Week 29

Here are some highlights for leading into Week 29 🙂

  • The E-Myth Revisited by Michael Gerber

    It’s the very first place I’ve ever gone to work where there was an idea behind the work that was more important than the work itself.

    The idea the Boss expressed to me was broken down into three parts:

    The first says that the customer is not always right, but whether he is or not, it is our job to make him feel that way.

    The second says that everyone who works here is expected to work toward being the best he can possibly be at the tasks he’s accountable for. When he can’t do that, he should act like he is until he gets around to it. And if he’s unwilling to act like it, he should leave.

    The third says that the business is a place where everything we know how to do is tested by what we don’t know how to do, and that the conflict between the two is what creates growth, what creates meaning.

  • Management Philosophy by Gordon Radlein

    Your responsibility is to make sure you and your team are clear on the coordinates of the next waypoint. How you choose the next waypoint and the exact route taken between where you are and where you’re going is something changes from team to team and organization to organization, but if anyone gets lost because they were working with the wrong coordinates, that’s on you.

  • How Slack Supports Junior Engineers by Carly Robinson

    Empathy is necessary for both giving and receiving critique. When I receive feedback on my code, I try to keep two things in mind.

    1. Approach all comments with a gratitude mindset

    2. Resist the fear of diving deeper into ‘nit pick’ comments.

  • How to Deal with the Diminishers by Dave Stachowiak and Liz Wiseman

    When you screw up, your boss probably already knows you screwed up. If you bring it up, you put both of you on the same page and build trust.

  • Making Good Decisions as a Product Manager by Brandon Chu

    I propose that being a good decision maker means doing two things:

    Making decisions using the right amount of information

    Making decisions as quickly as possible

  • Manage Your Energy, Not Your Time by Tony Schwartz and Catherine McCarthy

    Intermittent breaks for renewal, we have found, result in higher and more sustainable performance. The length of renewal is less important than the quality. It is possible to get a great deal of recovery in a short time—as little as several minutes—if it involves a ritual that allows you to disengage from work and truly change channels.

  • Managing Bias by Maxine Williams and Mike Rognlien

    Stereotype threat is where you run the risk of underperforming because of a stereotype that you know people hold for your group.

    There’s got to be something everybody in this room has been told at some point
    you don’t do well. Might be speaking a foreign language, or taking driving directions, or public speaking.

    You start disengaging. I’m not going to take that opportunity to speak publicly at this next company event. When you do that, you’re not practicing. When you’re not practicing, you’re probably not getting better. And the one day you have to do it, you get up there and you bomb it. People be like, “Oh, yeah, they’re never good at that.”

  • Managing Bias by Maxine Williams and Mike Rognlien

    Success in males is attributed to their own skills, success in women is attributed to help from others, getting lucky and working hard

  • The Problem with Being a Top Performer by Francesca Gino

    But new research demonstrates that performing at high levels can also come with some heavy costs: It can make our peers resent us and try to undermine our good work. And there’s more: the “social penalty” that star performers suffer is actually higher in more collaborative workplaces.

    But Campbell and colleagues’ study suggests something even more sinister: peers resent and lash out against star achievers strategically—that is, only when it is not in their best interest to support them.

  • When We Learn From Failure (and When We Don’t) by Gretchen Gavett

    Importantly, this means that even when people intend to learn from errors, the “ambiguity of responsibility” can undermine those good intentions.

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