In a group-planning situation, it isn’t necessary for everyone to know what the next step is on every part of the project. Often all that’s required is to allocate responsibility for parts of the project to the appropriate persons and leave it up to them to identify next actions on their particular pieces. This next-action conversation forces organizational clarity. Issues and details emerge that don’t show up until someone holds everyone’s feet to the fire about the physical-level reality of resource allocation. It’s a simple practical discussion to foster, and one that can significantly stir the pot and identify weak links.
Adopting GTD sets people up for greater optimism because it enables them to draw connections between the successful completion of projects and their own purposeful and goal-directed efforts. Individuals identify meaningful projects, articulate the next steps needed to complete them, and then ideally follow through the process until the project is completed. As each “win” is achieved, it produces greater capacity for making more positive commitments.
Look at the arithmetic. If 20 out of 100 suppliers in a market make 80 percent of the profits—and say the profit in the market is $100—then that means the 20 winners make on average $80 divided by 20, which is $4 per winner. Similarly, the 80 losers make $20 divided by 80, which comes to $0.25 each. So the winners make $4 each, which is 16 times what the losers make each, 25 cents. That’s the logic of 80/20 and it explains why it is SO much better to be in the top 20 percent than the bottom 80 percent.
Imagine that you have a thorn in your arm that directly touches a nerve. When the thorn is touched, it’s very painful. Because it hurts so much, the thorn is a serious problem. It’s difficult to sleep because you roll over on it. It’s hard to get close to people because they might touch it. It makes your daily life very difficult. You can’t even go for a walk in the woods because you might brush the thorn against the branches. This thorn is a constant source of disturbance, and to solve the problem you only have two choices. The first choice is to look at your situation and decide that since it’s so disturbing when things touch the thorn, you need to make sure nothing touches it. The second choice is to decide that since it’s so disturbing when things touch the thorn, you need to take it out.
The technique of unconditional happiness is ideal because what you’re doing with the rest of your life is already defined—you’re letting go of yourself so that you can remain happy. As far as your spirituality goes, you’re going to grow very rapidly. A person who actually does this every moment of every day is going to notice the cleansing of their heart. This is because they’re not getting involved in the stuff that comes up. They’re also going to notice the purification of their mind because they are not getting involved in the mind’s melodrama. Their Shakti (Spirit) is going to awaken even if they know nothing about Shakti. They will come to know a happiness that is beyond human understanding.
So Globoforce built JetBlue a social “peer-to-peer” recognition program whereby any “crew member” (as employees are called) could nominate a coworker to be acknowledged for exemplary effort or performance. That acknowledgment would then be shared throughout the company on an internal newsfeed, where coworkers could publically post their own notes of thanks or congratulations. The recipient of the recognition would also be given “points,” much like credit card points or frequent-flier miles, that they could spend as they wished.
Specifically, for every 10 percent increase in instances of recognition, JetBlue saw a 3 percent increase in retention and a 2 percent increase in engagement, and an external evaluation by Symantec found a 14 percent increase in engagement scores overall.
While Internet giant Google looks at good grades in specific technical skills for positions requiring them, a 2014 New York Times article detailing an interview with Laszlo Bock, Google’s senior vice president of people operations, notes that college degrees aren’t as important as they once were. Bock states that “When you look at people who don’t go to school and make their way in the world, those are exceptional human beings. And we should do everything we can to find those people.” He noted in a 2013 New York Times article that the “proportion of people without any college education at Google has increased over time”—on certain teams comprising as much as 14 percent. Other companies are taking note. According to a 2015 article in iSchool-Guide, Ernst and Young, “the largest recruiter in the United Kingdom and one of the world’s largest financial consultancies, recently announced that they will no longer consider grades as the main criteria for recruitment.” The article quoted Maggie Stilwell, Ernst and Young’s Managing Partner for Talent: “Academic qualifications will still be taken into account and indeed remain an important consideration when assessing candidates as a whole, but will no longer act as a barrier to getting a foot in the door.” I’ve personally interviewed and hired more than 1,000 people for my companies over the years, and I’ve simply stopped looking at college grades or even at the college an applicant graduated from. I’ve simply found them to have no correlation with an employee’s success.