The Five Habits of Highly Effective Hives by Thomas Seeley

How the hive makes its most important decision One of the popular misconceptions about honey bees is that their lives are ruled by a queen — or perhaps by even some more fanciful system. But in the forty years that I've spent studying bees, I've learned that their colonies are remarkably complex, in many ways comparable to an animal brain, despite being individually quite simple. And every year, faced with the life-or-death problem of choosing a new home, honey bees stake everything on a process that includes collective fact-finding, vigorous debate, and consensus building. It is a democratic process that humans — especially office drones — might do well to emulate.
When a beehive becomes overpopulated, usually in the late spring or early summer, some two-thirds of the workers and the old queen, often up to 10,000 bees in total, leave home in a swarm and gather on a nearby tree branch in a beard-shaped cluster. From there, a few hundred scout bees, which are often the bees that have the most experience with the world beyond the hive, take off in all directions, searching for tree cavities. The ideal space for a new hive can be difficult to find: the opening should be small, about 10 meters off the ground, and lead to a 40-liter cavity inside a sturdy, living tree. Each scout that discovers a promising site inspects it to see if it is suitably roomy and secure, and then returns to the cluster to announce her find by performing a waggle dance. The dance indicates both the location and the quality of the site.
As the scouts report on their respective sites, other scouts observe and follow the directions to the indicated locations. (The direction of the waggle dance shows the direction of the new location relative to the angle of the sun, and the duration of each circuit of the dance indicates distance — I told you this was complicated!) Each scout inspects the site she navigated to and if she agrees that is a desirable dwelling place, she too performs a waggle dance when she returns to the swarm.
Bees are thoroughly honest advertisers. The better she judges the site, the longer she dances, and the more effective she is in recruiting other scouts to make their own forays to the spot. This means that, despite the competing information that scouts bring back to the swarm, eventually, usually over a day or two, enough scouts will agree on the best site to cause them to induce the rest of the swarm to fly there.
Even though an individual bee is not particularly intelligent, the collective intelligence of the group produces impressive results. Almost always — about 90 percent of the time in my experiments — the swarm chooses the best of the options it has found.

What we can learn from the hive

Building Balanced Teams by Roy Luebke

It can be very obvious when looking at dating or married couples that opposites attract. We see strengths in others that we do not possess ourselves and it oftentimes brings people together. Yet it can be these very differences that cause the conflict, misunderstanding, and frustration which cause couples to break apart. The fact that people of opposite natures do attract one another is important to consider when building teams of people in the work environment. We have probably all been on dysfunctional teams as well as fantastic teams. Why is it that some teams work great together, while the same set of people configured on different teams will struggle?

"I don't have any good ideas" by Seth Godin

Now I know you're bluffing.

First, everyone has good ideas. Maybe not as fast or as often as others, but are you telling me that in your entire life, you've never had one good idea? Ever?
Second, and way more telling, what happens if I give you a good idea. Here. Take it. Now what? You have it, right?
Now you need to find a second reason for not making things happen. "I don't have enough time." "I can't get the resources." "I'm not sure, really sure, guaranteed, that this is a good idea." "My boss won't let me."
And so the lizard brain speaks up, and so the cycle continues, and so the Resistance wins.
There are more good ideas, right here, right now, for free, than ever before. More opportunities to connect and lead and make a difference and an impact and a living. Fewer guarantees, sure, but more ideas.
It's your choice about whether or not you do anything with them, but please don't tell me you don't have any good ideas.

Source: http://sethgodin.typepad.com/seths_blog/2010/11/i-dont-have-any-good-ideas.html

Six Keys to Being Excellent at Anything by Tony Schwartz

I've been playing tennis for nearly five decades. I love the game and I hit the ball well, but I'm far from the player I wish I were. I've been thinking about this a lot the past couple of weeks, because I've taken the opportunity, for the first time in many years, to play tennis nearly every day. My game has gotten progressively stronger. I've had a number of rapturous moments during which I've played like the player I long to be.
And almost certainly could be, even though I'm 58 years old. Until recently, I never believed that was possible. For most of my adult life, I've accepted the incredibly durable myth that some people are born with special talents and gifts, and that the potential to truly excel in any given pursuit is largely determined by our genetic inheritance.
During the past year, I've read no fewer than five books — and a raft of scientific research — which powerfully challenge that assumption (see below for a list). I've also written one, The Way We're Working Isn't Working, which lays out a guide, grounded in the science of high performance, to systematically building your capacity physically, emotionally, mentally, and spiritually.
We've found, in our work with executives at dozens of organizations, that it's possible to build any given skill or capacity in the same systematic way we do a muscle: push past your comfort zone, and then rest. Aristotle Will Durant*, commenting on Aristotle, pointed out that the philosopher had it exactly right 2000 years ago: "We are what we repeatedly do." By relying on highly specific practices, we've seen our clients dramatically improve skills ranging from empathy, to focus, to creativity, to summoning positive emotions, to deeply relaxing.
Like everyone who studies performance, I'm indebted to the extraordinary Anders Ericsson, arguably the world's leading researcher into high performance. For more than two decades, Ericsson has been making the case that it's not inherited talent which determines how good we become at something, but rather how hard we're willing to work — something he calls "deliberate practice." Numerous researchers now agree that 10,000 hours of such practice as the minimum necessary to achieve expertise in any complex domain.
There is something wonderfully empowering about this. It suggests we have remarkable capacity to influence our own outcomes. But that's also daunting. One of Ericsson's central findings is that practice is not only the most important ingredient in achieving excellence, but also the most difficult and the least intrinsically enjoyable.
If you want to be really good at something, it's going to involve relentlessly pushing past your comfort zone, along with frustration, struggle, setbacks and failures. That's true as long as you want to continue to improve, or even maintain a high level of excellence. The reward is that being really good at something you've earned through your own hard work can be immensely satisfying.

Childish vs. childlike by Seth Godin

Childlike makes a great scientist.
Childish produces tantrums.
Childlike brings fresh eyes to marketing opportunities.
Childish rarely shows up as promised.
Childlike is fearless and powerful and willing to fail.
Childish is annoying.
Childlike inquires with a pure heart.
Childish is merely ignored.

Get Buy-In by Keeping It Simple

When presenting a new idea or proposal, chances are that you know more about the topic than your audience. When this is the case, it can be tempting to bombard them with data and analysis. But rather than being convinced, your audience is likely to feel overwhelmed. Forget the hundreds of pages of numbers you have to back up your argument and keep it simple. Present your point in a short, uncomplicated, and clear manner. Focus on what the audience cares about and use common sense — not fancy charts and complicated analysis — to win their approval.

Over commit to one thing by Dan Rockwell

“Successful people have a glaring tendency to over commit,” Marshal Goldsmith. Leaders live for opportunities. Opportunities ignite passions. As a result they may chase too many chickens at once and end up empty handed. In other words, opportunities may create over commitment. Over commitment yields mediocre results. Get further by doing less not more.