The Future of Generalist Work
Build a cross-company network of change agents.
You need to start by building out a layer of high-performers within your own team. Before you go broad, adapt and iterate on the culture you want to build among that group. Then, just as they are ready to move up in their career ladders, facilitate cross-functional moves into key roles for them. This... See more
You need to start by building out a layer of high-performers within your own team. Before you go broad, adapt and iterate on the culture you want to build among that group. Then, just as they are ready to move up in their career ladders, facilitate cross-functional moves into key roles for them. This... See more
Superhuman
Knowledge and productivity are like compound interest...The more you know, the more you learn; the more you learn, the more you can do; the more you can do, the more the opportunity - it is very much like compound interest.
Sari Azout • things worth sharing this week
“The beginner chases the right answers.
The master chases the right questions.”
The master chases the right questions.”
James Clear • 3-2-1: On hard conversations, how to ruin a good strategy, and asking for what you want
Generalists are masters in asking the right questions.
the people who can start things will be the major beneficiaries in the coming years, because the barrier is no longer knowledge or skills, it’s courage.
Superhuman
And what you see internally is what I'll say is razor-sharp focus on reducing cycle time and bias to action and how do we reduce cycle time. I think it's basically the core of it culturally to me is getting people to think about smaller units of time for decision making. It seems obvious but I think you really have to reinforce it culturally. So... See more
Lessons from scaling Ramp | Sri Batchu (Ramp, Instacart, Opendoor)
“It's just to remind people that we don't work in years, quarters, weeks, we work in days. Each day matters and so never put out something tomorrow that you know can get done today. And that bias to action really permeates not just in the product teams but everywhere.”
Steve Jobs explains the importance of both thinking and doing:
“The doers are the major thinkers. The people who really create the things that change this industry are both the thinker-doer in one person.”
What else has been hidden by summary? What thoughts must we resist abridging? Those giant sequoias echo a reminder to ask ourselves, what are the unseen things today that could be growing?
Simon Sarris • Long Distance Thinking
If AI is the ultimate summarizer, and we transition our human processes to include AI to strip away context, what will we be missing?
Management systems have been designed to provide reliability and efficiency, not adaptability and agility. Many of the tools and practices of modern management are geared towards solving problems and eliminating deviations in processes, behaviors, and practices. Because of this framework, management training and leadership development is often... See more
Kotter • Why Change Capability Is The Most Important Missing Competency For Today’s Leaders
The researchers, Todd Rose and Ogi Ogas, were interested in people who took a less conventional approach to life. They interviewed hundreds of high-achieving, wildly successful “dark horses”: people who swerved in and out of jobs—and often industries—to find a good fit. From symphony conductors to chess masters, Apple execs to dogsled mushers,... See more