Source: https://www.linkedin.com/learning/strategic-thinking/how-to-create-an-informed-strategy
Highlight of this learning:
[Quote] If you're developing a strategy, do not unveil it at the strategy meeting. That might sound counterintuitive, but the savviest professionals understand that meetings in which strategies are presented are actually ratification meetings. The real work takes place beforehand, systematically briefing key people to get their input and feedback, and addressing any concerns they might have up front. You absolutely do not want to share your lovingly crafted strategy for the first time and have it torpedoed because your boss has a knee-jerk reaction against it, or some key player misinterprets an aspect of it and goes ballistic, or because someone springs a question on you that you hadn't thought through. Save yourself that self-destructive agony and engage in a campaign of pre-meetings with anyone whose blessing you need to make something work and bring them into the process. That makes it far more likely they'll be favorable toward it, or at least, less unhappy. [/Quote]
2) “7 Crucial Lessons People Often Learn Too Late in Life” by Nicolas Cole.
Highlight of this reading:
[Quote] Everyone has his or her own agenda.
This is quite a cliché phrase, and is often said in a negative context. But I am using it differently: It is worth acknowledging that, at the end of the day, we all must provide for ourselves. We all have our own dreams, goals, aspirations, families, close friends, and significant others, and we all want the same fundamental things. There are those you can trust, of course, but the best way to keep yourself rooted and at ease is to know that each and every person has his or her own agenda. You cannot control others. You cannot expect them to put you before themselves. And trying to do so may work for a period of time, but eventually, the truth will rise to the surface. Instead, make it a point to address and help others move toward their own dreams, as you request their help in moving toward yours. The relationship will more smoothly move in the right direction this way. [/Quote]
[Quote] Beneath anger is always fear.
As the wise Yoda says, "Fear is the path to the dark side. Fear leads to anger, anger leads to hate, hate leads to suffering." Whenever we suffer, especially for long periods of time, at first we believe it is because of something outside of us--something we hate. And if we make it past that emotion, we find below that hate is a rumble of anger, and certainly something we have held on to for far too long. But beneath all of that is always fear. A fear of loss. A fear of vulnerability. A fear of letting go. But if you can get to the point of acknowledging the fear, you will see its lighthearted shadow, compassion. And you will be able to move forward. [/Quote]
3) “The Art of the Elevator Pitch” by Carmine Gallo
Source: https://hbr.org/2018/10/the-art-of-the-elevator-pitch
Highlight of this reading:
Tips on how to craft a successful elevator pitch: Use a logline to paint the big picture.
Steps to master the logline:-
1) Keep it short. E.g., Google's founders Sergey Brin and Larry Page told venture capital investor Michael Moritz: “Google organizes the world’s information and makes it universally accessible.” In 10 words, that logline led to Google’s first major round of funding. Moritz said the pitch was clear and had a sense of purpose.
2) Identify one thing you want your audience to remember. E.g., iPod allows you to carry “1,000 songs in your pocket.
3) Make sure your team is on the same page. Every person who speaks on behalf of your company or sells your product should deliver the same logline.
4) "Former Navy SEAL commanders say new leaders always make the same 2 mistakes" by Richard Feloni
Source: https://www.businessinsider.my/former-navy-seals-jocko-willink-and-leif-babin-new-leader-mistakes-2018-9/
Highlight of this reading:
Inexperienced leaders are regularly making the same mistakes:-
1) They think they have to know everything
“The best possible thing you can do as a new leader, if there’s something that you don’t know, is raise your hand and say, ‘Hey guys, I’m new at this. Do you know a better way to do this?’ or, ‘Do you know how to do this?’ or, ‘Can you give me a hand?'”
2) They think their problems are unique
Babin said he also regularly finds new leaders become convinced that the problems they’re facing are so specific to them that outside help wouldn’t help. “And they think their problems are harder than everyone else’s problems.”
5) Life Principle 4.4a: Introversion VS Extroversion
Source: https://www.linkedin.com/feed/update/urn:li:activity:6453678494718128129
Highlight of this learning:
[Quote] Introverts focus on the inner world and get their energy from ideas, memories, and experiences while extroverts are externally focused and get their energy from being with people. Introversion and extroversion are also linked to differences in communication styles. If you have a friend who loves to “talk out” ideas (and even has trouble thinking through something if there isn’t someone around to work it through with), he or she is likely an extrovert. Introverts will usually find such conversations painful, preferring to think privately and share only after they’ve worked things out on their own. I’ve found that it is important to help each communicate in the way that they feel most comfortable. For example, introverts often prefer communicating in writing (such as email) rather than speaking in group settings and tend to be less open with their critical thoughts. [/Quote]
6) "3 Common Hiring Mistakes New Managers Should Avoid" by Whitney Johnson
Source: https://hbr.org/2018/07/3-common-hiring-mistakes-new-managers-should-avoid
Highlight of this reading:
[Excerpt] Some of the subconscious emotional motivations that the hiring managers rarely address head-on, but which should be considered carefully are:
1) “If only I could clone myself.” Lauren Rivera, a researcher from Northwestern, said “what most people are looking for is ‘me.’” Her studies concluded that “interviewers who lacked systematic measures of what their company was looking for tended to fall back on themselves and defining merit in “their own image,” meaning that the most qualified interviewees were those who best resembled their interviewers.” It’s easy to want to make this kind of hire — a carbon copy of yourself. But they will be bored and frustrated quickly because there’s no headroom for them to grow and advance. You already have you and don’t need another you.
2) “If only I could find someone to do all the annoying stuff that I don’t want to do.” This impulse, while understandable, is an even more dangerous one. Sure, it is tempting to avoid the responsibilities you find tedious or challenging. But you’ll have trouble attracting talented people to a job that’s mostly boring work. If you want to off-load everything that you detest doing, mostly junk work, it’s likely you’ll disrespect the person you’ve hired to be your dumping ground (a sentiment they will be inclined to return).
3) “If only I knew how to do that.” There may be tasks that demand attention but you don’t personally have the expertise to complete them. You value this skill in other people, and it’s what you’re looking for in a new hire. But there can be a couple of pitfalls with thinking this way. Sometimes, there’s an undercurrent of envy — you may feel threatened because they have talents you lack. Or you may put them on a pedestal — we do this all the time when we say we want to hire a “unicorn” or a “ninja.” Either way, you risk overpaying financially — and emotionally. Not only that, if you don’t understand the work they are doing, you may not have a clear sense of what path this person needs to be on to maximize their talent and overall productivity. [/Excerpt]
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