“For 80 years, you got a job, you did what you were told and you retired,” says the former vice president of direct marketing at Yahoo! People are raised on this idea that if they pay their taxes and do what they’re told, there’s some kind of safety net, or pension plan that’s waiting for them. But the days when people were able to get above average pay for average work are over.

If you’re the average person out there doing average work, there’s going to be someone else out there doing the exact same thing as you, but cheaper. Now that the industrial economy is over, you should forget about doing things just because it’s assigned to you, or “never mind the race to the top, you’ll be racing to the bottom.”

However, if you’re different somehow and have made yourself unique, people will find you and pay you more, Godin says.

This. Stop waiting for the jobs to come back. If you’re not exceptional, they’ll be filled by people overseas.

The thing is, Apotheker’s relevant experience was serving as CEO of SAP. What’s SAP? SAP is an enterprise software and consulting company. Honestly, we all should have seen this coming. You don’t bring in an enterprise consulting guy to turn around a PC and device maker. You bring in an enterprise consulting guy to turn a PC and device maker into an enterprise consulting company.

That would seem to fit, wouldn’t it?

This sign is a thing of beauty to me.

Skype Technologies SA, the Internet- calling service being bought by Microsoft Corp. (MSFT), is firing senior executives before the deal closes, a move that reduces the value of their payout, according to three people familiar with the matter.

Vice Presidents David Gurle, Christopher Dean, Russ Shaw and Don Albert were dismissed from the Luxembourg-based company, said the people, who requested anonymity because the departures aren’t public. Chief Marketing Officer Doug Bewsher and Anne Gillespie, head of human resources, were also fired. Executives Ramu Sunkara and Allyson Campa, from the 2011 Qik purchase, were also let go.

I see something here. It’s a big company seeing something great and saying, “Hmm, what can we do here to make this more like the sucky things we have?”

It appears they’ve found some options.

I’ll be very surprised if Skype isn’t an afterthought in two years time.

Mobile payments startup Square is announcing big numbers today—500,000 Square card readers shipped, 1 million Square transactions in May, and the startup is now processing $3 million in mobile payments per day. Clearly the company is on a roll in terms of traction and usage. And CEO Jack Dorsey is also revealing the next generation of Square. And Square is about to get a whole lot more disruptive.

Today, Dorsey is revealing Square Register, a high-powered point of sale replacement for cash registers and point of sale terminals. And the company is taking it one step further for consumers by launching the Square Card Case, a way for purchasers to access a local merchants’ goods, prices, location, loyalty card and more.

For background, Square offers an iPhone, Android and iPad app which allows merchants to process and manage credit card transactions with a handy little credit card swiping device that plugs into the headset/microphone jack. The device and service is the brainchild of Twitter co-founder and recently appointed product lead Jack Dorsey and Jim McKelvey. And Square recently raised $27.5 million in new funding, and announced a strategic investment from credit card company Visa. In Q1, Square did $66 million in payment volume (the company expected $40 million) and is now in track to process $1 billion in payment volume within a year.

It’ll probably be Square, but if it isn’t it’ll be something just like it.

Cash sucks.

Interviewing is broken.  Has been for years. This rigid commitment everyone seems to have to the standard resume/cover letter/interview system of hiring is just plain insane.

I’ve been fascinated by hiring processes for years.  Hiring great talent is such a massively tough challenge, and I see so few companies that do it well.  Even the best companies hide a deep dark secret: their hiring processes don’t predict success accurately.  It’s long been whispered that Google’s sophisticated HR scoring system has little correlation with an employee’s success at the company.  One management consultant for a top firm told me recently that, despite incredible efforts to improve hiring analytics, the best predictor of success for junior employees was still just their SAT scores.

Paul English, one of the absolute best said this about his style of hiring at Kayak:

 

“At times, I’ve fired maybe one out of every three people I’ve hired. That might make people think I’m bad at hiring, but I think I’m quite good at hiring.”

So, Paul English, one of the most respected out there, gets 1 out of 3 wrong?  Shit.  This stuff is hard.  But Kayak is at a stage of development where the organization can sustain the disruption of people leaving.  Most startups I know have such difficulty firing because everything is already so unstable.  Can’t fire during a product launch. Can’t fire during a funding round.  Let’s give him 3 more months and see if things improve…

This is so important for companies and people to learn.

The translation of this letter is quite remarkable:

“Most Illustrious Lord, Having now sufficiently considered the specimens of all those who proclaim themselves skilled contrivers of instruments of war, and that the invention and operation of the said instruments are nothing different from those in common use: I shall endeavor, without prejudice to any one else, to explain myself to your Excellency, showing your Lordship my secret, and then offering them to your best pleasure and approbation to work with effect at opportune moments on all those things which, in part, shall be briefly noted below.

Completely stunning. Read the translation at the source site. I’m stealing that intro for a cover letter one day. Not sure where, but I’m going to try it.