Showing posts with label work. Show all posts
Showing posts with label work. Show all posts

Friday, August 16, 2019

When: The Scientific Secrets of Perfect Timing" Book review



                                                   

                    Jim Pagiamtzis review
                      Spectacular read on the power of timing and how to use it effectively whether you are on the go or have lots of it to spare. Daniel Pink share awesome strategies, tip and advice that will have you excited on using your time more effectively

           10 out of 10 stars!

                   About book:
                     
The instant New York Times Bestseller
#1 Wall Street Journal Business Bestseller
Instant Washington Post Bestseller

"Brims with a surprising amount of insight and practical advice." --The Wall Street Journal

Daniel H. Pink, the #1 bestselling author of Drive and To Sell Is Human, unlocks the scientific secrets to good timing to help you flourish at work, at school, and at home. 

Everyone knows that timing is everything. But we don't know much about timing itself. Our lives are a never-ending stream of "when" decisions: when to start a business, schedule a class, get serious about a person. Yet we make those decisions based on intuition and guesswork.

Timing, it's often assumed, is an art. In When: The Scientific Secrets of Perfect Timing, Pink shows that timing is really a science.

Drawing on a rich trove of research from psychology, biology, and economics, Pink reveals how best to live, work, and succeed. How can we use the hidden patterns of the day to build the ideal schedule? Why do certain breaks dramatically improve student test scores? How can we turn a stumbling beginning into a fresh start? Why should we avoid going to the hospital in the afternoon? Why is singing in time with other people as good for you as exercise? And what is the ideal time to quit a job, switch careers, or get married?

In When, Pink distills cutting-edge research and data on timing and synthesizes them into a fascinating, readable narrative packed with irresistible stories and practical takeaways that give readers compelling insights into how we can live richer, more engaged lives. buy book
  

Saturday, January 12, 2019

Staples Studio VIP Launch; Event Review

                  Friday January 11th

          It was amazing event for the Staples Studio Launch Party in Downtown Toronto.

 A spacious area for professional and entrepreneur to collaborate to work, learn and grow.

      Check out the pictures below

         To learn more about the Staple Studio learn more
      

                 It was great to see: Jon Gauthier, Mo Waja, Lyndon Johnson, Jay Mistry, Anya Romanova, Dan Shaikh, Rina Rovinelli and many new connections!



                                         



                                                      



Jim Pagiamtzsi at Studio space


                                                            
Attendees being served






Attendees getting ready to initiate space

Spotlight space at Studios Staples

        Ask Deep Questions  learn more


Ask Deep Questions with Jan Keck

Ask Deep Questions cards

             Twenty One Toys  learn more



tables, chairs and twenty one today to try for attendees

Twentyone Toys box

3 different boxes for Twentyone Toys

Twentyone Toy collecting business cards for contest

        One of the rooms         

Studio rooms with chairs

       Get your photograph

get your photograph done














                                                       

Thursday, January 10, 2019

Staples Spotlight with Joe Mimran:Event review

 Thursday January 10,2019

 It was a packed house at the Staples Studio in Downtown Toronto. Main stage with Joe Mimran and two additional video screens were used to capture this iconic entrepreneur who started his own fashion line, appeared on CBC Dragon's Den.

 Shared his wisdom on business, life and success with the audience. He answer multiple questions with authenticity and eloquently.

 At the end of the night all attendees received a $10 gift card from Staples.

                                      

Joe Mimran being interviewed

Attendee asking a question to Joe Mimran

Jim Pagiamtzis and Joe Mimran
                      
Booklet for the night
An evening with Keynote Speaker, Joe Mimran

Dragon on CBC’s Dragon’s Den, founder of Joe Fresh and champion of entrepreneurs, Joe Mimran will join us at Spotlight for a conversation on why your next achievement should be greater than your last.

“Creativity is about curiosity, restlessness and the pursuit of your next success.”


What is Spotlight?

We know that staying up to date on today’s big ideas and tomorrow’s big trends is a job in and of itself.

So – as the world’s first working, learning and growing store – we are excited to be introducing Spotlight: a new community gathering and learning space. Spotlight will engage communities with knowledgeable experts to both inspire, inform, motivate and educate.

Tuesday, September 5, 2017

Journey to volunteer for TIFF17




  It has been an amazing two weeks preparing for TIFF17

  We had training session on Bell Lightbox Aug 27th and  Scotiabank Theatre on Sept 3rd

   Look forward to starting my shifts on Sept 10th

  I  am in two movies Downsizing (small speaking role) and Shape of Water (1960's ad man)

 learn more



The Stairs at Scotiabank Theatre

Thor Ragnarok poster

Marvel pinball machine
                                          



                                    

Sunday, February 8, 2015

Book Review: Joy at Work



                                                                                      
Joy at Work


                      
Dennis W. Bakke's passion is to make work exciting, rewarding, stimulating, and enjoyable. While most business books focus on top executives, Joy at Work is aimed primarily at the working life of the other 90 to 95 percent of people in large organizations. According to Bakke, co-founder and CEO emeritus of the AES Corporation, a worldwide energy company with 40,000 employees and $8.6 billion in revenue by 2002, a better measure of an organization's success than the bottom line is the quality of work life.

In Bakke's view, successful business people should be guided by principles and purposes meant to be ends in and of themselves, not techniques to create value for shareholders or to reach financial goals. He is disturbed that society's preoccupation with economics often leads people to calculate their worth as individuals based on their salaries or wealth and to judge their leaders more on financial results than on values.

Bakke views winning, especially winning financially, as, at best, a second-order goal. Yet, most business books do not go beyond this objective and thus fail to define the ultimate purpose of an enterprise.
 Bakke challenges us to broaden our definition of organizational performance and success beyond dollar value. The timeless values and principles he advocated during his tenure at AES, he says, stand on their own merits, whatever a company's share price.

 Bakke and AES partner Roger Sant redefined the basic operating structure for organizations and created an unconventional global success story. At AES, said senior executive Tom Tribone, "We try it out in practice and then see if it works in theory."

CHAPTER 1: MY INTRODUCTION TO WORK

After earning his M.B.A. at Harvard Business School, Bakke worked six years for the federal government in Washington, D.C. He had grown up enjoying work on his family farm in Washington State, but now he saw how central staff operations tend to exert ad estructive tyranny over organizations.

He knew that purpose makes work meaningful and believed that fun and work weren't at all incompatible. So, when he and business strategist Roger Sant brainstormed forming a private-sector company to generate electricity, the two already had a different kind of organization in mind. "Let's make it fun," Sant said. The two launched AES in January 1982, with a $60,000 personal bank loan and $1 million from investors, including family members.

As one of the new company's first steps, therefore, AES held a two-day retreat where 20 employees hammered out its "shared values" integrity, social responsibility, fairness, and fun. All AES personnel were encouraged to develop a collegial, values-driven atmosphere at work and to live these values off the job, too. AES leaders stressed these values from the start to let people know where the company stood and to give prospective employees the choice of whether they wanted to be a part of AES or not.

"Fun" was the most difficult value to define. To Bakke, fun was not the Friday afternoon beer blast or the annual holiday party. Rather, fun meant a joy-filled, rewarding, creative work environment, free of autocratic supervisors and staff offices, where each and every employee could fully utilize his or her talents for success.

Bakke believes that values are the organizational infrastructure that guides management and gives a company its distinctive character. An organization?s values cannot change with the ups and downs of the stock price or be regarded as some management tool or system that runs parallel to the operation. Yet, CEOs rarely talk about values in investor meetings and rarely consider them in judging the performance of managers or employees, or in making business investment decisions.

 When, in 1991, AES management, employees, and investors decided to take the company public, they submitted a draft public-offering document to the Securities and Exchange Commission for review. SEC staffers advised moving the paragraph on "Adherence to AES's Values" out of the "Business of the Company" section and into the "Special Risk Factors" section. Bakke was amused that SEC officials thought AES's values posed a business hazard and that the U.S. Government thought it was very risky to try to operate a business with integrity, fairness, social responsibility, and a sense of fun.

CHAPTER 2: A MISERABLE WORKPLACE

Today's management structures and attitudes toward workers are rooted in the Industrial Revolution. As capitalists created factories and hired laborers, they defined two classes of people: management and labor. Workers moved from independence and generally high self-esteem in the agrarian model to dependence and low self-regard in the factory model. In the contemporary business world, managers can get education, take responsibility, oversee budgets, and make decisions. But workers are considered lazy and irresponsible; capable only of work for hourly wages; in need of constant training and supervision; and not to be trusted to make sound decisions.

In today's economic formula (labor + material + capital = production), people (labor) are treated as a quantity like financial and fuel resources, to buy and sell, depreciate, and, when used up, dump. Business leaders are far more concerned with the tasks these interchangeable, expendable "human resources" can perform than with who they are as humans.

Current approaches to leadership are often hierarchical and paternalistic, with decision making, compensation, and control all centralized. But decentralizing makes more sense, since lower-ranking people are most often closer to the problems and better positioned to come up with solutions, especially if they seek advice from a broad range of colleagues. In the AES experience, staff technicians were more engaged and reacted more quickly to problems when no bosses were looking over their shoulders.

They felt they played an important role in their company, knowing that the company trusted their judgment. Yet making such changes ignites resistance. Executives are loath to delegate much of their power and control to others in the organization and to share their knowledge and expertise with all who work in the organization.

We need to design organizations that encourage people to look beyond job security. Most executives have no idea how to create such an environment because they may never have experienced a joyful workplace themselves. But the love of work and accomplishment, the passion to serve, and the readiness to honor individual traits, gifts, and failings still exist in the human spirit. These qualities transcend industrialism and must be welcomed where we spend most of our waking hours, the workplace


                  Learn more