What If We Collapsed Like Rome?

What If We Collapsed Like Rome?

In this video, we explore what might happen in the short and long term if our civilization met the same fate as Ancient Rome.

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These songs performed by Kevin Macleod Available under the Creative Commons Attribution 3.0 Unported license.
Download available at incompetech.com

Private reflection
The Pyre
Lightless dawn
Dark Times
Majestic hills

From the YouTube audio library:

Vaculator Blues
Far the Days come

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How The Nazis Took Control | Hitler’s Propaganda Machine | Reel Truth History Documentaries

How The Nazis Took Control | Hitler's Propaganda Machine | Reel Truth History Documentaries

The use of propaganda in Hitler’s Nazi regime. The first episode examines the Fuhrer’s fascination with propaganda, which began in the trenches of the First World War. Hitler saw propaganda emerge as a powerful tool of psychological warfare, one that he would use to build the Nazi movement.

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Hitler’s Propaganda Machine: Episode 1

#Hitler #Nazi #Propaganda

Getting Transparent: Make Every Deal a Fair Deal

Guest post by Marc Effron:
Many companies still refuse to be transparent with their employees about their potential to advance. Those companies often say they’re concerned that if some employees are told they have high potential to advance, it will disengage employees who learn they’re not in that category. That’s true only if being a high potential is seen as the only “fair deal” at your company. We believe that it’s beneficial to be transparent with every employee about their potential, and that these conversations will be far easier if every deal is seen as a fair deal.
By “fair deal,” we mean the investment that you make in an employee based on their performance and potential to advance. While being assessed as a high potential leader brings you one type of investment, everyone should get the deal that reflects their expected contribution to the company.

How Fair is the Deal?

Before we differentiate, let’s ensure that every employee has a great baseline experience that includes working for an organization they can be proud of, having a quality manager and the opportunity to develop. That baseline ensures that everyone is working in an environment that supports their performance and engagement.
Above that baseline, every employee should get a deal that’s based on their current and likely future contribution. It should include their compensation and, more importantly, their fair share of the other development resources the company offers. This may include critical experiences, exposure to key leaders, internal and external development courses, highly visible projects and high potential programs, among other investments.
The different deals should clearly differentiate your investment in leaders, with higher performing and higher potential leaders receiving disproportionately more investment.
How disproportionate depends on your Talent Philosophy.
We find a simple way to determine the deal is to use our Talent Investment Grid (TIG). The Talent Investment Grid is a performance and potential grid that details how you plan to invest in leaders in each box. It’s a simple tool but it requires that you have either an executive Talent Philosophy or a very clear understanding of how your senior leaders want to differentiate people investments.
With that Talent Philosophy guidance in hand, gather a small number of senior HR leaders for a 90 minute, highly focused exercise to fill in your TIG. The process is as simple as:
Step 1: List all of the major development and reward elements that an employee might receive in a differentiated way. That includes the items listed above and any other performance-related benefit. This excludes any reward based on tenure and any benefits available to everyone.
Step 2: Identify how you want to allocate each element. Classify each element as Yes, No, Consider (i.e. expatriate assignments may be Yes for Hi Po’s and Consider for those in the center box) or Preferred Access.
Step 3: Get input from the important stakeholders in your organization and revise the grid accordingly. Your goal is a practical tool that helps managers better align the company’s investment with an individual’s performance and potential. A finished grid should look something like Figure 1 on the next page.
Talent Investment Grid Example:

Using the TIG to Support Transparency

After you’ve developed the TIG, educate managers about the tool and how to use it. They should understand that the TIG provides guidelines, not rules, but that similarly placed people should have relatively similar investments. Your high potential leader should have a meaningfully different investment than your average performing, well-placed leader. Ask managers to use the grid as a guide when considering assignments, experiences, projects, bonuses, etc.
This next step is optional but, if you want to be transparent, strongly recommended. Communicate the TIG to your employees. Transparency about the fair deal means that they should understand their deal and the other possible deals as well. This will lead to a few uncomfortable conversations but many more productive ones. Employees will know their deal and will understand what to do in order to get a different deal (increase their performance, demonstrate more potential, or both).
We understand that it’s not easy to decide how transparent to be with your company’s employees. We believe there are a few good reasons to not communicate potential ratings (they’re not accurate, there’s no differentiated investment associated with them) but many more reasons to share them (reaffirm to your best talent that they’re your best, create a culture of transparency, help managers to make smarter and more consistent talent decisions).
Transparency isn’t easy but, if we shift our mindset away from high potential being the only fair deal, it makes if far easier to be honest with everyone about where they stand.
Marc Effron, top 100 Influencer in HR and founder and President of the Talent Strategy Group and Talent Quarterly magazine. Marc helps the world’s largest and most successful companies improve the quality and depth of their talent. In his latest book8 STEPS TO HIGH PERFROMANCE: Focus on What You Can Change (Ignore the Rest), he separates the behaviors you can control from the traits you cannot so you can deliver your highest potential performance at maximum efficiency.

Why Leaders Need to Role Model and Live Your Company Values

Guest post from Debra Corey:
My 18 year-old daughter has entered the workforce, full of energy, full of passion and full of some very strong opinions. And her top opinion, her absolute top pet peeve is when a leader or manager says one thing and does another. In her words, she hates hypocrites! And yes, she may be young, and she may still be learning her way around the workplace, but she is actually right – our employees deserve leaders who walk the talk!
One area where this is absolutely critical is when it comes to company values, the subject of my new book, ‘Bringing Your Values Out to Play’. It’s so important that I devoted an entire chapter to it, talking about why it’s important that leaders role model their company values, showing their workforce what they mean and how they should be lived.
But why are values important? What purpose do they serve to your company? Here are three answers to this question:
1. Values define who you are.
Values define who you are as a business, what you stand for (and against), and what you are willing to fight for. This is important because it tells potential and existing employees and customers what you believe in and how you’ll behave, clearly defining this upfront in a meaningful way. And in this competitive world, the better we can do this through our values, the better chance we have of standing out from our competitors and attracting and retaining talent and customers.
2. Values guide decisions and actions.
Values act as guidelines, guiding principles, or guideposts to your employees, helping them make everyday operational and strategic decisions, even when leaders are not around. When used properly, employees use them to ask questions such as, “what do my values say about this?” and “how can my values help me choose a path and make a decision?” This is important at all times, but especially in bad or challenging ones, where values provide the focus and guidance we need to persevere.
3. Values fuel your workforce.
Values give your employees the energy and passion to not only make decisions, but to get things done. This passion, this energy, is so critical in the business world, and when being led by values, it ensures that it’s being done in the right way and in the right direction.
Company values can and should be one of the most strategic tools a company has, helping your employees and your company achieve its mission and purpose. Which is why it’s worrying that according to data from Reward Gateway only 32 percent of employees say they feel informed about their values, and according to data from Gallup only 23 percent of employees use them as they go about their work.

To change these numbers we need our leaders to start leading from the top, for when it comes to company values – it all starts and stops from the top, with our leaders!

Start by making sure that your leaders fully understand your company values, don’t assume that they do. Ensure they know what they mean, how they impact their decisions and actions, and how they should and need to be lived. Take the time to help them understand them, making them more than words on a wall, but something they use over and over again as a filter for their decisions and actions.

Next, hold your leaders and managers accountable for role modelling and living your values – never ever let them off the hook for something this important. Remember, they are setting the tone and direction for others to follow, signalling what should and shouldn’t be done. If they’re not doing this, they’re taking their team down the wrong path!

And last, but certainly not least, is to be brave and let go of any of your leaders and managers who after all you’ve done to support and develop them are not role modelling your values. It’s the right thing to do for your business, and the right thing to do for your workforce. It may be difficult, but your values will never do what you need them to do if your entire workforce is not bringing them out to play.

Remember, we don’t want hypocrites leading our business, we want and need leaders who truly walk the walk, using values to help and guide them at every step.

Debra Corey is a much-admired, charismatic and highly respected figure in the Human Resources world, recently being named one of the top 101 global employee engagement influencers. She’s had a varied and exciting career over the last 20+ years, working for global companies such as Gap Inc., Honeywell, Merlin Entertainments and Reward Gateway to name a few, where she’s developed and delivered HR strategies in a rebellious way, pushing the boundaries and challenging the status quo to truly drive employee engagement.
She’s a three-time author, with her latest book on company values titled ‘Bringing Your Values Out to Play’, and her previous books being ‘Build it: The Rebel Playbook for Employee Engagement’ and ‘Effective HR Communication: A framework for communicating programmes with IMPACT’.