Secret Behind the Smiles | Akash Dodeja and Simran Dhanwani | TEDxNIELITAurangabad

Secret Behind the Smiles | Akash Dodeja and Simran Dhanwani | TEDxNIELITAurangabad

Akash Dodeja, the name that reverberates in the minds of the YouTuber, viewers watching the videos of "Ashish Chanchalani Vines".He is a famous pseudonym of "Jadoo" featuring in those videos, still counting millions of views under the enterprise of "Ashish Chanchalani Vines" Simran Dhanwani is an actress, dancer, the comedian has had worked in many of the "Ashish Chanchalani Vines". She seems to be the lone female personality to apply the flag of talent in every one of the videos produced under "Ashish Chanchalani Vines" Akash Dodeja , the name that reverberates in the minds of the YouTuber, viewers watching the videos of "Ashish Chanchalani Vines".He is a famous pseudonym of "Jadoo" featuring in those videos , still counting millions of views under the enterprise of "Ashish Chanchalani Vines"
Simran Dhanwani is an actress , dancer , comedian has had worked in many of the "Ashish Chanchalani Vines". She seems to be the lone female personality to apole the flag of talent in every one of the videos produced under "Ashish Chanchalani Vines" This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx

Fearless | Allison Kirkby | TEDxGreekStWomen

Fearless | Allison Kirkby | TEDxGreekStWomen

2020: The year of fearless women.
How we can all become more fearless? Experienced Chief Executive and Board Member with a demonstrated history of working in the TMT, FMCG and Retail industries. Recognised for creating significant shareholder value, and for building and successfully leading strong teams in periods of change, Allison is one of the most successful TMT sector CEOs, in recent times. She is also one of Sweden’s most successful CEOs, and awarded Most Powerful Female CEO in 2017, and Female Boss of the Year in 2020. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx

El reto de la transición sostenible: carreras STEM y género | Sara Romero | [email protected]

El reto de la transición sostenible: carreras STEM y género | Sara Romero | TEDxYouth@CRC

Sara nos ayuda a comprender el impacto de las carreras STEM en nuestra sociedad de hoy Obtiene el título en Ingeniería Industrial por la Universidad Politécnica de Madrid (UPM) en 2020. Realiza su especialización en técnicas energéticas a través de dos estancias en universidades alemanas, Darmstadt y Múnich. En Darmstadt, forma parte del equipo de Ingenieros Sin Fronteras local desarrollando un proyecto de potabilización de agua por medio de energía solar e investiga sobre generación por biomasa con capturación y almacenamiento de carbono (BECCS). En Múnich, trabaja en nuevos conceptos de movilidad eléctrica en cooperación con Grupo BMW y elabora su Trabajo de Fin de Máster como parte del proyecto Previsor de Demanda, colaboración Red Eléctrica de España y UPM. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx

Lecciones de Ted Lasso sobre liderazgo – Entrepreneur

5 min read

Las opiniones expresadas por los colaboradores de Entrepreneur son personales.

Siempre he creído que el cine y la televisión dan muy buenas enseñanzas para los emprendedores, tanto en nuestros entornos personales como profesionales. Cuando vi la nueva serie de Apple TV Plus, Ted Lasso, inmediatamente me dieron ganas de escribir sobre ella. Se trata de una comedia producida y protagonizada por Jason Sudeikis (Saturday Night Live), cuya trama gira en torno a Ted, un coach de futbol americano que es invitado a Inglaterra para entrenar a un equipo de la Premier League. Además de ser una historia ligera y divertida (que gustará a fanáticos y no del soccer), cada episodio tiene elementos que podemos retomar para el liderazgo de nuestras empresas y proyectos. Estos fueron los que encontré: 

1. Hay que disfrutar el proceso

Para Ted, el objetivo no es ganar (algo que, claramente, no es bien visto entre los directivos), sino disfrutar cada entrenamiento, cada partido, cada derrota y cada triunfo. Si la única misión de tu negocio es ganar dinero y todos los esfuerzos van encaminados a ello, es probable que no logres el éxito. 

2. La motivación cambia de persona a persona

Ted sabe que Jamie (la joven estrella) no responde a los mismos motivadores que Roy (el veterano). Conoce a cada uno de sus jugadores y sabe qué es lo que los mueve. No todos los empleados son motivados por el dinero o la posición, hay quienes prefieren mayor libertad, otros mayor capacidad de toma de decisiones. Si quieres tener a todos en tu equipo motivados, identifica los intereses de cada uno. 

Imagen: vía GIPHY

3. Aprende a escuchar a TODOS

Nathan es el aguador del equipo, pero tiene propuestas muy interesantes sobre cómo trabajar con los jugadores, así como propuestas de jugadas. Ted no sólo lo escucha, sino que valora su opinión y ejecuta sus recomendaciones. Esto puede pasar en tu empresa: nunca sabes de dónde pueden venir las mejores ideas. 

4. En un equipo, el “yo” no existe

Los grandes equipos no se hacen de unas cuantas estrellas, sino de grupos de gente que saben confiar entre ellos. Jamie es un gran jugador, sin embargo, siempre está buscando la gloria personal. Cuando Ted consigue que lo entienda, no sólo cambia su visión, sino que hasta consigue la victoria. 

5. La humildad te da grandeza

Ted llega a Inglaterra sin entender acerca del soccer y sus reglas. Esto le genera muchas críticas entre su equipo y los medios de comunicación. Pero su actitud nunca es soberbia, él sabe sus limitaciones y entiende que debe buscar el apoyo de los demás. Como emprendedor, nunca lograrás ser un experto en todos los temas, no finjas que tú puedes resolverlo todo solo; apóyate en quienes conocen del tema. 

6. Busca los puntos de encuentro entre tu equipo

Antes de la llegada de Ted, el AFC Richmond tenía varios desencuentros entre sus miembros. Poco a poco, Ted va encontrando puntos donde todos se sienten identificados y se llegan a conocer mejor. Esto ocurre en todos los equipos: hay gente que se lleva bien, y otros que no, pero un buen líder logra minimizar las diferencias y potenciar las coincidencias. 

Imagen: vía GIPHY

7. La clave está en las personas

Finalmente, la razón por la que Ted se convierte en un líder querido y respetado es porque su verdadero interés está en el bienestar de la gente, y eso incluye desde la directora, hasta el asistente y cada uno de los jugadores. Cuando un emprendedor entiende esto es cuando consigue tener éxito.  

8. Nuevos talentos + experiencia

Los jugadores jóvenes inyectan al AFC Richmond vitalidad y energía; mientras que los “veteranos”, la experiencia. Intenta reunir a un equipo que pueda darte ambas cosas: los jóvenes aprenden mucho de los más experimentados y viceversa. 

9. Rodéate de gente que no tema decirte la verdad

Cuando Ted se equivoca, su asistente no teme confrontarlo y dar su opinión. No sumes gente a tu equipo que siempre te diga lo que quieres escuchar; busca personas que te complementen, agreguen valor y sean honestos contigo. 

10. Nunca subestimes el elemento sorpresa

Cuando el AFC Richmond se enfrenta al Manchester City, un equipo muy superior, Ted aplica varias jugadas sorpresa para confundirlos y perder su confianza. Tu mejor herramienta como emprendedor para enfrentar a los grandes competidores es innovar, probar cosas diferentes a lo que hacen los demás. Imitando lo que ya se hace no llegarás a ningún lado. 

11. Bonus: Cree

Desde el primer día que Ted ejerce como coach cuelga en los vestidores un letrero con la palabra “Believe”. Este es un mensaje motivador para todos en su equipo: cuando hay confianza en uno mismo, no hay imposibles. 

Imagen: vía GIPHY

Feel-Good Messaging Won’t Always Motivate Your Employees – Harvard Business Review

Executive Summary

When a company wants to change employee behavior — especially when that change will benefit both society and the company’s bottom line — what’s the best community strategy? While using prosocial motivation (for example, “this will help the environment”) may seem like a win-win, new research suggests that a more banal type of motivation (“this will help us cut costs”) might be a better bet. Why? Employees are often skeptical when “feel good” messaging seems disingenuous, especially when there’s evidence that the change in question is not purely for the good of society. While there are situations where prosocial motivation can be effective, leaders should carefully consider the circumstances before tugging at employees’ heartstrings.

MicroStockHub/Getty Images

The idea that your actions at work contribute to the betterment of society — to help protect the environment, end poverty, or promote social justice — is an inspiring one. Recent research suggests that it can be a powerful motivator too. Indeed, the once-monolithic view of financial incentives as the way to motivate employees has been challenged by a wave of studies showing that linking people’s work to prosocial causes can motivate people in ways that transcend their paycheck or bonus. Employees want to see themselves as good people and work on behalf of organizations that positively contribute to the world. Consequently, when their actions advance a prosocial cause, they may work harder, for longer hours, and even for less compensation.

It is no surprise, then, that when leaders seek to motivate their workforce by taking up “win-win” behaviors — ones that are good for both society and a company’s bottom line — many assume it’s best to frame their appeals in prosocial terms. Whether it’s getting employees to use less energy at work or nudging delivery drivers to reduce the time their vehicles are idling, a statement such as “Help conserve the earth’s vital resources” would seem more motivational than “Help conserve our company’s vital resources.”

But is that actually right? Sure, practical rationales for changing behavior don’t seem as righteous or sexy as prosocial ones. But they do very clearly signal that an organization’s motives are genuine. If you claim to be driven by a desire to make society better, your employees may wonder if this is actually true, whereas if you provide simple, practical rationales, they’re unlikely to question them. That made us wonder: Is it better to motivate employees by inspiring them with a sense of prosocial purpose, or by communicating more humdrum but genuine-feeling reasons to change their behavior?

In soon-to-be-published research, we investigated this issue by studying a change initiative at a large university — and what we found challenges conventional wisdom.

The initiative involved convincing employees to plan and coordinate orders of office supplies so that every order would reach a value of at least $50, a practice we refer to as “bundling.” This represented the kind of opportunity that most organizations relish: a way to reduce both costs and environmental footprint. But leaders had to figure out how to communicate why they wanted employees to change their behavior. Should they extol the prosocial, environmental benefits? The instrumental cost savings? Or both?

We designed a field experiment find out. We randomly assigned employees to view either a prosocial (“limiting pollution”), instrumental (“limiting costs”), or mixed motive (“limiting pollution and limiting costs”) message for caring about bundling each time they access the organization’s procurement system. We then evaluated changes in employees’ behavior by comparing a six-month pre-study period to a six-month experimental period, covering 10,169 purchases in 556 university offices.

To our surprise, the prosocial message was actually the least effective in changing employee behaviors — and the instrumental message was most effective. The mixed motive had less clear effects, but it tended to be in the middle. This result stands in stark contrast to the idea that when in doubt, organizations should tout their contributions to environmental sustainability and other prosocial goals.

To understand why we got the results we did, we conducted additional survey experiments with a separate group of people. We described the concept of bundling and then presented one group with the prosocial motive and another group with the instrumental motive, just as in the field experiment. We asked everyone how they viewed the organization given its expressed motive for bundling and whether they would be inclined to bundle if they worked there. We found that when organizations offer a prosocial rationale for a behavior that also advances their bottom line, people see the organization as less genuine — they question whether senior managers are disclosing what they really care about. Offering a cost-savings message may not conjure inspiration or a profound purpose, but it seems real and true to employees. And it turns out that seeming genuine matters. We find that people are more willing to change their behaviors when they believe the motives the organization claims are its true motives.

This is not to say that prosocial messages are bad thing. They have many virtues outside the scope of our work. Attaching a broader prosocial purpose and meaning to work can provide inspiration, a sense of belonging, and deepen one’s commitment to an organization. Even in the context of our survey experiments, we observe the power of prosocial messages to engage people — but only when people perceive them to be true. We suspect that in many organizational contexts the notion of a purely prosocial motive would be met with skepticism. This is important because the “win-win” contexts in which organizations have much to gain financially from prosocial behaviors may be the very ones in which leaders should be most wary about extolling their prosocial motives. It may be that prosocial motives may only seem genuine and prove effective for changing behavior in selective contexts — when organizations have consistently acted in ways that align with prosocial values, for example, even when costly.

These findings have direct and potentially substantial implications for organizations seeking to promote a wide range of activities that can be justified on both prosocial and instrumental grounds—whether they can make a case for diversity based on social justice or performance, or for improving working conditions in supplier factories with an appeal to morality or risk reduction.

Prosocial values have the potential to inspire and motivate under certain conditions, but in many organizational contexts it may simply be more effective to acknowledge bottom-line concerns. In our university case, that meant encouraging leaders to say, “We care about limiting costs” — not a profound declaration but one that comes across as authentic.