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A batch of the best highlights from what Todd's read, .
Since you don’t expect others to be responsible for your self-esteem at Level 4, the idea that you might be responsible for someone else’s self-esteem seldom crosses your mind. People who report to Level 4 leaders frequently complain that they don’t receive positive feedback, only criticism. Level 4 leaders need to recognize that those who look to them for leadership may be so tied to (and defined by) the goal or initiative that they might take any sort of criticism (even about the goal or initiative) personally.
The Map
Keith M. Eigel, PhD
Each of us tends to think we see things as they are, that we are objective. But this is not the case. We see the world, not as it is, but as we are—or, as we are conditioned to see it. When we open our mouths to describe what we see, we in effect describe ourselves, our perceptions, our paradigms. When other people disagree with us, we immediately think something is wrong with them. But, as the demonstration shows, sincere, clearheaded people see things differently, each looking through the unique lens of experience.
The 7 Habits of Highly Effective People
Stephen R. Covey
Instead of letting defects accumulate, run tests as soon as the code is written. Instead of adding more documentation or detailed planning, try checking out ideas by writing code. Instead of gathering more requirements from users, show them an assortment of potential user screens and get their input. Instead of studying more carefully which tool to use, bring the top three candidates inhouse and test them. Instead of trying to figure out how to convert an entire system in a single massive effort, create a Web front end to the legacy system and try the new idea out.
Lean Software Development
Mary Poppendieck and Tom Poppendieck
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