle.

But struggling is what grows you. It’s what makes you stronger. Getting beat is no fun. Being criticized always stings, no matter what level you’ve achieved. But having to adapt to beat a seemingly invincible foe is what prepares you for bigger and tougher challenges.

Don’t hold your breath until things get easier, your critics lose their voice and the time is just right - all you’ll do is end up turning blue in the face and remain as weak as you were when you first started throwing your tantrum. Instead let your struggle toughen you and make you go back to the drawing board to start over from scratch a few times. What separates champions from the rest are that the champions have tasted defeat over and over again but never stopped yearning for the sweet taste of victory.

Your struggle will eventually make you into a mighty person if you don’t quit.

Image: dingtwist.com

How to Succeed in Product Management

What does it take to be a product manager?

XSeed Capital Partner Alan Chiu (MSx ‘11) kicked off his Stanford GSB talk, “Career Pathways in Product Management,” by first exploring the definition of product management. “If you asked 10 people, you might get 12 answers,” he shared. “It means different things at different companies.”

Chiu defines product management as being the “CEO of the product.” A product manager has to nail strategic marketing, product definition, and the voice of the customer. Product management is NOT:

  • Project management
  • Just about working with the engineering team
  • Just about executing the CEO’s product directives

So what does it take to succeed in this challenging role? Chiu shares five key characteristics of product managers:

1. High IQ and EQ. As a product manager, you’ll be the nexus for customers, sales, engineering, and more. In other words, you’ll be pulled into a million different directions. You need to be able to manage a lot of different opinions and data, and influence many people without having authority over them.

2. Respect of the engineering team. Even if you don’t have an engineering background, you can still earn the team’s trust. What does it take? You need a genuine love and curiosity for technology. Get into the engineers’ world and relate to them on a technological level. With openness and understanding, learn as much as you can about the strengths and limitations of the product architecture, as well as the tradeoffs of different engineering and design decisions.

3. Deep customer insights. Empathy is key in working with customers. Meet or speak with customers several times a week and bring quantitative and qualitative data back to your team. As you grow your customer base, you also want to grow data on their behavior: what’s working and what’s not? Show up with customer stories and metrics to help convince the engineering team that your next priorities are the right ones to work on. It’s vital to become a trusted customer proxy within the company.

4. Courage to make tradeoffs. In this role, you’ll have an endless feature request list to work on, so you’ll never be able to please everyone. You have to be comfortable with people being unhappy with your decisions, yet still respecting you. Focus on the priorities that move the needle on the metrics that matter to your business, and make sure no one is so unhappy with the choices that he or she will sabotage you. 

5. Diplomatic skills. If you join a company that’s founded by a CEO with a strong product vision, how do you gain her or his trust so that you can grow your ownership of the product? Start by involving the CEO very early in product brainstorms; create a safe environment where he or she can disagree and you can make changes. Bring in qualitative and quantitative customer insights to share with the CEO so you can have an intellectually honest dialogue. Earning the CEO’s trust is just as important as earning it with the engineering team.

For more insights from Alan, read “Overcoming Common Challenges between Business and Technical Cofounders” and follow him on Twitter: @AlanChiu.

Inspiring Quotes

“Only those who see the invisible can do the impossible”
– Tyrese Gibson

“Why not you?”
– Russell Wilson

“When you put goodwill out there, it is amazing what can be accomplished”
– Paul Walker

“A leader takes people where they want to go. A great leader takes people where don’t necessarily want to go, but ought to be”
– Rosalynn Carter

“A leader is best when people barely knows he exist. When his work is done, his aim is fulfilled, they will say: we did it ourselves.”
– Lao Tzu

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader”
– John Quincy Adams

“A man always has two reasons for doing anything: a good reason and the real reason.”
– J.P. Morgan

“The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.”
– Martin Luther King, Jr.

“Average leaders raise the bar on themselves; good leaders raise the bar for others; great leaders inspire others to raise their own bar.”
– Orrin Woodward

“You don’t have to hold a position in order to be a leader”
– Henry Ford

“Screw it, let’s just do it.”
– Richard Branson

“There is no education like adversity”
– Benjamin Disraeli

“If we strip away our egos, desires, fears, and insecurities, all that would be left is happiness”
– Russell Simmons

“If one is lucky, a solitary fantasy can totally transform one million realities.”
– Maya Angelou

An executive order by Governor Charlie Baker has set off alarms among environmentalists, consumer activists, and unions leaders, who fear it will dismantle some of Massachusetts’ strict regulations governing the state’s water and air quality standards, worker safety requirements, and health regulations.

To the surprise of no one, Republican governor of Massachusetts looks to reverse decades of environmental leadership. Recall Mass v EPA, where Massachusetts victoriously sued the EPA to recognize and manage climate change. Noting, as usual, young voters stayed home during Baker’s election campaign.

The leader should not obey the public; he should serve it, which is a different thing. To serve it means to direct the exercise of the command for the people’s good, achieving the good of the people ruled, even though the people itself be unaware what its good is; in other words, to feel himself in tune with the people’s historical destiny, even though dissenting with what the masses feel a desire for.
—  José Antonio Primo de Rivera

HAPPY 4/20? #JustSayNo #prestonlopez #UnApologeticDominican #Gratitude #Dream #artist #power #create #inspire #spiritual #soul #love #paintings #art #lawofattraction #belief #universe #awaken #ego #success #thesecret #wakeup #believe #leadership #manifest #movement