On building of All Trades
You can start a company to make an impact and surround yourself with people on a similar journey, or you can seek to maximize the stock price and profits.
Putting up the big numbers
Responsive organizations are fueled by individual and collective learning. Retrospectives are baked into the culture; feedback and learning drive strategy and growth.
Sharan Bal • Hiring Humans, Not Resources
Normal behavior is forgotten. Only weird behavior survives.
Nobody tells stories of when you did the expected — they only tell stories when you did the unexpected.
Normal behavior costs nothing in the short term — but it disappears into the abyss.
Unconventional behavior costs a social price in the short term — but the actions live on as story assets... See more
Nobody tells stories of when you did the expected — they only tell stories when you did the unexpected.
Normal behavior costs nothing in the short term — but it disappears into the abyss.
Unconventional behavior costs a social price in the short term — but the actions live on as story assets... See more
Superhuman
By casting a wide net, I learned that I have very little ability to predict how useful a call will be in advance. There is relevance, when work is closely related to something you’re working on, and usefulness, when work advances something you’re working on. Relevance is easier to predict, but it’s not a very good proxy for usefulness, which is a... See more
Cate Hall • How to Be More Agentic
It leads to major cost savings for companies. Tech is evolving rapidly, and the truth is that some jobs might become obsolete, making specialized, temporary skills more valuable.
This shift aligns with a cultural change where people are less loyal to long-term employers and more interested in using their skills independently to earn more.
This... See more
This shift aligns with a cultural change where people are less loyal to long-term employers and more interested in using their skills independently to earn more.
This... See more
Michael Houck • Startups are Experiments
Scaling a company where everyone enjoys their work
Although we are convinced that the decision maker framework is the most efficient and productive way to run a company, this isn’t necessarily the root of this change. At the very heart lies the idea of giving people control. Dennis Bakke writes that:
Although we are convinced that the decision maker framework is the most efficient and productive way to run a company, this isn’t necessarily the root of this change. At the very heart lies the idea of giving people control. Dennis Bakke writes that:
“Only if we’re in control, we can have fun doing... See more
Leo Widrich • 24 People, No Managers: Buffer's "Decision Maker" Experiment
Generalists are force multipliers.
“I want everything we do to be beautiful. I don’t give a damn whether the client understands that that’s worth anything, or that the client thinks it’s worth anything, or whether it is worth anything. It’s worth it to me. It’s the way I want to live my life. I want to make beautiful things, even if nobody cares.”