Sometimes, I forget to thank the people who make my life so happy in so many ways. Sometimes, I forget to tell them how much I really do appreciate them for being an important part of my life. Today is just another day, nothing special going on. So thank you, all of you, just for being here for me!
Read a sad news that A.I. passed away on 26/1,
last Friday night,
with heart failure at home in States.
He was an active group member,
An opinion leader, genius, IT expert,
Our good friend and colleagues,
sorry to hear his pass away,
RIP , A!
CEO Communication Specialist Yukthi K. Gunasekera,
The
second law of CEO Communication is for the leader to connect
emotionally with her audience. This is generally done by telling stories
or anecdotes.
The best recent example of this is Oprah's acceptance speech at the
Golden Globe Awards. In a speech of less than 9 minutes, she used 4
stories and anecdotes to illustrate her points. The result? People start
to view her as a possible contender for the US Presidency in 2020! Such
is the power of stories.
In 2004, a totally unknown provincial politician by the name of
Barack Hussein Obama delivered a speech at that year's Democratic
National Convention (DNC) in Boston, Massachusetts.
Four years later this very same “unknown” politician became the
President of the United States, beating the much better known candidate
Senator John McCain. What did the trick? Obama's defining speech at the
2004 DNC convention.
The speech was a series of stories and anecdotes in which headeptly
weaved his own life story with that of the American Dream,and the values
that sustain it. The upshot? His ability to tell stories put Obama in
the White House.
In fact, the common denominator of most great leaders has been their
ability to tell stories - and thereby connect emotionally with their
followers.
From the great religious leaders to Mahatma Gandhi, from Abraham
Lincoln to Winston Churchill, from JFK to Reagan, from Henry Ford to
Steve Jobs, from Richard Branson to Elon Musk - all have been ableto
connect with their audiences and achieve great things by telling
stories. In other words, a hallmark of outstanding leaders is great
storytelling.
Great companies are places where their culture and ethos are carried
from generation to generation through stories and anecdotes of their own
leaders. Leadership and Executive Coach, Mentor, and Consultant Ronnie
Peiris says such corporate storytelling is like Greek myths - they
sustain corporate culture and values over the long haul.
Top CEO Communicator Giam Swiegers says, “if I can give leaders one
bit of advice about improving communication skills: spend a bit of time
understanding how you tell stories”.
Today,workplace employee engagement is at record lows worldwide,
therefore leaders at every level need to use every single tool in the
CEO Communication tool box to engage employees to achieve outstanding
results.
The ability to connect with audiences emotionally by telling stories
and anecdotes is one of the best tools CEOs have to inspire their people
to achieve great things. As the Native American proverb goes,”Tell me
the facts and I'll learn.Tell me the truth and I'll believe. But tell me a story and it will live in my heart forever.”
As a CEO on a quest to build a great company or team, you want your people to remember, hopefully forever, what you say.
2. 兩個「高危」卻又經常被人用錯的字詞。籠統點說，affect大多作動詞用，如「my job has affected my
happiness」（我的工作影響了我的歡樂程度）；effect多作名詞用，如「proper time management has a
number of positive effects」（良好的時間管理能帶來幾個正面影響）。
對於女兒的成長，Bell媽媽坦言感謝女兒能入讀好的幼稚園和小學，「在女兒小學階段，學校經常都舉行大大小小的講座給予家長，如教家長Phonics、拼音、如何幫助小朋友默書等等，很有用。」喜歡閱讀圖書的Belle最喜歡是Thea
Stilton及Geronimo Stilton系列的圖書，她更推介兩本給讀者，《THE PHOENIX OF DESTINY》和《THE
JOURNEY TO ATLANTIS》。
Although we have only seen the beginning, one thing is already
clear: the Fourth Industrial Revolution is the greatest transformation
human civilization has ever known. As far-reaching as the previous
industrial revolutions were, they never set free such enormous
transformative power.
The Fourth Industrial Revolution is transforming practically every
human activity: the way we make things; the way we use the resources of
our planet; the way we communicate and interact with each other as
humans; the way we learn; the way we work; the way we govern; and the
way we do business. Its scope, speed and reach are unprecedented.
Think of it: Just 10 years ago, there was no such thing as a smartphone. Today, no one leaves home without it.
Just a few decades ago, the internet connected computers at just a
few sites. Today, practically every human being can connect to a network
that spans the entire globe and provides access to the greatest
repository of information and knowledge ever created by humankind.
Enormous power entails enormous risk. Yes, the stakes are high. If
we get the revolution right, digitalization will benefit the nearly 10
billion humans inhabiting our planet in the year 2050. If we get it
wrong, societies will be divided into winners and losers, social unrest
and anarchy will arise, the glue that holds societies and communities
together will disintegrate, and citizens will no longer believe that
governments are able to fulfill their purpose of enforcing the rule of
law and providing security.
That's why the Fourth Industrial Revolution is not just about
technology or business; it's about society. It is fascinating when a
computer beats the best human GO player, when bots write texts, and
machines "talk" to each other. Nevertheless, we humans define the
algorithms that govern machines and not the other way around. And make
no mistake about it: we are now writing the code that will shape our
collective future.
That's happening in manufacturing right now. What we call Industrie 4.0
enables manufacturers to create a "digital twin" of the entire
manufacturing environment – from lab to factory floor, from showroom to
service. Manufacturers can design, simulate, and test sophisticated
products in the virtual domain before making the first physical
prototype, before setting up production lines, and before starting
actual production.
Software helps optimize every process and every task, whether
performed by humans or machines. Once everything works in the virtual
world, the results are transferred to the physical world, the machines,
and they close the loop by reporting back to the virtual world.
This seamless integration of the virtual and the physical worlds in
so-called cyber-physical systems – that is the giant leap we see today.
It eclipses everything that has happened in industry so far. As in
previous industrial revolutions but on a much larger scale, the Fourth
Industrial Revolution will eliminate millions of jobs and create
millions of new jobs. And because manufacturing accounts for 70% of
global trade, this really is about "the wealth of nations", to quote
Adam Smith. That raises the question: what can we do to make sure as
many citizens as possible benefit from the Fourth Industrial Revolution?
First, we can learn from the past and lay the conceptual foundation
for an inclusive society. In the middle of the 20th century, thought
leaders such as the economist Alfred Müller-Armack developed the
so-called social market economy, Germany's model of success to this day.
He envisioned an open society that aims to "unite the principle of
the free market with that of the fair distribution of prosperity". This
vision is more relevant today than ever before because it points the way
to an inclusive form of capitalism and to a sustainable model of
economic and social well-being. I believe that the next step on the path
to inclusiveness is to significantly raise standards for business as
far as social responsibility and sustainability are concerned.
Contrary to Milton Friedman's maxim, the business of business
should not just be business. Shareholder value alone should not be the
yardstick. Instead, we should make stakeholder value, or better yet,
social value, the benchmark for a company’s performance.
Today, stakeholders – customers, shareholders, suppliers,
employees, political leaders, society as a whole – rightfully expect
companies to assume greater social responsibility, for example, by
protecting the climate, fighting for social justice, aiding refugees,
and training and educating workers. The business of business should be
to create value for society. At Siemens, we call this "business to
society".
Second, because the Fourth Industrial Revolution runs on knowledge,
we need a concurrent revolution in training and education. Here, both
government and business must join forces to provide workers with the
skills and qualifications they need to participate in the digital
economy, for instance, by being able to tap the opportunities created by
artificial intelligence. If the workforce doesn't keep up with advances
in knowledge throughout their lives, how will the millions of new jobs
be filled?
Third, we must encourage innovation and the ability to adapt.
Digitalization has demonstrated its disruptive power in the past; it has
turned entire industries upside down. You know the saying, "The
internet cuts out the middleman". Digital technologies enable completely
new business models – and now we see that they enable new social
models. One of these is the sharing economy. It challenges one of the
fundamental precepts of our economic order: the prominent role of
property. Whether you consider this good or bad, it’s reality.
Fourth, as leaders we must summon the courage to address the tough
questions. And there are plenty of them. How can we secure the future of
those whose jobs will be eliminated by machines? Do we need a
guaranteed basic income? Should we impose taxes on software and robots?
Do companies that provide global IT platforms have to comply with
national rules and regulations? If so, how can they be enforced? What
freedoms and rights should individuals have in the digital age?
These are the tough questions we face today. And I don't think
longing for the alleged "good old days" will yield good answers. In his
book "Retrotopia", the Polish sociologist and philosopher Zygmunt Bauman
maintains that many have lost all faith in the idea of building a
future society and turn to the ideas of the past, buried but not dead.
Instead, we should look forward, point out both the opportunities
and risks of the Fourth Industrial Revolution, and then roll up our
sleeves and create answers that really work for us and future
generations.
DAN MILLER is the author
of the bestselling "48 Days to the Work You Love "book, workbook, and
audio program. As a life coach, he has guided people through the anguish
of unexpected change to the exhilaration of meaningful work and
increased time and financial freedom. Dan has appeared on CBS's "The
Early Show" and MSNBC's "Hardball with Chris Matthews." He lives the
life he describes, combining work and play, with his wife, Joanne, on
their nine-acre sanctuary near Franklin, Tennessee.
