Apple's Bing Moves and Search Considerations | Multitasking Focus Strategies | Ukraine's Winter Adaptation in Kyiv | Navigating Relationships with Unfriendly Colleagues

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Microsoft revealed this week that Apple used Bing as a ‘bargaining chip’ with Google search, but it reportedly considered buying it and bringing search in-house - Fortune

Microsoft had discussions about selling its Bing search engine to Apple, but the talks never went beyond a preliminary phase, Bloomberg reported.

The deal would have let Apple used Bing to replace Alphabet’s Google as the default search engine on Apple products. Details about when exactly the talks occurred or the price discussed was not reported.

The leak about the negotiations comes as Microsoft, Google, and Apple executives are taking the stand in a historic antitrust trial that has peeled back the curtain on search bar deliberations at the highest echelons of Big Tech. The federal government has sued Google for allegedly abusing its dominance in the search market.

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How to Stay Focused If You’re Assigned to Multiple Projects at Once - Harvard Business Review

Most of us are juggling multiple teams at once. In theory, this system of “multiteaming” offers a number of upsides: You can deploy your expertise exactly where and when it’s most needed, share your knowledge across groups, and switch projects during lull times. The reality, though, is a lot more complicated. You’ve probably experienced some of the challenges of multiteaming — some of the most common include how to manage your time, stress, and development. To better manage your time, try prioritizing and sequencing your work. To better manage your stress, try setting and communicating expectations. And to better optimize your development, try blocking out time for actual learning.

Few people today have the luxury of working on a single project at a time; most of us are juggling the demands of many teams at once. In theory, this system of “multiteaming” offers a number of upsides: You can deploy your expertise exactly where and when it’s most needed, share your knowledge across groups, and switch projects during lull times, avoiding costly downtime.

The reality, though, as we found in our research over the last 15 years, is a lot more complicated. For many people, getting pulled across several different projects is stressful and less productive than theory would suggest. Switching attention between tasks takes time and saps your focus and energy. Moving between teams, you probably also need to adjust to different roles — you might be the boss on one but a junior member of another, for example — which changes not only your level of accountability but also your ability to juggle resources when a crunch time hits. Different teams encompass their own unique cultures, including relationships, routines, symbols, jokes, expectations, and tolerance for ambiguity, which requires energy to handle. And unless you carefully plan and negotiate your contribution on each team, you may end up doing repetitive work instead of pushing your own development.

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Winter is coming to Ukraine, but Kyiv is adapting its tactics | CNN -

Ukraine will soon face its second winter at war, and the bold campaigns of a year ago that saw significant gains in Kharkiv and Kherson seem a distant memory.

The Ukrainian military is now waging a war of intense attrition against stubborn and larger Russian forces along a front of nearly 1,000 kilometers. It is still desperately short of air power, and offensive action will be disrupted by the deteriorating weather.

The Russians are likely to launch another campaign to cripple Ukraine’s energy infrastructure, plunging its people into a dark winter. On the battlefield, the Russians have adapted. Next year’s defense budget will be 70% higher than this year’s. They are in this for the long haul.

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Managing a Colleague Who Doesn’t Like You - Harvard Business Review

One of the toughest situations you can face as a new manager is having a direct report who holds negative feelings towards you. Here are ways to manage the situation.

As a leader, you can’t expect everyone to like you. Likability, as is the case with many things, needs to be earned. Still, one of the toughest situations you can face as a new manager is having a direct report who holds negative feelings towards you.

Throughout my experience as an executive coach, I’ve worked with numerous managers and leaders who have “been there.” How do you deal with this kind of dilemma at work?

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