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2014/04/29

7 Ways You're Unconsciously Undermining Yourself You're crushing it everyday at your job. But are you ruining your chances for a promotion by tapping your pen, checking your phone, and being buddies with your cubemate?

By Gwen Moran
People are judging you. It’s not fair, but when you start to progress in your career, your moves come under scrutiny. And you could be undermining yourself without even realizing it. “There are definitely things that people do that can make others think they’re ineffective leaders and they’re not always aware of them,” says Halley Bock, the president and CEO of Fierce, Inc., a leadership development and training firm based in Seattle. So, even if you think you're doing everything right, check yourself for these seven areas that can be harming your well-crafted image. 1. You Look Like You're Not Listening. Being a poor listener can manifest in a number of different ways, including checking your phone while someone else is speaking, staring off into the distance, or just clearly not following along with the conversation, Bock says. People resent when their thoughts or input is treated as unimportant, which erodes your influence--plus, you’re possibly missing valuable information that can help you lead more effectively. 2. You Don't Follow Through on Promises. If you say you’re going to do something, do it or risk losing your credibility as a leader, says Jené Kapela, founder of Fort Lauderdale-based Jené Kapela Leadership Solutions, LLC. Leaders need to be trustworthy, and “people won’t trust you if you don’t follow through,” she says. 3. You Use the Wrong Tone of Voice. Once you open your mouth, people are forming opinions about your trustworthiness, dominance, attractiveness and warmth in half a second. In a March 2014 study published on online journal PLoS One, researchers at the University of Glasgow and Princeton University found that in the time it takes you to say “hello,” many have already sized up key aspects of your leadership quotient--often in as little as 300 to 500 milliseconds. 4. You Fidget Too Much. Wiggling your foot, tapping your pen, drumming your fingers all seem like minor transgressions, but being fidgety can indicate you’re nervous or uncomfortable and not suited to the role of a leader, Bock says. If you notice yourself doing these things, work on controlling them--at least in settings when you’re trying to exude confidence and competence, she says. 5. You Make Too Little (Or Too Much) Eye Contact. Whether it’s a one-on-one conversation or a presentation to 100 people, we know it’s essential to make eye contact to establish trust and exude confidence. But don’t go overboard, Bock says. Too much eye contact can range from seeming mildly creepy to downright aggressive. 6. You Are Too Self-Confident. While some narcissistic traits can help you command respect and influence for your bold vision and self-esteem, too much has the opposite effect. In a 2013 study published in the journal Personnel Psychology, researchers at the University of Illinois at Urbana-Champaign and the University of Nebraska found that narcissists often emerged as leaders, but if they couldn’t keep their feelings of self-importance and lack of empathy in check, they eventually lost their influence and were seen as exploitative and arrogant--the antithesis of good leadership. 7. You're Everybody's Friend. Effective leaders are often warm and accessible, but beware of becoming too friendly or accommodating, Kapela warns. Leaders need boundaries, especially in the workplace. People are going to have trouble trusting you or looking to you for guidance if you exhibit poor judgment yourself, such as engaging in office gossip or drinking to excess at company functions, she says. “It goes back to professional behavior. Be consistent and authentic and people will respond to you for that and have respect for you as opposed to, if you’re being a friend to someone and then making poor decisions as an employee,” she says. [Image: Flickr user Quinn Dombrowski]

 1 Comments  Email  0  28  437  75  153  Print Gwen Moran Gwen Moran writes about business, money and assorted other topics for leading publications and web sites. She was named a Small Business Influencer Awards Top 100 Champion in 2012 and is the co-author of The Complete Idiot's Guide to Business Plans (Alpha, 2010). She is currently creating Biziversity.com, an information resource for micro-businesses, from her office near the Jersey shore--the beautiful place, not the horrible television show.

2014/04/16

TRUEngine LLP | TRUEngine Program | Aviation Services | GE Aviation

TRUEngine LLP | TRUEngine Program | Aviation Services | GE Aviation



TRUEngine™ LLP

A proactive answer to customer requests for a reliable means of identifying life-limited parts (LLPs) that have always operated in OEM configuration, this extension of the well-established TRUEngine program is designed to help operators support the value of their assets and assure optimized OEM technical support.

How it Works

To earn the TRUEngine LLP designation, LLP are subjected to a rigorous back-to-birth records audit and engineering review to evaluate their configuration and maintenance history relative to airworthiness limitations substantiated by GE and documented in the engine manual. LLP will be qualified at the part level and at a specific time-since-new and cycles-since-new.

Why are LLPs so Important?

LLPs are the most critical engine parts and include rotating components such as disks, spools and shafts. Life limits are established using a rigorous methodology that is applied to both individual parts as well as the engine system. Systems-level analysis is critical because some non-life-limited “influencing parts” like turbine blades and seals can significantly impact durability of LLP.
TRUEngine LLP will be rolled out in stages and ultimately will cover the CFM56, CF34, CF6, GE90, and GEnx engine families. TRUEngine LLP documentation will accompany future LLP sold through GE Aviation’s materials business, the largest source of used serviceable material for GE Aviation engines.
Come speak to a GE representative about TRUEngine LLP at the MRO America

2014/03/24

Six Secrets to Successful Interviewing

by Louise Kursmark


Your efforts have finally paid off—you’re scheduled to meet with an executive recruiter or hiring manager to discuss a job that’s a good fit for your experience, expertise, and career interests. Congratulations! But don’t relax yet. You can increase your chances of earning a second interview and, ultimately, a job offer by spending some time preparing for that interview.

Keep in mind, interviews are all about assessing the fit of your talents, knowledge, experience, strengths, leadership style, and much more with the specific opportunity and unique culture of the hiring organization. To succeed, you must demonstrate that you are a perfect fit in as many areas as possible.

Don’t spend your preparation time memorizing answers to questions you think you’ll hear—that approach will make you sound less than genuine and will leave you flat-footed when, inevitably, you’re asked a question for which you haven’t practiced an answer. Instead, invest your time working on six key areas of interview study that will leave you prepared for any question you’re asked and give you an edge over your competition.

1. Elucidate your core values.

What is the greatest value you offer? What makes you unique? What sets you apart from others? Spend some time thinking about these questions, then jot down five or ten core value statements—phrased in terms of value to the company. For example:

If your greatest strength is leadership, rather than stating “I have great leadership skills,” expand on that in a meaningful way: “I am able to deliver exceptional results—such as double-digit profit increases and 10% revenue growth in a down market—by inspiring and leading people to put forth extraordinary effort and do it with joy and passion.”

If your technical expertise is a great asset, bear in mind that knowledge and expertise in and of themselves are not valuable; it’s what you do with those assets that counts: “I’ve repeatedly gained competitive advantage for the company by introducing industry-leading technology that works right the first time and is consistently months or even years ahead of competitors.”

When choosing your core value statements, consider either of these simple formats to be sure you’re including both pieces—the skill or expertise and the benefit:

1) “I am able to [do something for the company] through [ability / expertise / knowledge / experience / talent].”

2) “I have [ability / expertise / knowledge / experience / talent] that results in [benefit to the company].”


These core value statements collectively paint the picture of “who you are,” so for the most part they will be consistent from interview to interview. But you can emphasize some over others, depending on the situation. For instance, if you’re a senior financial executive seeking either a CFO or CEO role, in interviews for financial positions you’d stress those core capabilities, while your big-picture executive talents will be more important in a CEO interview.

By crystallizing your value into half a dozen areas of strength, you create a template of the key points
to make during an interview—to be sure you’re clearly communicating the total picture of what you
have to offer.

2. Develop CAR stories.

The CAR (Challenge-Action-Result) story-telling format is highly effective in communicating concrete examples to support general statements. Rather than simply telling the interviewer that you have excellent communications skills, tell a CAR story that illustrates the point. When asked how you “would” handle a situation, present your theory, then back it up with a CAR story that drives home the point.

CAR stories provide insight into your leadership and problem-solving style and often elucidate the “how” behind the “what” that’s on your resume. Using this format, you’ll find that you can tell your story naturally, without sounding rehearsed, and will often be able to quickly call to mind a story that illustrates a key point in the interview, even if you haven’t prepared it in advance.

3. Bone up on “standard” questions.

Don’t talk yourself out of the position before you’re five minutes into the interview! There’s no excuse for “fluffing” such common interview questions as “tell me about yourself,” “why are you leaving your current position,” “why do you want to work here,” “what is your greatest weakness,” and so on. Bookstores and libraries abound with interviewing guides that present a long list of common questions and offer advice on how to answer them. When possible, incorporate one of your core value statements into your answer.

4. Prepare for different interview scenarios.

No longer are one-on-one interviews the only way candidates are assessed. Group interviews, role-play scenarios, behavioral interviews, problem-solving tests, and other methods are commonly used to find out as much as possible about you, your work style, how you handle stress, how you prioritize tasks, how you relate to teams, and other insights that are hard to convey on paper or in a simple Q&A interview. Be sure to ask the recruiter, HR person, or senior executive about what you can expect from the interview process. And make certain you’re at your physical best—well rested, well fed, well exercised—before a long, grueling day during which you’ll want to perform at your peak.

5. Do some homework.

You’ll give yourself a solid advantage in any interview if you take the time to research the company—its challenges, growth opportunities, recent news events, strategic growth plans—and the industry. Then use that information in your interview, relating your achievements and capabilities to the company’s current situation rather than simply stating them without context.


6. Prepare to overcome objections.

Seldom is a candidate a “perfect 10”—an exact match for everything the company’s looking for. Inevitably during an interview you’ll be asked about areas where your qualifications aren’t as strong as others’. Keep in mind, you can’t possibly know how important that trait is to the company, so don’t assume your honest answer will kill your candidacy. But do try to bring the discussion back to an area of strength, and if at all possible refer to one of your core values in addressing the issue. Here’s an example:

“You’re right, the largest organization I’ve headed was about 200 people. But if you look at all the areas where I was involved, I think you’ll agree it was kind of a microcosm of your current situation. I repeatedly was able to deliver results through a variety of leadership activities—restructuring the organization, developing leadership talent from within, communicating the vision, and in some cases leading the execution of key initiatives. I feel well prepared to perform in a larger environment, and I’m confident I’ll exceed your expectations through similar leadership activities—which really are all about getting the most from the people and resources of the organization, whatever its size.”

An interview is a high-stress activity where it’s crucial at perform your best. Preparation is key to peak performance in any endeavor. Don’t skimp on the preparation, and be sure to practice in the areas that will give you the greatest payoff.

_______________________________________

Louise Kursmark is an award-winning resume writer, president of Best Impression Career Services (www.yourbestimpression.com), and one of the most widely published authors in the careers field. Her 20 resume and career books can be purchased at online and traditional booksellers and directly from the author via this web page—http://www.yourbestimpression.com/books.html.
Louise works with executive job seekers to develop powerful resumes and related marketing documents and to craft efficient and effective job search strategies. She can be reached at 781-944-2471 or by email at LK@yourbestimpression.com..

2014/03/11

Worldwide Cost of Living 2014

Worldwide Cost of Living 2014

Dear Stefan,
 
Despite Abenomics driving consumer confidence and price inflation, a weaker yen has pushed Osaka and Tokyo away from the top of the cost of living ranking. This has paved the way for Singapore, which has been steadily moving up the ranking over the last decade, to claim the unenviable title of world’s most expensive city. Singapore’s rising price prominence has been steady rather than spectacular. The city-state was 18th most expensive ten years ago and has actually seen the cost of living compared with New York City decline over the last 12 months. However, over the last decade a 40% currency appreciation, coupled with solid price inflation, has consistently pushed Singapore up the ranking.
How do the remaining cities around the world rank in the latest Worldwide cost of living index?  Find out by downloading our free summary.

Get More Information


Kind regards,

Robert Ward
Editorial Director
The Economist Intelligence Unit
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2014/03/07

Autoshow in Geneva: Mercedes, Ferrari and Volvo implemented iOS in their vehicles

The following text is in German. For other languages translations, use your browser to help.
Apple hat heute am Internationalen Automobil-Salon in Genf CarPlay vorgestellt. Es dient der Integration von iPhone und iOS-Software im Auto.
Mercedes wird demnächst auch iOS-Software bietenБорис Ульзибат / Wikipedia CC 3.0
» Von pd/jst/awp, 03.03.2014 07:53. 
CarPlay bietet iPhone-Anwendern einen  Weg mit einem Wort oder einer Berührung Telefonanrufe zu tätigen, Karten zu nutzen, Musik zu hören und auf Nachrichten zuzugreifen. Anwender können CarPlay über die ursprüngliche Benutzeroberfläche des Autos steuern oder den Sprachsteuerungsknopf des Lenkrads gedrückt halten, um Siri zu aktivieren. Diese Woche wird CarPlay in Fahrzeugen von Ferrari, Mercedes-Benz und Volvo seine Premiere geben. Laut Apple werden weitere Automobilhersteller folgen, wie etwa BMW, Ford, General Motors, Honda, Hyundai, Jaguar Land Rover, Kia, Mitsubishi, Nissan, Peugeot, Citroën, Subaru, Suzuki und Toyota.
Und so soll es funktionieren: Sobald das iPhone über die CarPlay-Integration mit dem Fahrzeug verbunden ist, unterstützt Siri den Fahrer beim Zugriff auf Kontakte, bei Telefonanrufen, beim Rückruf von verpassten Anrufen oder dem Abhören von Sprachnachrichten. Wenn eingehende Nachrichten ankommen, bietet Siri die Möglichkeit die Anfragen über Sprachbefehle zu beantworten, in dem es die Nachrichten dem Fahrer vorliest, sich die Antworten diktieren lässt oder einen Rückruf ermöglicht.

Daneben sind die iOS-Karten und der zugehörige Routenplaner nutzbar. Schliesslich gibt CarPlay dem Fahrer Zugriff auf seine Musik, Podcasts und Hörbücher, entweder durch die im Auto eingebauten Steuerungsmöglichkeiten oder durch Anweisungen an Siri.
CarPlay soll im Laufe des Jahres in den ersten Autos besagter Hersteller auftauchen.

2014/03/01

DARPA hires Raytheon to work on Plan X cyber warfare platform


The Defense Advanced Research Projects Agency has awarded a $9.8 million contract to Raytheon as a part of its Plan X program, which is designed to plan for, conduct and assess cyber warfare in the same way that kinetic warfare is analyzed. Raytheon’s research and development will be contracted to enable scaling and execution of cyber operations for the Defense Department.
First announced in 2011, Plan X has connected cyber communities of interest from the commercial technology industry, user-experience experts, the defense industry and academia to create DOD’s foundational cyber warfare program, according to DARPA. While explicitly not funding research and development efforts in cyber warfare, the program seeks to create technologies for managing, planning and understanding cyber missions in dynamic network environments.
“The program covers largely unchartered territory as we attempt to formalize cyber mission command and control for the DOD,” Dan Roelker, DARPA program manager, said at the initial Proposers’ Day workshop in October 2012.
According to the Washington Post, one goal of Plan X is to create a program that will completely map out cyberspace and update itself as the Internet grows, giving commanders the ability to identify and attack targets. Another goal is the development of an operating system that is capable of both surviving counterattacks and launching its own offensives.
"When supporting our customers' missions, we can help assess the results of launching missiles or any weapons in other domains — land, air, sea or space," Jack Harrington, vice president of Cybersecurity and Special Missions for Raytheon Intelligence, Information and Services, said in an announcement by the company. "Raytheon is working to provide the same mission confidence to the cyber domain through our work with DARPA's Plan X."

2014/02/27

Opinion: Airbus Twin-Aisles—Big Needs, Limited Means

By Richard Aboulafia
Source: AWIN First
February 13, 2014
Airbus is at a crossroads. It needs to address its major twin-aisle product line disadvantage to Boeing, while simultaneously implementing organizational reforms that could leave the company with less cash for new product development.
The European jet maker faces three particular challenges. First, it must decide how best to compete with Boeing’s 787-8/9 for long, thin international routes. For years, Airbus has relied on its A350-800 to compete in this class, despite a widespread belief that this airplane would be too wide and heavy to compete with the 787. Yet, over the past year, the orderbook for this variant has fallen by about half. Last week, Aviation Week reported that International Lease Finance Corp. (ILFC) and Libyan Airlines had switched their combined 10 -800XWBs on order to the -900XWB model, dropping the total number of A350-800XWBs on order to 46.
The alternative is to develop a re-engined A330, which could carry on the A330’s profitable legacy. The problem with that approach is that it would cost more in non-recurring and ongoing overhead costs than simply offering one family of twin-aisle twinjets under the A350XWB range. Launching an “A330neo” would also produce a 2-3-year production downturn in Airbus’s most profitable program, as customers opted to wait for the re-engined A330. Given the weakness of the A350XWB-800 orderbook, Airbus may be facing a simple choice: Reengine the A330 despite the costs, or lose the 220-300-seat segment to Boeing.
Airbus’s second challenge is decide whether or not to rescue the A380. With new widebody engine technology arriving on the 787, A350XWB and 777X, the slightly older-generation engines on the A380 put it at a disadvantage, particularly since it has been plagued by a very high structural weight (on a per-seat basis). While Emirates continues to view the A380 as a mainstay of its fleet, there have been just 164 non-Emirates orders after 14 years on the market, and many of these have been filled. Airbus must decide whether it needs an “A380neo” to keep Emirates satisfied or should focus on expanding the A380 customer base beyond the current level.
Airbus’s third—and certainly largest—product-line challenge is to develop a response to Boeing’s 777-9X. With the A350XWB-1000 limited to 350 seats, it’s clear that Boeing’s 407-seat 777-9X will be the largest and most capable twinjet on the market. Here again, the limits of the A350XWB range are all too apparent. While a further stretch of the A350XWB fuselage is possible, it would need a new engine as well as wing and tail modifications. Even then, a notional “A350-1100” is not likely to match the 777-9X’s capabilities. An all-new big twin would be optimal, but quite expensive.
All of these challenges are emerging at a difficult moment in Airbus’s history. On the positive side, it is being reformed under CEO Tom Enders into more of a private-sector company, moving away from government ownership and influence. It’s becoming more like Boeing. Yet relying on private-sector investors necessitates a greater focus on providing returns—and more discipline in new product development spending. Late last year, Enders stated, “We’ll continue to focus on improving our profitability, our earnings, as well as our cash situation. . . . Why should we spend large amounts of money when we can make significant incremental improvements?”
Historically, Airbus has spent more than Boeing on development as a percent of sales than. But during the past 15 years, the bulk of this heavy spending was squandered on the A380. Today, development spending is set to fall in line with the company’s new direction. Last year, it fell below 6% for the first time since the company was established (see graph). Given the requirements of funding the A350XWB and A320neo, Airbus isn’t likely to have the resources to fund both an A330neo and A380neo and a new large twin, too. Tough choices will need to be made.
When these factors are taken into account, the market picture for the next decade or so becomes clear. Airbus may have a slight advantage in single aisles, but Boeing’s twin-aisle product line superiority implies a 55% market share by value across the board, assuming it can execute as planned on the 777X and 787-10. The odds are heavily against Airbus’s finding the resources to compete in the 360-450-seat twinjet segment for the next 10 years.
In short, Airbus will be paying the price for the A380 for many years to come.

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