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Our prevailing assumption is that we need goals because our deficit at work is a deficit of aligned action. We’re mistaken. What we face instead is a deficit of meaning, of a clear and detailed understanding of the purpose of our work, and of the values we should honor in deciding how to get it done. Our people don’t need to be told what to do; they want to be told why.
Nine Lies About Work
Marcus Buckingham, Ashley Goodall
Put simply, it means that we should actively leverage our prior knowledge and experience when learning. We must compare and contrast the things that we’re learning to the information that we already know. How is it different? How is it the same? How can the information and experience we already have contribute to our understanding of this new and exciting topic? Far too often, we approach a “new” subject as if it’s completely foreign, when in fact, the whole of human knowledge is connected in some way.
The Only Skill That Matters
Jonathan A. Levi
Le Cycle d’innovation de Netflix Si une idée vous tient à cœur, faites comme suit : Cultivez l’espace pour du dialogue contradictoire ou partagez l’idée. Si c’est une grande idée, testez-la. En tant que capitaine informé, lancez-vous. Si c’est un succès, célébrez-le. Si c’est un échec, parlez-en.
La Règle? Pas De Règles
Reed Hastings and Erin Meyer
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