Nobel economics prize awarded to Claudia Goldin for work on women's pay | If You Were A Late Starter, Here’s How To Catch Up In Your Career | To Be Successful in Business, You Have to Take Care of Yourself First | The Least-Known Rock God

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Nobel economics prize awarded to Claudia Goldin for work on women's pay - BBC News

This year's Nobel economics prize has been awarded to Claudia Goldin, an American economic historian, for her work on women's employment and pay.

Prof Goldin's research uncovered key drivers behind the gender pay gap, the Royal Swedish Academy of Sciences said.

She is only the third woman to receive the prize, and the first to not share the award with male colleagues.

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If You Were A Late Starter, Here’s How To Catch Up In Your Career - Forbes

If you put your mind to it, you can make up for the lost time. Take an inventory of your innate ... [+] gifts and tap into your passions. Prioritize embracing your unique strengths that set you apart and make you special. Remain patient, build a strong network and be open to learning.

We are regaled and inundated with the success stories of those who experienced a meteoric rise to the top. A young Mark Zuckerberg built Facebook out of his dorm room and became a billionaire tech titan. As an immigrant from South Africa, Elon Musk found himself at the helm of multiple companies, which helped him to become the wealthiest person in the world. Jeff Bezos began his entrepreneurial journey in a suburban garage and turned his online bookstore into the biggest online retailer in history.

Often overlooked in the recounting of these success stories are those who are in ordinary jobs and careers. Being a late bloomer in your career is common, as most people don't succeed right away. If you could not get on the first rung of the corporate ladder, didn't get that coveted Wall Street internship or come from a wealthy family with connections, you will likely feel left behind compared to your peers.

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To Be Successful in Business, You Have to Take Care of Yourself First - Inc.com

Parents and CEOs alike tend to put their creations on top of themselves, meaning they focus on their babies, or their company, which seems to be the right thing to do. But when a parent is neglecting themself, he or she is no longer a good fit for taking care of the baby. The same applies to managing a company. While other team members come and go, the CEOs are the one constant in the company until the day they are ready to sell or retire. I've seen history repeating itself with my coaching clients; on the outside, entrepreneurs and CEOs are doing great financially, but they're concerned because the company is a mess. Backstage, their personal life is also a mess with too many balls in the air. It seems like the CEO can't go out on vacation or get sick because sales might fall apart. Why is the company still depending on its CEO to stand tall and strong? Like a parent not knowing how to deal with tantrums, sometimes they have no idea how much their poor leadership is costing the organization. If you're the CEO, you know that as the company grows, you need new team members with different backgrounds and areas of expertise. As you're actively participating in every phase, you have to cultivate and evolve yourself at each stage. If you get stuck and stop growing, so will the business.Let us understand more about successful company dynamics, what do they have in common? For instance, they are born from successful teams that are led by a successful and inspiring entrepreneur. If there is a blockage, it is on you. We--entrepreneurs and CEOs--are the bottlenecks of our businesses. The fact is that CEOs need methodologies and procedures as much as any other part of the business. A CEO needs to learn to prioritize, measure everything the company is doing, and communicate--particularly when an organization is scaling.Now, your first job is to become a leader with the capabilities to cultivate a high-performance team; then, they will scale the business for you. Growth starts with you. If an entrepreneur or CEO wants to grow a company, first, they must focus on improving themselves, just like putting on your oxygen mask first in an emergency. You cannot help other people if you are not well or in a position to do so. Follow that same principle in business and start with yourself. Then, they can turn their attention to developing a great team. First and foremost, it simply means committing to staying physically and mentally healthy--spending time with your family, exercising, sleeping and eating properly.Second, accept you cannot micromanage or be the go-to person for everything. This is hard for entrepreneurs but that's not your job anymore. Your most important job as CEO is to create a vision for the company and get everyone else on board. Third, understand that when problems occur, you cannot fix them if your mindset operates on the same level or the same thinking we used when we created them. Solutions come from education, and finding a community where you can seek guidance and help.Entrepreneurs and CEOs are often overworked and it doesn't get better if you don't have a support system. I mean other people like you: entrepreneurs and CEOs who face the same challenges, overcome similar obstacles, and share your values and concerns. As they say, "It's lonely at the top", so create consciousness in terms of not neglecting yourself (feeling isolated, overwhelmed, and stressed out) and seek other successful business owners with whom you can share advice and support. You, not your company, are the first and greatest threat to your freedom. If you are passionate about your company and its purpose, you will be willing to sacrifice everything. A way to honor your freedom is to make a plan and divide your working time from your time. Use your time as if it belongs to someone you highly respect and work around it. You'll earn the same respect from your team and It'll teach you to find a more efficient solution in everything you do. If you do it right, you will not have to work so hard or give up so much to keep things on track.This has a deeper meaning. You do not just want to build a business; you want to build a legacy and make a positive and unique impact--that is why it is so important to define your "why." Finding a market opportunity is not enough to grow a business.How does a CEO turn their company into an industry game-changer, inspire, attract, and retain the best talent in the world? The answer is by having a clear why, and a purpose. Do not get confused by a mission statement, a slogan, a goal, or profit-motivated. It is the soul of the organization, the guiding star for everything you do. If you find that "why", you will love scaling your company. If it's not clear to you, you will find running your company challenging, especially in tough times. A refreshed look at leadership from the desk of CEO and chief content officer Stephanie Mehta

Parents and CEOs alike tend to put their creations on top of themselves, meaning they focus on their babies, or their company, which seems to be the right thing to do. But when a parent is neglecting themself, he or she is no longer a good fit for taking care of the baby. The same applies to managing a company. While other team members come and go, the CEOs are the one constant in the company until the day they are ready to sell or retire.

I've seen history repeating itself with my coaching clients; on the outside, entrepreneurs and CEOs are doing great financially, but they're concerned because the company is a mess. Backstage, their personal life is also a mess with too many balls in the air. It seems like the CEO can't go out on vacation or get sick because sales might fall apart. Why is the company still depending on its CEO to stand tall and strong? Like a parent not knowing how to deal with tantrums, sometimes they have no idea how much their poor leadership is costing the organization.

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The Least-Known Rock God - The Atlantic

A new biography of the Velvet Underground founder, Lou Reed, considers the stark duality of the man and his music.

Early in the movie Almost Famous, the gruff journalist Lester Bangs sizes up the young music writer William Miller with a litmus test: “And you like Lou Reed?”

William, at once cocky and nervous, stumbles as he tries to impress his elder. He tells Bangs he’s into “the early stuff” but that these days (the 1970s), Reed is trying to be David Bowie. Wrong! Bangs proceeds to school William, and perhaps the film’s audience: It’s Bowie who’s “doing Lou.” William is a fictional character based on the filmmaker Cameron Crowe’s teenage self, but Bangs was a real music critic, and he was very much obsessed with Reed, putting him on a pedestal not unlike the way others deified Bob Dylan.

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