You Bring Meaning to It

Weekly Roundup Weeks Ending 9.4.2016 and 9.11.2016

“Life is without meaning. You bring the meaning to it.” ~ Joseph Campbell

What’s the common theme in everything that shows up in your life? This may not be very obvious to you at first glance, but when you think about it, you will realize that, of course, it’s you. You are the one who gives meaning, if there is to be any, to everything that shows you_bring_meaning_to_lifeup in your life. You are the main character in the story that’s you and your life. And that story, your life experiences tied in a thread, gives you a perspective. That’s why, the meaning that you and your team give to the data and the information that’s there for you to process is extremely important. In fact, that – the meaning you have for the information you review – is the only thing that matters to you.

I suggest that you pick only one piece of information that’s relevant to you from the following articles and see where and how it could be applied to your business, your work or your life. Let the rest go by the wayside for now; it will be here on this blog if you need to come back and review later.

Branding, Marketing, and Sales

Never before in the known history was it easier to control how people perceive you. But, it’s also easier than ever for others to define you. Who is winning the war for your personal brand – you or them? (Nobody Can Define Who You Are)

My takeaway: Don’t trade your “humanness” – fun, creativity and independence in this case – for obsessive analytics and performance measures.  (4 Branding Lessons from Asking MailChimp Anything)

“Stories make us experience information, as opposed to just consuming it.” (Why storytelling is essential to effective communication)

Leadership and Management

Idea: The reason why managers become the bottlenecks in an organization is because they really don’t know what they are supposed to be doing as a manager! Agree or Disagree? (Are Your Managers Bottlenecks in Your Improvement Process?)

Our smartphones offer a terrific opportunity to minimize extraneous in-person communication. But it also means that we need to get the most out of those communications when they do happen. How would you make in-person conversations in your workplace more meaningful when they do happen? (Do face-to-face meetings matter anymore?)

How risky is it to be fully transparent about an important decision? How do you (or do you, really?) deal with that risk? (How one founder’s $5 million risk paid off)

As you read this, ask yourself: “How can I use data, ‘big’ or small, in managing my people better?” (15 Visual Insights To Get Your Organization Ready For The Future)

Research, Development, and Customer Service

#6: Find ways to make people feel like they are dealing with human beings, not machines, even as you build a process to manage incoming work requests. (5 Best Practices for Managing Incoming Work Requests)

 HR, IT and Finance

#9: They don’t use their superior technical knowledge to impress – or intimidate – the non-techies! Instead, they impress with their ability to fully understand and appreciate their customers’ issues and challenges. (8 attributes of amazing IT managers)

Learning, Personal Development, and Self-Mastery

Don’t let others define how you set and achieve goals. (Know Your Innate Goal-Setting Style to Move Forward in Life)

One way to truly learn is to question some of our most sacred dogma: “Taleb convincingly criticizes everything from the Gaussian curve and the scientific method, to heuristics and human cognition.” (Book review: The Black Swan)

When you multiply your efforts, you work smarter, not harder. (A guide to productivity – the Multiplier Manifesto)

‘Till next time,


Is your business built around your people’s strengths? You can find out here by taking Business Health Check AQ. It’s free and comes with a strategy guide to help you leverage your people’s strengths and compensate for their weaknesses.

Copyright 2016 Bhavesh Naik and Awayre, LLC. All rights reserved. Articles referred from this site are the properties of their original authors.

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