Join 📚 Fabien's Highlights
A batch of the best highlights from what Fabien's read, .
L’humilité est essentielle chez un dirigeant et modèle. Exprimez-vous avec modestie sur vos réussites, ou laissez les autres les mentionner à votre place. Mais quand on fait une bêtise, il faut le dire clairement, pour que tout le monde puisse apprendre et profiter de vos erreurs. En d’autres termes, « allez-y doucement avec vos succès, mais n’hésitez pas à clamer haut et fort vos erreurs ».
La Règle? Pas De Règles
Reed Hastings and Erin Meyer
So, when it comes to your people, what should be your high-priority interrupt? If what you want is improvement, then it should be whenever someone on your team does something that really works. The goal is to consciously spend your days alert for those times when someone on your team does something so easily and effectively that it rocks you, just a little, and then to find a way of telling that person what you just saw.
Nine Lies About Work
Marcus Buckingham, Ashley Goodall
When a person is not doing his job, there can only be two reasons for it. The person either can’t do it or won’t do it; he is either not capable or not motivated. To determine which, we can employ a simple mental test: if the person’s life depended on doing the work, could he do it? If the answer is yes, that person is not motivated; if the answer is no, he is not capable. If my life depended on playing the violin on command, I could not do it. But if I had to run a mile in six minutes, I probably could. Not that I would want to, but if my life depended on it, I probably could.
High Output Management
Andrew S. Grove
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