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While typical job descriptions break down because they focus on activities, or a list of things a person will be doing (calling on customers, selling), scorecards succeed because they focus on outcomes, or what a person must get done (grow revenue from $25 million to $50 million by the end of year three).
Who
Geoff Smart, Randy Street
The "What Stays the Same" Razor
It's difficult to predict the future.
Jeff Bezos famously said that investing in what might change is risky, but investing in what will remain constant is safe.
When building for the future, focus on the constants—focus on what stays the same.
“Razors” Are Rules of Th...
@SahilBloom on Twitter
A deceptively simple but clever study tracked the sleep of supervisors across several weeks, and compared that with their leadership performance in the workplace as judged by the employees who report to them. (I should note that employees themselves had no knowledge of how well their boss was sleeping each night, taking away any knowledge bias.) The lower the quality of sleep that the supervisor reported getting from one night to the next accurately predicted poor self-control and a more abusive nature toward employees the following day, as reported by the employees themselves. There was another equally intriguing result: in the days after a supervisor had slept poorly, the employees themselves, even if well rested, became less engaged in their jobs throughout that day as a consequence. It was a chain-reaction effect, one in which the lack of sleep in that one superordinate person in a business structure was transmitted on like a virus, infecting even well-rested employees with work disengagement and reduced productivity.
Why We Sleep
Matthew Walker
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