Take a deep breath. Say it with me now: “Everything is not business critical.” Repeat it until you believe it.
Now, how do you know what is business critical? Make a priority list by using three questions:
- What am I working on?
- What should I be working on?
I don’t care how many friends you have on Facebook or how many followers you have on Twitter. Those are not actual friends or truly followers. I care about how much people will miss you if you’re not back here again tomorrow.
The word failure is imperfect. Once we begin to transform it, it ceases to be that any longer. The term is always slipping off the edges of our vision, not simply because it’s hard to see without wincing, but because once we are ready to talk about it, we often call the event something else — a learning experience, a trial, a reinvention — no longer the static concept of failure.
Taking time to consider what the person across from you is thinking, what they want to achieve, what their goals are, what their concerns are, and what issues they face can put you in a considerably better position to achieve your own objectives.
Rumsfeld’s Rules: Leadership Lessons in Business, Politics, War, and Life
(Via Kreigh Williams)
Your core team must be composed of managers and staff who have demonstrated in their careers an openness and willingness to embrace and execute new ideas for the organization.
Fear of failure is actually overrated as an excuse. Why? Because if you work for someone, then, more often than not, the actual cost of the failure is absorbed by the organization, not by you. If your product launch fails, they’re not going to fire you. The company will make a bit less money and will move on. What people are afraid of isn’t failure. It’s blame. Criticism.
to encourage people to attempt something they fear, you must provide rapid positive feedback that builds self-confidence. You achieve this by providing short-term, specific, easy, and low-stakes goals that specify the exact steps a person should take. Take complex tasks and make them simple; long tasks and make them short; vague tasks and make them specific; and high-stakes tasks and make them risk free.
Influencer: The New Science of Leading Change, Second Edition
(Via Matthew J Wallace)
“Discovering who isn’t producing very much and firing them” has been the biggest productivity gain in the last few years.
If a company reliably assigns credit to deserving individuals and teams, the resulting belief that the system is fair and will honestly reward contributions will encourage employees to give their utmost. On the other hand, if credit is regularly misassigned, a sort of organizational cancer emerges, and individuals and teams won’t feel the drive to deliver their best because they won’t trust anyone will recognize it if they do.
It is amazing how often companies and organizations neglect this very simple task. More than money and benefits and titles and perks, what employees want more than anything is to feel that their work is valued and recognized by others.(via marksbirch)
Jobs that require a suit upset me. They displease me much, as our world is rife with such superficial conformity.
Habits, scientists say, emerge because the brain is constantly looking for ways to save effort.
The Power of Habit: Why We Do What We Do, and How to Change