Join 📚 Fabien's Highlights
A batch of the best highlights from what Fabien's read, .
The whole key, whether you are hiring, promoting, or managing for performance in the current job, is that you have clear expectations. Having a clear, focused approach helps us be better managers and therefore helps the people we hire have a higher likelihood of success.” Sure, we all want our employees to be great at everything, but in fact few are, and those who are may well demand higher salaries that make us pay for “features” that we don’t need. Remember, it’s all about the specific skill set you need, when you need it. “A scorecard forces the manager to make choices and be consistent with those choices,” Williams continued. “Scorecard management is hard, but it has great payback. Our hiring success rate has significantly improved, as well as slotting people into assignments that align well with their skills and gifts. The result of both is successful employees and a successful company.”
Who
Geoff Smart, Randy Street
And in it, King talks about extremism. “The question,” he says “is not whether we will be extremist, but what kind of extremists we will be.” Warren Buffett, the uninspiring Coke-drinker from Omaha, is an extremist. He’s exceptional at finding and buying companies. Winston Churchill, while he might have been a poor policy maker, was exceptional at inspiring uncompromising resistance. Susan B. Anthony was really good at focusing her energies, and those of the people around her, on a specific goal. Steve Jobs was really good at creating hardware and software that was delightful to use. George Patton was really good at fighting, with his whole being, whatever was in front of him on any given day. And John F. Kennedy was really good at making the future feel universal and morally uplifting. What each of these leaders had in common was that they were really good at something—each was, in their different way, an extremist.
Nine Lies About Work
Marcus Buckingham, Ashley Goodall
The tiny bees in my hive are more or less unaware of their colony. By definition their collective hive mind must transcend their small bee minds. As we wire ourselves up into a hivish network, many things will emerge that we, as mere neurons in the network, don’t expect, don’t understand, can’t control, or don’t even perceive. That’s the price for any emergent hive mind.
Out of Control
Kevin Kelly
...catch up on these, and many more highlights
Readwise