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Boss it by @CarlReader. Book published in 2020. Here are some tweets of the blinks. Might be useful for my wife would wants to be an entrepreneur.
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More and more people are becoming freelancers or consultants. This author is encouraging us to embrace this way of working.
This blink is reminding me of the counterpoint that I heard on the @NextBigIdeaClub podcast with @profgalloway. He had some pointed things to say about capitalism, big corporations/monopolies, and China.
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I think this blink can be summarised with "start with why". What is your raison d'etre? Is it a carrot or a stick?
The author then outlines an improvement cycle:dream, plan, do, review. Similar to plan, do, study, act.
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Summary of this blink. Get a vision and dream BIG. The vision needs to be simple and clear, like Amazon's: "to become the most customer-centric company in the world, helping people find whatever they want at the lowest price"
Reader says you have to have actionable steps-the how, what and why. I like using SMEAC here. Reader also says you must do a SWOT analysis, and a sensitivity analysis which is your plan B.
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Reader outlines good and bad debt, and encourages us not to be scared of "good debt". This reminds me of @DaveRamsey and avoiding debt where you can, especially where it is unwise or unsustainable.
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To have your business grow, you need to carefully implement systems and processes that will get things done automatically or with little effort. They need to be replicable.
When I lead teams, I try to make it so that I can step away eventually.
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You need to know your customers/audience. You need to keep them onside. It's cheaper to keep a customer base than find new customers.
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Not all customers are created equal. Some customers are "key customers" - you need to keep them in the fold through good customer service. However, you won't always meet expectations, and that's ok.
"For a company to run itself, you not only need the right people, but also the right systems in place to locate and train them."
Make sure your new hires are a good fit. It's more than just the skillset they bring. The wrong fit can bring down morale or even culture.
I've learnt the culture problem the hard way.
"A great workplace culture supports a shared identity and values...as well as a clear management style and a cohesive, company-wide decision-making process. And at the end of the day, all of these elements begin with you. So be mindful of how you lead..."
"...Try to give praise in public, hire people who are smarter than you, and be open to others’ advice. You may be the leader, but try to stay grounded and remember that you don’t know everything"
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Why Does He Do That? by Lundy Bancroft is today's free Blink. This one is a bit different to the normal self-help and psychology books. This one is about abusive men.
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Bancroft says abuse is complicated and encompasses a wide range of behaviours, both emotional and physical.
He notes that a lot of abusive men can be "charismatic, kind and fun to be around".
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The author here outlines a case of what he considers an emotionally abusive man. Moods could change in a flash, accused the other of being self-centred, overweight, lazy, etc.
According to Bancroft, abusive men seek power and control over their partners.
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Uncertainty. This has been a theme I've been looking at a bit in medicine. The authors think that a leader's job is to minimise uncertainty and help employees cope when they can't.
The authors think that a lot of uncertainty is created by "insecure, freelance and contract-based work" which is favoured by capital-owning bosses. Some call the millenials "Generation paranoia".
Parking this here because conversational analysis has been described as like a Eadweard Muybridge moment in helping us understand the world. artsandculture.google.com/asset/egH07ZVm…
The bit about proving horses have all four hooves off the ground in a gallop reminds me of the A-ha or gotcha moment. I think I prefer the conceptualisation as potential for illumination. Light itself is neither good nor bad but can be used for both.
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Do what Matters Most by Rob Shallenberger (Ex-USAAF and secret service) and @byb_steve (helped create Stephen Covey Leadership Center).
Indeed, what does matter most? (I think it depends on your values.)
I agree. Part of the reason we have a burnout epidemic is managers who don't understand that your people are your most important asset, and doctors who put the patients and career before their own well-being.
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Anecdote of cognitive overload or "task saturation" in the cockpit which almost resulted in a near-miss.
This reminds me of a finding from my lit review. When a supervisor is worried about patient safety as well as teaching, teaching takes a back seat.
This reminds me of this morning's run where Jim was telling me about how TV developed, and like all things in engineering, there was incremental change, and shared or stolen IP.
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"In a world where value is not just placed on things but also on ideas, collaboration has become the most important skill."
Our education has let us down by training us to be individuals rather than working in teams. Just think about all those exams...
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Political Tribes by @amychua in 2018. She's the author of the Tiger Mum book, and my interest was piqued when I heard her on @GadSaad's podcast yesterday.