The Future of Generalist Work
I don’t think that means we don’t need specialists. But as eminent physicist and mathematician Freeman Dyson said, we need both frogs and birds. The frogs are down in the mud looking at the granular details of everything. The birds are up above and don’t see those details, but they can see multiple frogs and can integrate work. What he said is, our... See more
Don’t Underestimate Generalists: They Bring Value to Your Team
Generalists, with their diverse skills, adaptability, and ethical awareness, are at the vanguard of this new epoch. They aren’t just visionaries but also implementers, merging AI-generated efficiency with human creativity and ethical discernment.
Adhithya • The rise of generalists in the AI era
The person who focuses on one task and sees it through to completion—even if they work in a somewhat slow or outdated manner—beats the endless optimizer who jumps from tool to tool and always hopes a new piece of technology will help them finish what they start.
James Clear • 3-2-1: On seizing the day, perseverance, and focusing on one task at a time
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
How to clarify a concept you can’t articulate:
1. Change mediums. Draw it. Photograph it. Sing it.
2. Change levels. Explain what is one level up (bigger picture) or one level down (finer details).
3. Change fields. What would this concept look like in different fields?
1. Change mediums. Draw it. Photograph it. Sing it.
2. Change levels. Explain what is one level up (bigger picture) or one level down (finer details).
3. Change fields. What would this concept look like in different fields?
James Clear • 3-2-1: On hard conversations, how to ruin a good strategy, and asking for what you want
How great generalists think
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.”
Taking a nontraditional path will force you to grapple with what matters
The greatest benefit of a nontraditional path is that you have to figure out what you care about. Rather than an employer telling you what you should value, you have to do the hard work of determining what you value for yourself. This may sound self-evident, but in a world... See more
The greatest benefit of a nontraditional path is that you have to figure out what you care about. Rather than an employer telling you what you should value, you have to do the hard work of determining what you value for yourself. This may sound self-evident, but in a world... See more
Simone Stolzoff • In Praise of the Meandering Career
So many of the problems that teams have — communication, organization, strategy — are unrelated to the function.
23 Tactical Company Building Lessons, Learned From Scaling Stripe & Notion
Generalists can unlock solves to org problems specialists have trouble fixing.