Mastercard CEO Ajay Banga says “DQ” is as important as IQ or EQ.
A few years ago, Ajay Banga, president and CEO of Mastercard, was searching for a concise way to describe his approach to community outreach and other social impact initiatives. Employees, he says, were constantly asking him what criteria he applied when, say, deciding to send supplies and volunteers in the wake of the hurricanes in Houston and Puerto Rico. At one town hall he blurted out the term “DQ,” short for “decency quotient.” The term stuck.
Ask any leader whether his or her organization values collaboration, and you’ll get a resounding yes. Ask whether the firm’s strategies to increase collaboration have been successful, and you’ll probably receive a different answer.
“No change seems to stick or to produce what we expected,” an
executive at a large pharmaceutical company recently told me. Most of
the dozens of leaders I’ve interviewed on the subject report similar
feelings of frustration: So much hope and effort, so little to show for
One problem is that leaders think about collaboration too narrowly: as a value to cultivate but not a skill to teach. Businesses have tried increasing it through various methods, from open offices to naming it an official corporate goal. While many of these approaches yield progress—mainly by creating opportunities for collaboration or demonstrating institutional support for it—they all try to influence employees through superficial or heavy-handed means, and research has shown that none of them reliably delivers truly robust collaboration.
This is a reply to Brandon’s latest post. I offer similar thoughts to the below post in my post about ethnicity.
I agree with Brandon that in discussing things we should not limit
ourselves to thinking in terms of states. We must consider, as Brandon
puts it, both supra and sub states. We must also recall that states are
much more fluid than we usually consider them.
When discussing international relations I attempt to get my conversation partners to agree that:
(1) National borders are not stable and,
(2) National identity is more fiction than reality.
Diversity is multifaceted in my view. It includes gender, age, cultural background, knowledge and skillset. Diversity is about having different ideas, perspectives and approaches. However, diversity is only the first step and will not on its own provide results. Inclusion is where the magic starts to happen.
Diversity and inclusion are important to me. It is on a personal and professional level.
I am a father of three kids, two girls and a boy. I want them to grow
up in a world and society where there is not only equal opportunity
regardless of background or gender, but that diversity is valued and
strived for. I was born in Iran and raised in Sweden. For many years I
struggled in Sweden with my identity and to try to fit in. I tried to be
like everyone else. Over time I have come to appreciate the perspective
that my original culture has given me. Being born in one country,
raised in another, and travelling the world has allowed me to understand
the importance of perspectives — the more diverse, the better.
From the riffs of outrage coming from the Democrats and their demos
over “our democracy” betrayed, infiltrated even destroyed—you’d never
know that a rich vein of thinking in opposition to democracy runs
through Western intellectual thought, and that those familiar with it
would be tempted to say “good riddance.”
Voicing opposition to democracy is just not done in politically polite circles, conservative and liberal alike.
Mises Institute is the foremost think tank working to advance
free-market economics from the perspective of the Austrian School of
Economics. It is devoted to peace, prosperity, and private property,
implicit in which is the demotion of raw democracy, the state, and its
This year, amid presentations that explained “Why American Democracy Fails,” it fell to me to speak to “How Democracy Made Us Dumb.” (Oh yes! Reality on the ground was not candy-coated.)
Leader of the Lion City has criticised the Hong Kong protesters, saying they were trying to ‘humiliate’ the government rather than solve problems
He also admitted his own country was not immune to the forces of ‘deep social angst’ sweeping various places across the globe
A video of Singapore Prime Minister Lee Hsien Loong saying his country would be “finished” if it were hit by Hong Kong-style protests has gone viral in mainland China, prompting social media users to praise the Lion City’s strong governance.
Lee had told a union event on Tuesday that populist movements were growing in various places across the world – from the United States and France to Hong Kong, where anti-government protests have entered their 19th week – and he refused to dismiss the possibility of similar divisions appearing in his own country.
LeBron criticizing Morey for his China comments:”At times there are ramifications for the negative that can happen when you’re not thinking about others — when you only think about yourself. […] I believe he wasn’t educated on the issue at harm. […] Be careful what you say and tweet.”
We’re always chasing something—be it a promotion, a new car, or a significant other. This leads to the belief that, “When (blank) happens, I’ll finally be happy.”
While these major events do make us happy at first, research shows
this happiness doesn’t last. A study from Northwestern University
measured the happiness levels of regular people against those who had
won large lottery prizes the year prior. The researchers were surprised
to discover that the happiness ratings of both groups were practically
The mistaken notion that major life events dictate your happiness and
sadness is so prevalent that psychologists have a name for it: impact
bias. The reality is, event-based happiness is fleeting.
Happiness is synthetic—you either create it, or you don’t. Happiness that lasts is earned through your habits. Supremely happy people have honed habits that maintain their happiness day in, day out. Try out their habits, and see what they do for you:
I hire 2,700 workers for a transcription job, randomly assigning the
gender of their (fictitious) manager and provision of performance
feedback. While praise from a manager has no effect, criticism
negatively impacts workers’ job satisfaction and perception of the
task’s importance. When female managers, rather than male, deliver this
feedback, the negative effects double in magnitude. Having a critical
female manager does not affect effort provision but it does lower
workers’ interest in working for the firm in the future. These findings
hold for both female and male workers. I show that results are
consistent with gendered expectations of feedback among workers. By
contrast, I find no evidence for the role of either attention
discrimination or implicit gender bias.