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It is equally impossible to show that people who acquired the competencies they lacked outperformed those who did not—that, in other words, well-rounded people are better. These two statements together are the foundation for most of what companies do to develop the talents of their people, yet each of them is unfalsifiable—you will find no academic papers in any peer-reviewed journal proving the necessity of possessing certain competencies, and no proof that acquiring the ones you lack nets you any increase in performance. Both of these assertions, despite the good intentions that created them, are conjured from thin air—and we can never know if they are correct.
Nine Lies About Work
Marcus Buckingham, Ashley Goodall
In most companies, logging in to the computer systems requires a login and password. At Zappos, an additional step is required: a photo of a randomly selected employee is displayed, and the user is given a multiple-choice test to name that employee. Afterward, the profile and bio of that employee are shown, so that everyone can learn more about each other. Although there is no penalty for giving the wrong answer, we do keep a record of everyone’s score. Internally, we refer to this as “The Face Game.”
Delivering Happiness
Tony Hsieh
Work Backwards
When developing new products at Amazon, Bezos tells people to start by writing a press release.
They ask questions like:
∙ What problem do we want to solve?
∙ Why is this product better?
∙ How can we tell our story?
Then they work backwards to a solution.
My Favorite Business Fra...
@david_perell on Twitter
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