work
Imported tag from Readwise
work
Really good tips to focus on your career. Check out the full article.
... See more“A master in the art of living draws no sharp distinction between his work and his play; his labor and his leisure; his mind and his body; his education and his recreation. He hardly knows which is which. He simply pursues his vision of excellence through whatever he is doing, and leaves others to determine whether he is working or playing. To hims
Love this quote. I have often leaned on the quote (allegedly) by Jeff Bezos about work life integration, not separation. Both sort of intertwine and you flow back and flow.
There are so many instances I can think of where I have solved problems that I was struggling through at work through diffuse thinking. I was processing these problems while not sitting at my desk attempting to force the solution, but while walking around the neighborhood over lunch or at baseball practice in the evening.
It does help that I absolutely love what I do. I don’t know that I could say I would enjoy thinking through work issues at baseball practice if I despised my work. Though, problem solving is always fun.
In order to maximize your team’s output, you need to spend time on the activities that will influence that output the most. For example, at Square, Keith would spend at least 5 hours every week preparing for his presentations at the all-hands meeting on Fridays. That might seem like an inordinate time to spend on a weekly presentation, however if h
... See moredelian.io • Lessons From Keith Rabois Essay 3: How to Be an Effective Executive
Quick takeaways
• Understanding power dynamics allows for better relationship management and effective re-balancing of power within team interactions.
• Recognizing and leveraging the seven sources of power can enhance individual influence and promote more equitable workplace dynamics.
Snipd • 44 | Understand Power Dynamics
Improving Power Dynamics: A Summary of Key Tips
The podcast offers numerous tips for improving power dynamics, categorized by the seven sources of power:
- Authority:
To give more authority to a direct report:
Give them a budget and a problem to solve.
Give them choices and options.
Share opinions privately to help them feel authoritative in group settings.
To give more authority to your leader:
Encourage them; offer pep talks if they're demotivated.
Ask for their approval and decisions to empower them.
To develop your own authority:
Share your opinion first in meetings.
Offer clear decisions and immediate action.
Be assertive in your message structure ⟮answer first, then explain⟯.
- Expertise:
To develop a direct report's expertise:
Give them credit, send them to training, or have them teach others.
Ask for their opinions on courses of action.
To help your leader develop expertise:
Teach them privately, simplifying your messages and making them engaging.
Suggest new training opportunities for yourself and your leader.
To grow your own expertise:
Study, seek firsthand experience, and interview experts.
- Charisma:
To help a direct report develop charisma:
Have them speak up in meetings, and introduce them to others.
Show compassion when disagreeing and spend time with them outside of work.
To help your leader develop charisma:
Invite them to cross-functional events, praise their achievements publicly, and show appreciation in meetings.
To grow your own charisma:
Share personal details, have fun in meetings, be a better listener, and be more visible.
- Rewards:
To reward a direct report or leader:
Offer gifts, time, acts of service, praise, and compassion.
Be generous with credit and expand their networks through invitations.
- Punishments:
To help a direct report deliver constructive feedback ⟮"punishments"⟯:
Help them say no, set boundaries, uphold team standards, and re-prioritize tasks.
Practice role-playing and draft emails for them.
To help your leader deliver constructive feedback:
Help them say no, hold people accountable, and be fair and consistent.
To improve your ability to deliver constructive feedback:
Raise your standards, require clarity, expect action, and speak up when needed.
- Knowledge of Systems:
To help a direct report gain knowledge of systems:
Teach them, give them access to resources, and have them document processes.
Give them access to senior leaders and clients.
To improve your leader's knowledge of systems:
Provide education, hands-on experience, and help them develop followers.
To improve your own knowledge of systems:
Meet people, learn the technical systems, document processes, and teach others.
- Knowledge of Strategic Goals:
To help a direct report understand strategic goals:
Have them set goals, offer support, and ask where they need help.
To help your leader set strategic goals:
Suggest new goals, help announce them, share them with cross-functional teams, and create exciting messaging.
Remember, these tips are merely suggestions, and the most effective approach will depend on the specific dynamics of your relationships. The podcast encourages open communication and collaboration to improve these relationships.
Heard on Speak by Design - 44 | Understand Power Dynamics.
https://share.snipd.com/episode/cf619d29-0f4f-4d27-a9ad-5aa0731ec45d
Snipd - save & remember the best insights you hear in podcasts
In these rules, Munger seemed to recognize professional happiness is rooted in values alignment. If you work with people you enjoy, respect and admire and believe strongly in what you’re selling, you’re much more likely to be fulfilled.
Robert Glazer • Memorializing Munger
I remembered a story I’d read about Henry Kissinger. A staffer had drafted a memo and left it on Kissinger’s desk for him to read. A while later Kissinger approached him and asked if it was his best work. The staffer said no and rewrote the entire memo. The next day the staffer ran into Kissinger again and asked what he thought. Kissinger asked him
... See moreShane Parrish • Clear Thinking
You are not your job. Your worth is not defined by your corporate manager’s opinion of you. You are not your timesheet-punching-performance. Your worth is not whether you read the memo, or used a cover sheet.