📚 Quinn's Highlights

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A batch of the best highlights from what Quinn's read, .

Level's Company Onboarding Process Summary: The company has a well-guided onboarding checklist for all employees, which spans over a full month. Each new employee is guided to take onboarding seriously, and not expected to start producing for the first month. There is emphasis on reading specific documentation that outlines the company's culture, which is highlighted as significantly different from past experiences. The company eases new employees into the transparency of operations and has a unique practice of requiring employees to update the onboarding process at the end of the month, reflecting the value that 'everything's written in pencil' and is subject to change. Transcript: Speaker 1 And we have an onboarding checklist in notion. We have a template. We copy it for each new person that joins and they have a set of tasks that they do each day. It's pretty well guided. I can share the template with you if you're curious. That'd be amazing. Speaker 2 I would love that. Is this for all employees or EA specifically? All employees. All employees. Okay. Speaker 1 And there is a video of me at the start of each week. It's a loom where I specifically say, Hey, at this point, people usually want to skip onboarding and start jumping into their tasks. Don't do that. It's always a mistake. Really take onboarding seriously. Our onboarding process is a full month. And we don't expect people to start producing for a month. It really does take that long for a lot of people to get fully up to speed. And we help guide them in more slowly. Read these books. Read this documentation that we have about how we built our culture, especially for our case, because the way that we operate is very different than a lot of people's previous experiences. And so it's pretty jarring when you see a lot of the transparency of when your first one on one gets published to the rest of the company, it's pretty jarring. Speaker 2 And so we try to ease people into these things. You know, it's also going to be jarring is if you become a public company, yeah, totally. Things will have to change a bit. Probably. But yeah, continues. All right. That's a job. Speaker 1 That's true. And over time, people get used to it over the course of about a month. I think the biggest thing is the cultural assimilation. In our case, has been the biggest hurdle over the course of onboarding is getting people reading the memos, practicing some of the things. One of the cultural values that we have is everything's written in pencil. But also you can change things here. And one of the things that we do is at the end of onboarding, everybody is required to update the onboarding process for something that was out of date, and then post to a channel confirming What they changed and just giving a list of what they changed. And it's pretty weird for people, especially those who come from larger companies, like when they've had, you know, the same onboarding process that the company's had for 20 years, And then they go in the actual files and edit it themselves. I'm a new employee.

#694 — Sam Corcos, Co-Founder of Levels — The Ultimate Guide to Virtual Assistants, 10x Delegation, and Winning Freedom by Letting Go

The Tim Ferriss Show

The Factors That Hinder Knowledge Transfer Are Often Structural Summary: Barriers to knowledge transfer or knowledge sharing are often structural, rather than merely the result of skill set limitations. Lessons can be transferred through storytelling, lessons with direction reviews and debriefs, analysis and research, and by allocating workload strategically. Placing the workload at the top, instead of burdening lower-level employees with excessive reading, is crucial. It is essential to identify the structural barriers causing the hindrance and address them. Transcript: Speaker 1 And if something is learnt at one end of the state, I need to transfer that to the other. Now you can do that with story, but you can also do that with lessons without direction reviews and debriefs. You can do that through analysis and research. And you can do that by putting the workload where it should be, you know, up at the top, rather than on the poor people down below expected to read 160 documents a year about everything Because they're going to remember that really, they're going to remember that, not in my experience. So what we have to do is take those really important lessons and then think, well, what are the structures that are causing that to happen? Speaker 2 And now we've already kind of hindered around this. What are the barriers to knowledge transfer or knowledge sharing? And is it just the skill set of listening and conversation? Is that the biggest barrier? Speaker 1 I think a lot of the barriers that we deal with are structural.

Organizational Structures That Enable Knowledge Flow With Stuart French

Because You Need to Know Podcast ™

Psychologist Richard Wiseman created a study using waiters to identify what was the more effective method of creating a connection with strangers: mirroring or positive reinforcement. One group of waiters, using positive reinforcement, lavished praise and encouragement on patrons using words such as “great,” “no problem,” and “sure” in response to each order. The other group of waiters mirrored their customers simply by repeating their orders back to them. The results were stunning: the average tip of the waiters who mirrored was 70 percent more than of those who used positive reinforcement.

Never Split the Difference

Chris Voss and Tahl Raz

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