Smart Parents Say This When They Get Home From Work. Most Parents Do the Opposite | Who moved my chips? Life in an AI entrepreneurs’ houseshare | 3 Tests For Toxic Positivity In Your Organization | Operations in an Era of Radical Uncertainty

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Smart Parents Say This When They Get Home From Work. Most Parents Do the Opposite - Inc.com

What do you say to your child or children when you first get home from work? Do you tell them you're tired after a long day? If so, that's a mistake, according to Bob Pittman, co-founder and CEO of iHeartRadio, and co-founder of MTV among many other high-profile leadership roles.

"Some therapist gave some advice which really struck me," he told Roth. "You know, it's really easy, when you work really hard. You come home late, you got kids, very easy to tell the kids, 'Oh, I've had such a tough day.'"

The problem with that, he said, is that your children may wonder--if you don't enjoy your job--why you made the choice to spend that time working instead of being with them. That's particularly true if you're starting a company and spending very long hours at work, as entrepreneurs so often do.

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Who moved my chips? Life in an AI entrepreneurs’ houseshare - The Economist

It was 10pm at an absurdly ornate mansion in the Bay Area and a hackathon had just finished. About a hundred people were crowded into a room which, with its intricate gold mouldings and baroque fireplace, ought to have been hosting an ancien régime ball. For ten hours they had been labouring over their laptops, building applications that use artificial intelligence (AI). Now that the folding chairs and whiteboards had been pushed to one side, the real work of the evening could begin. It was time for networking – the analogue kind.

These were the luminaries, or wannabes, of the AI industry: entrepreneurs, developers, researchers and financiers. Rich Miner, a co-founder of Android, the mobile operating system, had paid the mansion a visit. Sergey Brin, a co-founder of Google, and Grimes, a musician and Elon Musk’s on-off consort, often appear at events here. A film crew making a documentary about the AI industry roved around the room.

I saw Rocky Yu, a compact man in white jeans and black T-shirt, amid the throng. The host for the evening, he was in his element making introductions, periodically tilting his head back with laughter. Yu, 39, launched his company, AGI House – a co-living space and events business – in February. He leases the mansion and sublets it to people who work in AI, charging them between $2,000 and $10,000 a month depending on how plush their room is.

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3 Tests For Toxic Positivity In Your Organization - Forbes

People are stressed, times are tough, and most leaders are naturally inclined to believe that everything will work out fine. While that's often a laudable sentiment, it can morph into something far more sinister: toxic positivity.

Toxic positivity is, at its core, an excessive and distorted form of positive thinking. It's the act of putting a positive spin on all experiences, regardless of how grave or severe they might be. For example, when leaders regularly say, "This is a blessing in disguise" or "All things happen for a reason," they're likely heading into toxic positivity.

The consequences of toxic positivity can be dire, creating a stifling work environment where genuine concerns are ignored or suppressed. This fosters a culture of mistrust, where employees feel unheard and invalidated. Over time, this can erode team cohesion, decrease morale, and lead to burnout. And by continuously disregarding genuine challenges and issues, the organization risks being blindsided by problems that could have been managed or even averted. So, here are three tests that can help you spot if your organization is suffering from toxic positivity.

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Operations in an Era of Radical Uncertainty - Harvard Business Review

Operations have always been foundational to competitive advantage, but the nature of this relationship is shifting: Historically, the strategic goal of operations was to achieve scale in order to create a sustainable efficiency advantage. In recent years, winners have focused more on ensuring their operations and strategies were adaptive to changing and unforeseen circumstances, with resilience driving outperformance. In the era of radical uncertainty we are now entering, the next frontier of operations will be to enable optionality, which entails an even closer integration with strategy.

Operations have always been, and remain, crucial to achieving a competitive advantage. Tim Cook, who has created more shareholder value than any other CEO at any other company, is an operations specialist. Indeed, he believes that being innovative in operations was crucial to Apple’s success even when the visionary, Steve Jobs was at the company’s helm.

But the nature of competitive advantage shifts over time — and so does the role operations plays in it. Historically, the main strategic value of operations was to create scale in order to gain a self-reinforcing efficiency advantage by riding the experience curve. With the digital revolution, static, physical scale lost its edge: By building or leveraging digital platforms and ecosystems that connected suppliers and consumers, even small start-ups were able to attain dominant positions and high margins.

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