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Gregory Esau
Works at SmartSwarms Management and Consulting
Attended The School of Life
Lived in Vancouver
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Gregory Esau

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Whither Ye Performance Ranking
Yo Big Dawg, It's the 21st Century

Performance rankings and rating are....Killing your people's ability to perform. 
If you want a high-performance organization, you have to reverse the destructive effects of conventional PM.

As always, we must be aware of context and situational applications. 
That said, there's plenty to compare with performance metrics and public education. It's an assembly line approach that by and large squashes out a lot of nuance, and skilled practitioner's skill at either teaching or managing because of the need to conform to standardization of testing and performance. 

It's a huge challenge, in that companies find it hard to move on. While they may know their system isn't working, without knowing what to move on towards, inertia keeps the status quo in place. 

Yet both managers and employees find these systems dispiriting and exhausting. Kansas State University management professor Satoris Culbertson, who studied the response to more than 200 performance reviews, argues that the mere act of receiving a numerical rating can be perceived as negative feedback, and even people with a growth mind-set don’t react well to negative feedback. “You would think that having so many smart people try thousands of variations of a [ranking] scale over decades, someone would have found the right way to do this,” says Brian Kropp, who leads the CEB human resources practice. “But no one has.”
Neuroscience shows why numbers-based HR management is obsolete.
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Gregory Esau

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Many Cloaks
Several Daggers

I'll resist editorializing for now, other than perhaps to say (again) that Greece got screwed. 
 
Yanis Varoufakis, the former finance minister, told a group of investors in London that a five-man team under his control had been working for months on a contingency plan to create euro liquidity if the European Central Bank cut off emergency funding to the Greek financial system, as it in fact did after talks broke down and Syriza called a referendum.

The transcripts were leaked to the Greek newspaper Kathimerini. The telephone call took place a week after he stepped down as finance minister.

"The prime minister, before we won the election in January, had given me the green light to come up with a Plan B. And I assembled a very able team, a small team as it had to be because that had to be kept completely under wraps for obvious reasons," he said.

Mr Varoufakis recruited a technology specialist from Columbia University to help handle the logistics. Faced with a wall of obstacles, the expert broke into the software systems of the tax office - then under the control of the EU-IMF 'Troika' - in order to obtain the reserve accounts and file numbers of every taxpayer. "We decided to hack into my ministry’s own software programme," he said.

[...]

Mr Varoufakis claimed the cloak and dagger methods were necessary since the Troika had taken charge of the public revenue office within the finance ministry. "It’s like the Inland Revenue in the UK being controlled by Brussels. I am sure as you are hearing these words your hair is standing on end,” he said in the leaked transcripts.

Mr Varoufakis said any request for permission would have tipped off the Troika immediately that he was planning a counter-attack. He was ready to activate the mechanism the moment he received a "green light" from the prime minister, but the permission never came.

"I always told Tsipras that it will not be plain sailing but this is the price you have to pay for liberty," he told the Telegraph.

"But when the time came he realised that it was just too difficult. I don't know when he reached that decision. I only learned explicitly on the night of the referendum, and that is why I offered to resign," he said. Mr Varoufakis wanted to seize on the momentum of a landslide victory in the vote but was overruled.

[...]

"[German finance minister Wolfgang] Schauble believes that the eurozone is not sustainable as it is. He believes there has to be some fiscal transfers, some degree of political union. He believes that for that political union to work without federation, without the legitimacy that a properly elected federal parliament can render, can bestow upon an executive, it will have to be done in a very disciplinary way.

[...]

"And he said explicitly to me that a Grexit is going to equip him with sufficient terrorising power in order to impose upon the French that which Paris has been resisting: a degree of transfer of budget-making powers from Paris to Brussels."

Mr Varoufakis told the Telegraph that Mr Schauble had made up his mind that Greece must be ejected from the euro, and is merely biding his time, knowing that the latest bail-out plan is doomed to failure.

http://www.telegraph.co.uk/finance/economics/11764018/Varoufakis-reveals-cloak-and-dagger-Plan-B-for-Greece-awaits-treason-charges.html
Former Greek finance minister Yanis Varoufakis claims he was authorised by Alexis Tsipras to look into a parallel payment system
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Gregory Esau

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I Just Hope They Don't Shutter The Doors
Sunk Cost Fallacy?

I have, along with many others I've grown fond of, invested a lot of time and effort into Google Plus. 
I don't want to walk away just yet, but give Google's history, it's sketchy as to how much more effort I invest in G+. 
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+Tanveer Naseer RE: 'what we're seeing again from Google is that they do run with an engineering mentality' < Superb quote! That pretty much nails it for me and I suspect you are very right that at this point in time, it's a matter of wait and see how things will move on, when G+ is stripped off from everything that was successful and see if it will still hold. Something tells me it won't and we will be saying good-bye to it soon enough. Hope time will prove me wrong this time around ... I will miss it. But then again that's what happens when you just focus on one end of the equation and you ignore the most important one: your customer base :-((
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I am So Down With This
Business Social

If you have read John Seely Brown's The Social Life of Information, or Christakes and Fowler's Connected, you would truly get the context of +Marie Wallace most excellent recent post. 
Information is social_, social is information. Data, Information, Knowledge, Wisdom. 

“fundamentally if we want to realize the potential of human networks to change how we work then we need analytics to transform information into insight otherwise we will be drowning in a sea of content and deafened by a cacophony of voices”
A while ago I was asked to take part in an event where I was asked to share why I believed that big data, and specifically analytics, would lay the foundation for the Future of Work; and I had to d...
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My pleasure, +Marie Wallace​, I loved how you brought that all together. 
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Outside In
Inside Out
#innovation  

A term I came up with to simplify a more complex concept it is Outside In, and Inside Out. Inside Out describes the need for organizations to wider and more globally from the inside out to deepen their perspectives, and break out of the tendency of tunnel vision. Outside In describes the need for organizations to bring in from the outside broader, more diverse viewpoints to prevent insular self perceptions, self-congratulatory groupthink mindsets.

The two combined are necessary for healthy organizational culture, and for conditions necessary to prime innovation.
I happen to think both incremental innovation, and as the author states here,  _"Radical Innovation"_ are necessary, they both rely on the Inside Out, Outside In mindset. 

Successful innovation requires what the authors of Radical Innovation have called “exploration competencies”—the ability to harvest ideas and expertise from a wide array of sources.1 For a company, that means bringing in insights and know-how not just from outside parties but from other businesses. The need for external perspectives seems almost self-evident: If a company stays locked inside its own four walls, how will it be able to uncover and exploit opportunities outside its existing businesses or beyond its current technical or operational capabilities? Yet perhaps even more self-evident to many companies is the need to lock in their innovation initiatives to protect them from competitors.

This urge to keep innovation inside is reinforced by both traditional and current thinking on the subject. If you look at the examples of innovation cited in books and articles, you’ll find that almost all of them describe the exploits of a group of employees within a single company—how they stumble on a new opportunity, struggle to overcome company politics and other internal impediments, and ultimately either succeed or fail to commercialize their discovery. Most theories of innovation are similarly introspective. Gifford Pinchot III coined the term “intrapreneuring” in the 1970s; the very name implies an internal focus. Rensselaer Polytechnic’s Severino Center for Technological Entrepreneurship recommends building internal innovation hubs. Many management gurus suggest that innovation be thought of as a core competency—a distinctive capability that a company nurtures within itself and protects from outside competitors. Even the concept of “knowledge brokering,” which sounds like it should involve collaboration between companies and across industries, is most often described in terms of individuals and groups working within one company.

While the article is 2003, the premise rings as true today as it did then. What's changed is the deeper understanding of the processes to develop innovation proficiencies.
One concept that is universal, is the Inside Out, Outside In mindset.  
As long as companies manage innovation as a secretive process, investment will be erratic and results disappointing. It’s time for a new, more open approach.
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The System use the membrane filters not to protect "The Product" from the competence, that is Stupidity that becomes on Lack of Resources for Excellency  and Fluent Resilience to the environment ... The membrane filters are made when the product is on testing phases to not deliver Trash products , then, the company close the reasearch team to protect the environment and The costumers  , not by Fear Competence ... Why Are You a Bunch Of Stupid Cowards without Creativity and Excelence???

Making Of Your Mediocrity , lacks of Intelligence  , Stupidity, lacks of Excellency as Nice Businesses Strategies ... That close of files by Fear of Competence , just say that those corporations are not in charge of Innovation ...  

When The Team is made of the best resources , No one can imitate those products ...

With real Excellency , There are not Competence ... Not Need to hide the products to come ... What is hidden are the projects that are not already tested as optimal ... 

Do you Know about Excellency?? 

Do you Know how works Excellency???

Or you want to get on a cavern selling your Fears about The Competence as a Product???

Fearful Farmers fearing the environment... 
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The Ecosystem
Interdependecy
#businessecosystems  

Not all products are ecosystem dependent, but for many breakthrough innovations, ecosystem interdependency is an increasing part of the nature of success. 
Greatness on your part is not enough. You are no longer an autonomous innovator. You are now an actor within a broader innovation ecosystem. Success in a connected world requires that you manage your dependence. But before you can manage your dependence, you need to see it and understand it. Even the greatest companies can be blindsided by this shift. --Ron Adner The Wide Lens
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Gregory Esau

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How About We CrowdFund A Hit
On This Low Life Piece of S**T?

Like, WTF? Fucking game hunters and poachers. Fuck you you fucking fucktard. 
Oh, do I sound pissed? 
 
Meet one of the most low life scumbags on the planet.

This is not, by the way, "hunting". Deliberately luring an animal into a trap that becomes a shooting gallery in which any idiot could hit the target is not "hunting".

That this piece of scum "justifies" ruthlessly killing an animal such as lion as saying he did "nothing illegal" shows what ethics and brains this shit bag has.

I hope the hunter becomes the hunted and he is hunted out of business.

This is also an example what happens when too much money matches up with too little brains.

http://www.dailymail.co.uk/news/article-3177303/PICTURED-American-dentist-passion-hunting-killed-Cecil-Lion-bow-arrow-Zimbabwe.html
Walter J Palmer, a dentist from the state of Minnesota, is thought to have travelled to Zimbabwe and allegedly paid £35,000 ($55,000) to kill Cecil the Lion.
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Want to save lions? Look no further than your own plate. "The scientist Vaclav Smil, of the University of Manitoba, has calculated that simply measured by mass, humans now make up a third of land vertebrates, and the animals that we keep to eat – cows, pigs, sheep and so on – make up most of the other two thirds. All the wild animals – elephants, giraffes, tigers and so on – are now less than 5% by mass. It’s a measure of how they have been pushed to the fringes by humans."
http://www.theguardian.com/environment/2015/jun/21/mass-extinction-science-warning
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The Three Big Shifts
In Thinking Like A Leader
#leadershipdevelopment  

This is so good, I pretty much agree with everything said, word for word. I especially like this passage:

As a leader, you come to understand that relationships between the system components are paramount, rather than the components themselves. Discerning these dynamics is essential to achieving your desired outcome, which means you think about connectivity, and the extent and robustness of those connections. You accept that these relationships contain some performance factors you control and some you don’t — you are part of the system, but likely not its gravitational center — and that effective influence can amplify your impact on those beyond your direct purview.
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I was asked today to leave my place of residence. 

Welcome to my world. 

#stigma   #mentalillness  

http://tamingthepolarbears.blogspot.ca/2015/07/welcome-to-my-world.html
Today I was asked to leave my place of residence. This is the third time in less than twelve months.  The reason I was asked to leave my residence? Was I a disturbance? Did I cause trouble? Did I hurt anyone? Did I fail to ...
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Your points are well considered and I mostly agree. Your (and Brad's) criticisms of the psychiatric industry are richly deserved and long overdue. His going alone on treatment has led to vast improvement.
   My worries lie with this latest scheme. Having dreams are laudable. Brad's great ideas of the past, however,  have played a large part in his current difficulties. I expect this will be no different. Certification as a charitable enterprise, unlike a "GO-Fund-Me) appeal,  requires the meeting of a number of strict conditions, including accounting for the disposition of the funds. His lack of energy and resources must be also be taken into account.
   I care for the well-being of this man and fear the nearly inevitable fall-out from another crushing disappointment. What he first needs is some stability in his accommodations. Smaller, more attainable goals can and should follow. Encouraging this latest flight of fancy is not in his best interest. 
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Your Box
Is your Smart Room
#leadership  

That is, it can be. But you need to have a very good idea who should be there, who you should invest in to bring on board. 
In this latest from +Tanveer Naseer , he brings guest author Mike Figliuolo, whose talent matrix, in my opinion, is an excellent place to start in getting a fuller picture of who should inside your Smart Room, and who shouldn't be. 
Learn about how thinking inside the box can help leaders to better understand the behaviours of their employees and what motivates them to succeed.
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My pleasure, +Tanveer Naseer . As you so often do, your present excellent material that dovetails with my own sense of leadership needs, which in turn gives me greater confidence to be of service to prospective clients. 
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I Especially Like Number Three

These are all pretty good frameworks for different scenarios. What's needed is more context for each one. 

The exception is number three. If you are charging by the hour, you are contract labour, which is fine, if that is what you are doing. If you are creating value, you should be negotiating a percentage of the value created. Charging by time spent is a lousy way to treat a client. And a lousy way to grow a business. Hours are finite. Creating value has much more upside. 
Businesses need outside experts who can do the work, as well as provide training on what needs to be done. That's called leading by example.
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Hi Gregory. Can we chat! I m a widow
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Smart Networks
For Smart Swarms
#leadership   #smartnetworks   #smartswarms  

A great introduction by +Greg Satell into the employment of well crafted networks as part of implementing strategy, particularly in more complex environments.
Smart Networks and Smart Swarms are critical for innovation and collaboration, for engaging and inspiring passion in employees and free agent workforce, for giving the leadership a much more comprehensive look into capabilities of the organization beyond the numbers and performance reviews, and for a much more effective digital and social strategy. This is part and parcel for keeping the organization in a continual transformative state of mind. 

While formal structure and traditional lines of authority stayed very much in place, operating principles changed markedly.  The transformation wasn’t immediate, but soon personal relationships and shared purpose replaced rules, procedures and internal rivalries.  Even those resistant to change found themselves outnumbered and began alter their views.

That allowed McChrystal to also change the way he led.  While in traditional organizations information is passed up through the chain of command and decisions are made at the top, McChrystal saw that model could be flipped.  Now, he helped information get to the right place and decisions could be made lower down.  As a result, operating efficiency increased by a factor of seventeen.

Successful movements don’t just convert, they connect and that’s what drives lasting change. It is never enough to gather together a small cadre of true believers, because to achieve anything of any significance, larger networks must be brought to bear.

And that, in the final analysis, is the difference between John Antioco and Stanley McChrystal.  Where Antioco had to overcome resistance to his plan for transformation, McCrystal networked his organization so that it could adapt to change.  Because he forged a shared purpose among various constituencies, he didn’t need to drive transformation, merely facilitate it.

McChrystal writes that “the role of the leader was no more that of controlling puppet master, but of an empathetic crafter of culture,” and there’s more than a little truth to that.  But it was his ability to shape networks that allowed that culture to spread and, in doing so, enhanced his ability to both manage and lead.
It is never enough to gather together a small cadre of true believers, because to achieve anything of any significance, larger networks must be brought to bear
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Work
Occupation
Consulting. SmartSwarm Management and Consulting
Skills
Are you kidding? I'm a generalist and continual learner.
Employment
  • SmartSwarms Management and Consulting
    Founder, present
    I use the collective intelligence in business environments and networks to "Swarm" problems, create opportunities, to advance businesses and organizations towards continual adaptation.
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Previously
Vancouver - Victoria - Mission, B.C.
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Tagline
Smart Swarming The Future of Organization
Introduction

SmartSwarm Management and Consulting

Better Perspectives
Better Decisions
Better Context
Complex Problem Solving
Engagement
Leadership
Ecosystems

I use Google Plus as social media, to stay informed, to connect with collective intelligence, and keeping my perspective broad. 
I post to inform, broaden perspective, occasionally amuse, and to offer glimpses into my life and city. 
Bragging rights
I build things.
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Education
  • The School of Life
    Experience/ Trial and Error, 1959 - 2011
  • mission senior secondary
    1975 - 1977
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Male
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Amazing, incomparable dining experience. A must on any Whistler visit.
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