The TOP DOWN LEADER makes all the decisons. His view is 'right' and to disagree is 'wrong'.
He cannot tolerate 'mistakes' nor can he tolerate failure, innovation nor experimental change. He (usually a 'he' but not always) is the Law. L.A.W.
His leadership style is, "When I want your opinion I'll give it to you!"
His senior executives are his highest paid 'decision-makers'. Of course, they never actually make any decisions at all as they are afraid to be wrong. They are afraid of 'mistakes'. They avoid failure at all costs. They don't really do anything productive. They simply look to the leader, copy his words and parrot them off.


Reverse the notebooks! Let the decision-makers do the thinking and the talking and let the Leader do the note-taking.


The BOTTOM-UP LEADER, Larry Page of Google, does this for one day a week ... every week at Google. 

The x10 Campaign

In July 2014 Volgren started the x10 Thinking campaign.

It’s bottom-up. It is 100% online. It is operated by the School of Thinking.

The purpose of the x10 Thinking campaign is to find thought-leaders across the enterprise and create a space for them to develop their speed of thought and innovation skills. In science we call this metacognition or thinking about thinking.

Every day, every participant gets a DFQ–a Daily Feedback Question–a fresh chance to use X10 Thinking and this is School of Thinking’s unique and clever trick!

The x10 Thinking campaign provides space for thought-leaders to practice speed of thought every day. Speed of thought is not considered a luxury. It is necessary. It is encouraged, trained and valued.

The x10 Report

The x10 Report includes a selection of non-confidential conversations generated across the company by the x10 campaign and are posted here below …


Posted below is a sample of conversations from employees who participated in the x10 campaign. Employee conversations are evidence of x10 thinking, metacognition, thought-leadership, innovation and collaboration. These conversations are not confidential and are posted here for Participants and observers to read and discuss with team members for thoughtful analysis and evaluation …

I have enjoyed this training course as it has opened up my eyes with the CVS to the BVS. This has worked for me at home and at work using the methods taught to me in this course to open my mind and look at things from not just the obvious but from outside the square. Sometimes the questions were hard to answer but othertimes you would read them and know exactly what you wanted to say.
The guys that work around me and help me, I will make sure to let them know how much I appreciate there support.
I train with my dog for a short time every day and she now does amazing tricks. It proves with continual training anyone can learn to become smarter at what they do.
Plan to practice something that is fun like the juggling, I have done this with my son, it is suprising how quickly you improve.

I think instantly we start out with a CVS when faced with a situation but if we take a couple of steps back and listen to other peoples ideas we get BVS
Disconnect major customer engineering drawings, BoM, amendment from current system. E.g. currently we have to change in drawing or BoM it affects to all buses. We don’t have resources to address this, instead of that if we create unique folder / data base for our major customers who give us 80% of business. (To be specific PTA, BCC and CDC) allowing departments to change drawings, BoM, Process to suit their needs. This will reduce overall burden/pressure from system to change them for all. Once product / system stabilize bring back those learning to main stream.
e.g. if we have to break drawing for insulation kit, because system have one drawing we cannot break that kit. If we isolate that drawing in system and break the kit then it will not affect other customer and models. Once we prove in 6month to 1 year that this is actually helping then we can bring that change that drawing in master file. As currently our systems are putting handbrake and not allowing us to respond to customer needs.
Hope I have clarify my thought.
I always try to find something to laugh at every day it puts a smile on the faces of people around you, just take a look
I laugh because I ask for a simple job to be done and it is turned into a mountain. A bit of humor sorts out the situation and the mountain has gone away
We had a problem moving glass around the factory, it was getting broken so we designed a trolley. This was great but sometimes it was getting scratched. Today we added padding to the trolley which will now resolve all our problems. This has made the way we perform this task even better.
If something happens I think you put the black hat on without thinking but then with a bit of time the green hat goes on
I am looking for health, happiness and maybe a bit of wealth, I am searching for it by the way I live everyday
The hardest task for the day that will take the pressure off the other issues I will be dealing with.
I need to think about the current situation and them think about different options to improve the situation and them get movement by putting them into practice.
I have noticed that midweek people are more settled and motivated at work than early Monday or late Friday
I am going to book the car in for a service, today not next week
I need to get started on the things I dont like so much on my list, not just push them to the end. They can be just as important as the things I like to do.
Talk to the people around you, try some different ideas, walk away for awhile and take a break. Just like climbing the stairs this will help you get a better view of the situation
I feel I am here to learn and explore, also to enjoy things around me. Protect and love family and friends, and give guidance when possible to anyone who may need help
Dont jump in with my first thought thinking it is correct stand back and take a broader look.
hmmm…. I guess it’s doing risk assessments of all the options (x10) of the CVS??
Recently I have had situations where I have been let down and my CVS was owell I cant do anything about it.

Now my BVS is well I can change this situation so this wont happen and put me in this difficult position again.
To me, the main point is the ultimate goal. The topic raised was drug abuse. The main point about drug abuse is not to ban drugs. Banning drugs is only one means of attempting to achieve the end goal, of eliminating drug abuse. Keep your eye on the main point, the ultimate goal. Look at different ways to get there and weigh up the benefits and costs of each. Or maybe I am missing the “main point”?
I will start spending 20 minutes to reflect back on what I have done, acheive and plan for next day.

baby boomer bosses

Meet the boss: baby boomers are passing the baton to the next generation of leaders at work. Here’s how to manage your new manager.



Think the boss of the future is going to be made in the model of the traditional and decisive baby boomer?

Think again.

While baby boomers have honed their skills in long-term thinking and motivating staff, Gen X and Y are doing things differently, a new report reveals.

A new report called The Great Generational Shift by recruitment firm Hudson analysed the leadership traits of 28,000 professionals globally, finding significant generational differences.

This comes as Generation Z enters the workplace, baby boomers begin to retire, and Gen X and Y step up.

The report paints a not-entirely favourable picture of some boomer bosses. While the benefits of greater experience cannot be understated, it says some boomer leaders have lower technical ability and fewer creative skills compared to the younger generations. Nearing the end of their career, they can also be less ambitious.

Hudson’s Regional Assessment Solutions Manager Dr Crissa Sumner says the new generations of leaders have a greater focus on the short-term, and are likely to lead by example. Both X and Y have strong people skills more likely to explain and relate than to persuade staff.

“We’ll see their strengths in conceptual and abstract thinking; their ability to connect the dots for others in the workplace and provide those meaningful insights for team members,” Dr Sumner says.

Developing in the fast moving digital age, Gen Y skills in particular are “potentially more relevant” for today’s business environment.

colleagues fighting

Defining a leader by generation

Baby boomer: Traditional leaders, decisive, motivating, persuasive and strategic
Generation X: Socially progressive, change-oriented and culturally sensitive
Generation Y: Abstract thinkers, meticulous, ambitious, socially confident

Dr Sumner says the research has dispelled many of the popular cliches around this generation of workers who rather than being lazy or self-centered and ambitious and people-oriented.

“What an organisation can expect is that Gen Y are likely to be leaders who are more visionary ‘thought’ leaders and role models,” she says.

“I think you can see the data links to what we are seeing in changes in the external environment, nowadays leaders don’t have to influence by information and facts, employees can get all that at their fingertips, they need someone to help them understand that data.”

In practice this means they are less hands-on and unlikely to micro-manage.

“We are seeing that Gen Y are less strategic,” Dr Sumner says.

“They are likely to keep the short-term and immediate needs as well as longer-term goals and that’s probably appropriate for today’s environment.”

But that doesn’t mean the baby boomers should be pushed out the door.

Dr Sumner says their traditional skills are going to continue to be essential for businesses.

Both Gen X and Y were lacking in these, with boomers continuing to have more power and influence over others.


“I think organisations are going to have to pair up boomers and Gen Y before those skills are lost,” Dr Sumner says.

Stuck in the middle, Gen X is the most socially progressive generation. Dr Sumner says it is the one who can smooth over relationships between the ambitious Gen Ys and the traditional boomers.

This is the most altruistic generation of leaders which the report describes as natural diplomats who are “wired, self-reliant” and “autonomous” leaders.

Generation clash: how to cope

Clashes between generations are not new. Boomers are found to be judgemental of younger generations, particularly around their work ethics, while Gen Y can be critical of out-of touch older workers.

The report says boomers will need to adjust expectations, Generation X will have to step up and use their diplomatic powers, and Generation Y will learn from the established skills of older workers.

“More than ever before, it is imperative that organisations understand the profound psychological differences in how the various generations think, act and lead,” says Simon Moylan, Hudson Executive General Manager of Talent Management – Asia-Pacific.

“Organisations need to understand what it is that motivates their employees and connect the dots between the motivational drivers of those in different ages and stages.”

Mr Moylan warns companies will also need to work out which are the best leaders, and skills, to take them into the future.

How to approach a boss from generation…

Baby boomer: recognise they are going to be more strategic, so you might need to talk longer-term as they may not pay as much attention to the short-term.

Gen X: this generation has a more flexible profile, so be open.

Gen Y: they have a preference for conceptual thinking, so talk big picture, don’t get down to the nitty gritty because you’ll lose them.

Gen Z: we don’t know anything about this generation yet, so be open-minded and don’t make assumptions.

WhatsApp founders Brian Acton and Jan Koum at their headquarters in Mountain View. (Photo by Robert Gallagher for Forbes

Forbes-logoFacebook says it has wrapped up its landmark $19 billion acquisition of WhatsApp, a deal that was hashed out in Mark Zuckerberg’s house over the course of a few days in February and sealed over a bottle of Jonnie Walker scotch.

WhatsApp has continued to run its operation completely independently since then, but the closing of the deal marks the start of a gradual integration as Facebook gives the world’s biggest mobile messaging service legal and administrative support and — eventually, we can presume — finds new ways to monetize the company it spent more than Iceland’s GDP on.

WhatsApp founders Jan Koum and Brian Acton became billionaires last February when Facebook announced it was buying the company they had started five years ago for a jaw-dropping $19 billion. Having mostly shunned venture capital investments till then the founders had kept large stakes. Koum still had around 45% at the time of the deal, leaving the Ukrainian-born immigrant to pocket $6.8 billion and former Yahoo YHOO +1.21% engineer Acton with $3.5 billion after taxes. WhatsApp founder Jan Koum now gets a seat on the Facebook board and will match Zuckerberg’s $1 salary.

Facebook will now award 177.8 million shares of its Class A common stock and $4.59 billion in cash to WhatsApp’s shareholders, it said in an SEC filing over the weekend, plus 45.9 million shares (restricted stock units) to WhatsApp’s employees to complete the deal.

Fortunately for those parties, the value of Facebook’s shares are now higher than they were when the deal was announced in February, notes Re/code’s Peter Kafka, making the deal worth around $21.8 billion.

The acquisition has gone through a few regulatory hoops, but it passed the final one last Friday when the European Union gave it the green light.

WhatsApp makes money by charging a $1 a year subscription in a handful of countries that have clear carrier billing systems and where credit card penetration is high, bringing in about $20 million in annual revenue, according to Forbes’ estimates. That’s not enough to justify a $19 billion price tag, so Facebook is almost certainly looking at other ways the messaging service could make money.

WhatsApp is the most globally diverse messaging service, with more than 600 million monthly active users from Europe to South America to Asia, so some kind of money transfer service for the world’s increasingly globalized workforce might be one way.

Facebook’s interest in the field of money transfer is well known. In April we reported that Facebook had been working since late 2013 on a European-wide money-transfer and storage service. Two months later it hired PayPal CEO David Marcus as head of the company’s “Messaging Products.” Then last week screenshots tweeted by a Stanford computer science student showed Facebook had already put elements of a payments infrastructure into place in Messenger for iOS, which had yet to be activated.